Papers by Theresa Welbourne
In my dissertation I introduce a framework to study employee identification with organizational a... more In my dissertation I introduce a framework to study employee identification with organizational and career roles and then study how these roles impact turnover decisions. This framework is tested with a sample of employees in two computer software companies. In software companies, many employees engage in behaviors that seem to contradict many of the assumptions made in current models of turnover which emphasize elements like job satisfaction, commitment, and compensation. Contrary to these models, a satisfied, committed, well-paid employee may leave his job to take an offer paying a fraction of his salary. Another employee may stay at her job and turn down other offers that could double her salary. By utilizing role theory and identity theory, my research suggests that identification to an employing organization and identification with a career can affect turnover decisions. In my dissertation, I review the literature on high technology personnel to suggest reasons why employees in...
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Employment Relations Today, 2016
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Managing People in Entrepreneurial Organiztions
To cite this document: Theresa M. Welbourne, Jerome A. Katz, (2002),"Introdu... more To cite this document: Theresa M. Welbourne, Jerome A. Katz, (2002),"Introduction: Human resource management in entrepreneurial settings: Towards a relational approach", Jerome A. Katz, Theresa M. Welbourne, in (ed.) Managing People in Entrepreneurial Organizations (Advances in Entrepreneurship, Firm Emergence and Growth, Volume 5), Emerald Group Publishing Limited, pp. ix - xvii ... Permanent link to this document: http://dx.doi.org/10.1016/S1074-7540 (02)05001-8 ... References: This document contains references to 10 other documents
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has been accepted for inclusion in CAHRS Working Paper Series by an authorized administrator of
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Support this valuable resource today! This Article is brought to you for free and open access by ... more Support this valuable resource today! This Article is brought to you for free and open access by the Center for Advanced Human Resource Studies (CAHRS) at DigitalCommons@ILR. It has been accepted for inclusion in CAHRS Working Paper Series by an authorized administrator of
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We are a people who love speed. From the Inc 500 that extols the virtues of fast-growth firms to ... more We are a people who love speed. From the Inc 500 that extols the virtues of fast-growth firms to sports, where a record number of more than 100 million people are fans of NASCAR, speed is important. Going fast is not just a USA phenomenon; consider the numbers of BMW and Porsche owners (and others) who flock to the Autobahn to ‘‘put the pedal to the metal,’’ as they say, in an effort to experience the thrill of high-speed driving. Fast also characterizes the business environment most firms work in today. The pace of change is escalating, the speed at which new products are brought to market is faster, and the adoption of new technologies have led to breakthrough ways of communicating and doing work. Globalization and technology have contributed to speeding up almost everything we do. The Blackberry, iPhone, iPad, laptop computers, batteries that last much longer than in the past, smaller handheld units and fast airplane travel all contribute to business and people going faster. What...
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The present study applied confirmatory factor analysis in investigating the dimensionality of the... more The present study applied confirmatory factor analysis in investigating the dimensionality of the Pay Satisfaction Questionnaire. Using a more rigorous and extensive series of tests than has been the case with past research, and employing longitudinal data from 2 samples of workers, the present study supported the 4 dimensions suggested by Heneman and Schwab (1985). The four-factor solution was supported both at Time 1 and Time 2, despite the fact that a compensation intervention occurred between the time intervals. Implications of the results are discussed.
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Collaborative entrepreneurship research suggests that organizations will soon pursue more collabo... more Collaborative entrepreneurship research suggests that organizations will soon pursue more collaborative relationships throughout a worldwide network of firms, driving a strategy of continuous innovation, specially small-and medium-size firms (SMEs). Tapping into a body of literature that focuses on the importance of human capital in driving long-term success, we merge ideas of collaborative research with a growing body of work on human capital or human resource management in SMEs. Our paper states that it is not the human, per se, that is the real asset but the relationships those humans have that are the most inimitable and important capital. We will discuss how companies use relational capital as the basis for collaborative entrepreneurship. Consistent with our hypotheses, our exploratory study suggests that smaller firms place more value on relational capital than do larger firms. We also have some indication that the only capital that differentiates low vs. high performance, reg...
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Academy of Management Proceedings, 2019
Today’s news includes headlines that demonstrate that a lot of our work to improve diversity and ... more Today’s news includes headlines that demonstrate that a lot of our work to improve diversity and inclusion has had limited success. Training programs focused on top-down knowledge sharing are not h...
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Entrepreneurship Theory and Practice, 2000
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Entrepreneurship Theory and Practice, 2000
Welbourne and Andrews (1996) studied IPO firms and found that Tobin's Q, at the time of the I... more Welbourne and Andrews (1996) studied IPO firms and found that Tobin's Q, at the time of the IPO, was lower for firms that they coded as having higher levels of human resource value (HR Value). However, those same firms were more likely to survive five years after the IPO. Given that finding, this study examines one factor that may influence the firm's choice between maximizing short-term financial performance (doing well at the IPO) or long-term performance (maximizing HR value). Using the theory of upper echelons (Hambrick & Mason, 1984), we show that the decision on how to balance these forces is shaped in part by the chief executive officer's (CEO) functional background. We focus on CEOs with primary training in finance because they will most closely identify with investment community pressures to perform well at the time of the IPO. In two different samples of IPO firms, we find that the CEO's financial background is associated with lower levels of human resource...
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PsycEXTRA Dataset
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Journal of Organizational Behavior, 2003
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The International Journal of Human Resource Management, 2001
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Human Resource Management, 2011
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Papers by Theresa Welbourne