Now showing items 1-10 of 21
Co-worker relationships and organisational misfit
(University of Canterbury. Management, 2009)
Employees perform better, are healthier, happier, and stay longer in environments in which they fit (Kristof-Brown, Zimmerman, & Johnson, 2005). In line with this, organizations wish to improve fit, and research has typically ...
Promoting Organisational Resilience through Sustaining Engagement in a Disruptive Environment: What are the implications for HRM?
(University of Canterbury. Management, Marketing, and Entrepreneurship, 2014)
This paper explores the relationship between employee well being, work engagement and organisational resilience based on empirical data from 11 organisations in Christchurch following a major disaster. Data were collected ...
Earthquake Impacts, Organizational Resilience and Recovery of the Accommodation/Food Services Sector in Canterbury, New Zealand: A Comparative Assessment
(University of Canterbury. Management, Marketing, and Entrepreneurship, 2015)
The purpose of this study is to analyse the felt earthquake impacts, resilience and recovery of organizations in Canterbury by comparing three business sectors (accommodation/food services, Education/Training and Manufacturing). ...
The influence of co-worker relationships on person-organisation misfit.
(University of Canterbury. Management, 2010)
Are bureaucrats really paid like bureaucrats?
(University of Canterbury. Department of Economics and Finance, 2016)
In an influential paper, Hall and Liebman (QJE, 1998) ask if senior corporate executives are really paid like bureaucrats, and conclude that they are not. In this paper, we ask if senior public service bureaucrats are ...
Resilience framework and guidelines for practice
(University of Canterbury. Department of Accounting and Information SystemsUniversity of Canterbury. GeographyUniversity of Canterbury. PsychologyUniversity of Canterbury. School of Language, Social and Political SciencesUniversity of Canterbury. School of Health SciencesUniversity of Canterbury. Sociology, 2012)
The Canterbury earthquakes are unique in that the there have been a series of major earthquakes, each with their own subsequent aftershock pattern. These have extended from the first large earthquake in September 2010 to ...
Strategising practices in an informal economy setting: A case of strategic networking
(University of Canterbury. Management, Marketing, and Entrepreneurship, 2016)
Despite the increasing interest in strategy as situated practice, studies that examine strategising practices in the informal economy are lacking. This article draws on Bourdieu's theory of practice to understand strategic ...
Group identity and relation-specific investment: An experimental investigation
(University of Canterbury. Department of Economics and Finance, 2013)
The hold-up problem has played a central role in the study of firm boundaries, which is a fundamental element of the economic study of organizations. We study a previously unex-plored mechanism by which integration between ...
Employee Resilience Scale (EmpRes): Technical Report
(Resilient Organisations Research Report 2013/06University of Canterbury. Management, Marketing, and EntrepreneurshipUniversity of Canterbury. Psychology, 2013)
Building on definitions of organisational resilience, employee resilience is conceptualised as the capacity of employees, facilitated and supported by the organisation, to utilise resources to positively cope, adapt and ...
Asia Pacific Economic Cooperation (APEC) project on the Canterbury Earthquake Series and SME Resilience: Report 7: Improving the resilience of SMEs: policy and practice in New Zealand
(University of Canterbury. Department of Accounting and Information Systems, 2012)
There are many things that organisations of any size can do to prepare for a disaster or crisis. Traditionally, the advice given to business has focused on identifying risks, reducing their likely occurrence, and planning ...