Unlike previous studies that have primarily focused on the causes and processes, this research emphasizes the consequences of collective turnover. Starting from a literature review, we use event chains to explore the ...Unlike previous studies that have primarily focused on the causes and processes, this research emphasizes the consequences of collective turnover. Starting from a literature review, we use event chains to explore the consequences of collective turnover. Based on the case study of the Qidian founders＇ collective turnover, we build a holistic theoretical framework to show the dynamics and continuity over time, influenced by the complexity of context. Our main conclusions are as follows： （1） collective turnover has a cascade effect, causing a series of secondary and derivative events, （2） collective turnover has both proximal and distal impacts on human capital flow, operational performance and financial performance, （3） whether or not a collective turnover has a positive or negative effect depends on the context factors. An event chain perspective that extends collective turnover theory and organizational behavior theory is used. We advocate for an integrate understanding of the consequences of collective tumover. In addition, this research will provide practical, instructive policies to intervene in collective turnover.展开更多
This paper analyzes sixty-five influential collective turnover events that occurred from year 2000 to 2011. The first finding is that collective turnover is most likely to take place at the departmental level because ...This paper analyzes sixty-five influential collective turnover events that occurred from year 2000 to 2011. The first finding is that collective turnover is most likely to take place at the departmental level because staff in the same department tend to reach collective consensus more easily. The second finding is that collective turnover takes place more frequently in industries such as IT, retailing and banking. The third finding is that collective turnover often begins with the turnover of managers at the departmental or higher levels. With further exploration of collective turnover, we notice that the institutional environment during China＇s economic transition is the external constraint on collective turnover, and improper management policies is the internal driving factor. We also find that motivations vary for employees at different levels in the organization. Finally, we conclude that organizational outcomes of collective turnover are not only linked with the absolute level of turnover, but ＂quality＂ factors of collective turnover such as relative turnover ratio, occurrence frequency, employee type, rank and work experience should also be taken into consideration.展开更多
基金The study is supported by China＇s National Nature Science Foundation （No. 71472094, 71132001）. We gratefully acknowledge the invaluable comments and advice from Professor Bing Ren （任兵）. We thank the editors and two anonymous reviewers for their constructive and generative comments throughout the review process.
文摘Unlike previous studies that have primarily focused on the causes and processes, this research emphasizes the consequences of collective turnover. Starting from a literature review, we use event chains to explore the consequences of collective turnover. Based on the case study of the Qidian founders＇ collective turnover, we build a holistic theoretical framework to show the dynamics and continuity over time, influenced by the complexity of context. Our main conclusions are as follows： （1） collective turnover has a cascade effect, causing a series of secondary and derivative events, （2） collective turnover has both proximal and distal impacts on human capital flow, operational performance and financial performance, （3） whether or not a collective turnover has a positive or negative effect depends on the context factors. An event chain perspective that extends collective turnover theory and organizational behavior theory is used. We advocate for an integrate understanding of the consequences of collective tumover. In addition, this research will provide practical, instructive policies to intervene in collective turnover.
文摘This paper analyzes sixty-five influential collective turnover events that occurred from year 2000 to 2011. The first finding is that collective turnover is most likely to take place at the departmental level because staff in the same department tend to reach collective consensus more easily. The second finding is that collective turnover takes place more frequently in industries such as IT, retailing and banking. The third finding is that collective turnover often begins with the turnover of managers at the departmental or higher levels. With further exploration of collective turnover, we notice that the institutional environment during China＇s economic transition is the external constraint on collective turnover, and improper management policies is the internal driving factor. We also find that motivations vary for employees at different levels in the organization. Finally, we conclude that organizational outcomes of collective turnover are not only linked with the absolute level of turnover, but ＂quality＂ factors of collective turnover such as relative turnover ratio, occurrence frequency, employee type, rank and work experience should also be taken into consideration.
