Browsing by Author "Kennedy JC"

Now showing 1 - 4 of 4
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    Careers in cities: An interdisciplinary space for advancing the contextual turn in career studies
    (SAGE Publications on behalf of the Tavistock Institute, 2021-05) Tams S; Kennedy JC; Arthur MB; Chan KY
    With careers increasingly taking place within and between cities, this article maps the territory for research and theory on careers in cities. Cities present a microcosm for advancing a systemic understanding of people’s careers over time and in relation to broader issues. We acknowledge cities’ multilayered contexts by identifying six spheres—locality and networks, material infrastructure, economic activities, non-work, virtual reconfiguration, and nexus of social change. The interplay between careers and these city spheres informs intertwined phenomena such as well-being, mobility, and migration. To guide further research, our framework distinguishes two meta-theoretical perspectives. An entity perspective examines causal relationships across levels, analyzing how urban characteristics explain career-related phenomena, and vice versa. A constructionist perspective examines how people’s construal of careers in cities draws on cultural repertoires about work, non-work life, and the city, including its social, symbolic, and material aspects. We use the framework to discuss contributions of the five articles of this special issue. A career lens can contribute to our understanding of cities being sources of both stability and change. With cities currently facing significant disruptions, there has never been a more appropriate time for careers researchers to incorporate the city as context.
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    Customer orientation: The interactive effect of role clarity and learning goal orientation
    (Emerald Publishing Limited, 24/11/2020) Templer KJ; Kennedy JC; Phang R
    Purpose Customer orientation of service employees relates to customer satisfaction and loyalty, sales growth and business performance. Drawing from conservation of resources (COR) theory, the aim of this study was to test the interactive effects of service employees' role clarity and learning goal orientation on customer orientation. Specifically, it was hypothesized that even under conditions of low role clarity, service employees with high learning goal orientation would maintain a high level of customer orientation. Design/methodology/approach Participants were 323 employees of 4- and 5-star hotels in Singapore. Using questionnaires, they reported their role clarity, learning goal orientation and customer orientation. For hypothesis testing, moderated regression analysis was performed. Findings Role clarity and learning goal orientation were significantly related to customer orientation, and in support of the hypothesis, the interaction effect of role clarity and learning goal orientation was also significant. With high role clarity, all employees showed high customer orientation. But with low role clarity, only employees with high learning goal orientation demonstrated high customer orientation. Practical implications The recommendations from this study are to include learning goal orientation as a selection criterion for service employees and to clearly define the roles of existing service employees, especially for those with low learning goal orientation. Originality/value The originality and value of this study lies in highlighting the importance of learning goal orientation especially under conditions of low role clarity.
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    Motivation to Lead as Mediator of Relations Between the Dark Triad, Big Five, and Leadership Intention.
    (2021) Kennedy JC; Chan KY; Ho M-HR; Uy MA; Chernyshenko OS
    This study seeks to enhance the distal-proximal modeling of personality trait-leader emergence relationships by (1) distinguishing between the motivation to lead (i.e., the reasons why a person seeks leadership roles) and leadership intention (i.e., one's expressed desire to claim a leadership role) and by (2) examining how the Dark Triad traits add to the Big Five personality factors in predicting three motivation to lead factors and leadership intentions. Using personality and careers aspiration data collected from 750 university students, we found that affective-identity and social-normative motivation to lead mediate the effects of distal traits on intentions. In contrast, non-calculative motivation to lead does not contribute to leadership intentions, which has important implications for organizations seeking selfless leaders. Narcissism explains variance in leadership intentions over and above that explained by extraversion; this contrasts with the studies of leader emergence, where the effect of narcissism disappears once extraversion is controlled. Overall, our findings validate the three-factor conceptualization of motivation to lead and illuminate the roles of both bright and dark personality factors in understanding individual desire to attain leadership roles.
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    Who Wants to Be an Intrapreneur? Relations between Employees' Entrepreneurial, Professional, and Leadership Career Motivations and Intrapreneurial Motivation in Organizations.
    (2017) Chan K-Y; Ho M-HR; Kennedy JC; Uy MA; Kang BNY; Chernyshenko OS; Yu KYT
    This paper reports an empirical study conducted to examine the relationship between employees' Entrepreneurial, Professional, and Leadership (EPL) career motivations and their intrapreneurial motivation. Using data collected from 425 working adults in the research/innovation and healthcare settings, we develop a self-report measure of employee intrapreneurial motivation. We also adapt an existing self-report measure of E, P, and L career motivations (previously developed and used with university students) for use with working adult organizational employees. Confirmatory factor analysis indicate that E, P, and L motivations and intrapreneurial motivation can be measured independently and reliably, while regression analyses show that the employees' E, P, and L motivations all contribute to explaining variance in their intrapreneurial motivation. Individuals with high E, P, and L motivational profiles are also found to have the highest intrapreneurial motivation scores, while those low on E, P, and L motivations have the least intrapreneurial motivation. Our findings suggest that the potential for intrapreneurship is not unique to only entrepreneurial employees. Instead, one can find intrapreneurs among employees with strong leadership and professional motivations as well. We discuss the findings in the context of generating more research to address the challenges of talent management in the 21st century knowledge economies where there is greater career mobility and boundarylessness in the workforce.