Organizational Paradigms Of Reduced-Load Work: Accommodation, Elaboration, And Transformation

By M. Lee, S. M. MacDermid, Michelle L. Buck. 2000

101 citations recorded by the source corpus.

Subfields: General Health Professions, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/4664aa65fcb5195301f60e24c808331a032d54ae

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In General Health Professions

In Organizational Behavior and Human Resource Management

Citations in the corpus

Editorial: work-life balance: a matter of choice? (2009, background): “Work–life balance measures can present © 2009 The Author(s) Volume 16 Number 1 January 2009 Journal compilation © 2009 Blackwell Publishing Ltd opportunities for organizations to learn new ways of working (Lee et al., 2000; Lewis and Cooper, 2005).”
I-Deals: Idiosyncratic Terms in Employment Relationships (2006, background): “A firm’s receptiveness to i-deals reflects its strategic needs, as when particular segments of the labor market are targeted that its existing practices are not geared toward (e.g., young professionals, senior citizens, or parents of small children; Ingram & Simon, 1994; Lee et al., 2000).”
From flexibility human resource management to employee engagement and perceived job performance across the lifespan: A multisample study (2015, methodology): “We controlled for these factors, as previous research has shown that they might be influencing the effectiveness of flexible work arrangements (Hill et al., 2008; Lee et al., 2000).”
Managing flexible work arrangements in US organizations: formalized discretion or ‘a right to ask’ (2006, background): “Previous research on FWA has investigated which organizations ‘offer’ or ‘allow’ FWA, but most investigators have not examined whether there are actually written FWA policies in place, what the FWA policies say or how they work in practice (Knoke, 1993; Goodstein, 1994; Knoke, 1994; Ingram and Simmo”
The “Overtime Culture” in a Global Corporation (2002, background): “And Lee, MacDermid, and Buck (2000) argued that employers are learning to adapt to part-time work arrangements among professionals and managers.”
Less need to be there: Cross-level effects of work practices that support work-life flexibility and enhance group processes and group-level OCB (2007, background): “The increase in reduced face time is a function of three forces: technological advances that facilitate nontraditional work arrangements; competitive pressures that require employees to work nontraditional days and hours; and professionals who seek more job flexibility (Bailyn, 2006; Gottlieb et al.”