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Role creation processes in start-up ...

Levesque, Laurie L.

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Role creation processes in start-up firms.

Record Type:	Language materials, printed : Monograph/item
Title/Author:	Role creation processes in start-up firms./
Author:	Levesque, Laurie L.
Description:	238 p.
Notes:	Co-Chairs: Laurie Weingart; Denise Rousseau.
Contained By:	Dissertation Abstracts International63-01A.
Subject:	Business Administration, Management. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3040472
ISBN:	9780493538556

Role creation processes in start-up firms.
Levesque, Laurie L.

Role creation processes in start-up firms. - 238 p.

Co-Chairs: Laurie Weingart; Denise Rousseau.

Thesis (Ph.D.)--Carnegie Mellon University, 2001.

Organizational newcomers learn about their work roles from the expectations held by others. Little research of this issue has been conducted in the context of small firms, specifically start-up companies where roles often do not exist before employees are hired and where the social and organizational structures are still developing. This dissertation presents three related studies that collectively illuminate role creation and evolution issues fundamental to organizational growth and survival.

ISBN: 9780493538556Subjects--Topical Terms:

626628
Business Administration, Management.

Role creation processes in start-up firms.
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020 $a 9780493538556
035 $a (UMI)AAI3040472
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100 1 $a Levesque, Laurie L. $3 1267514
245 1 0 $a Role creation processes in start-up firms.
300 $a 238 p.
500 $a Co-Chairs: Laurie Weingart; Denise Rousseau.
500 $a Source: Dissertation Abstracts International, Volume: 63-01, Section: A, page: 0271.
502 $a Thesis (Ph.D.)--Carnegie Mellon University, 2001.
520 $a Organizational newcomers learn about their work roles from the expectations held by others. Little research of this issue has been conducted in the context of small firms, specifically start-up companies where roles often do not exist before employees are hired and where the social and organizational structures are still developing. This dissertation presents three related studies that collectively illuminate role creation and evolution issues fundamental to organizational growth and survival.
520 $a The first study was qualitative and examined how founders and employees in software start-up firms came to understand and develop their own roles. Thematic analyses suggested that new roles evolved informally as employees figured out what work needed to be done, volunteered for tasks, and expanded vertical coverage of responsibilities. Role evolution occurred by buffering, shifting responsibilities, delegating, and influencing others. Radical role-change was also possible.
520 $a For the 2nd and 3rd studies both qualitative and quantitative data were collected. Interviews were conducted with 40 founders/CEOs and 36 employees from mostly small (fewer than 100 employees) software companies and e-commerce/web-development firms. Surveys were completed by 306 employees and also by 123 role set members. Reflexive, unidirectional, and mutual adjustment role creation behaviors (RCBs) were determined to be separate constructs. The findings look at outside influences on role creation within the firm, the efforts of co-workers, subordinates, and supervisors to shape an employee's role, and the employee's own behavior and motivations used to develop and evolve a work role. Newness of the role and perceptions of its flexibility best predicted RCBs. Person job fit was sometimes a factor, however clarity of the job was unrelated to RCBs. Work roles evolved through aggregation, disaggregation, and migration.
520 $a This dissertation's contributions include a fundamental understanding of how incumbents and their role sets are integral in creating and shaping work roles, how these efforts are related to perceptions of the role and situation, and how new employees in start-up firms engaged in sense-making to better understand their roles. Role creation behaviors were introduced and empirically tested, and the concept of newness of role was offered as an important characteristic for studying RCBs.
590 $a School code: 0041.
650 4 $a Business Administration, Management. $3 626628
650 4 $a Sociology, Industrial and Labor Relations. $3 1017858
690 $a 0454
690 $a 0629
710 2 $a Carnegie Mellon University. $3 1018096
773 0 $t Dissertation Abstracts International $g 63-01A.
790 $a 0041
790 1 0 $a Rousseau, Denise, $e advisor
790 1 0 $a Weingart, Laurie, $e advisor
791 $a Ph.D.
792 $a 2001
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3040472