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Florian Kunze
Former Member
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Item type:Publication, Age–rank correlations and firm‐level outcomes: The moderating role of environmental dynamism(2024-05); Traditionally, older employees have held higher positions in the organizational hierarchy. However, today, there is significant variation among firms in the extent to which age is correlated with rank. In this study, we integrate the career timetable and social exchange theory to propose that age–rank correlation is related to organizational performance, serially mediated by the perceived age discrimination climate and organizational innovation. We further suggest that the direction of this indirect relationship depends on firms' environmental dynamism. We find support for our moderated serial mediation framework using multisource data from 12,829 employees, 68 top HR representatives, and 229 top managers in 68 firms. Under lower levels of environmental dynamism, age–rank correlation was negatively related to perceived age discrimination climate and had a positive indirect relationship with organizational performance. Under higher levels of environmental dynamism, age–rank correlation was positively related to perceived age discrimination climate and had a negative indirect relationship with organizational performance. Our study provides a more nuanced view of the fading link between age and rank, which has typically been viewed negatively and from an individual perspective only. Additionally, our results have important practical implications for organizations navigating a shifting workforce demographic in increasingly dynamic environments.Type:journal articleJournal:Journal of Organizational BehaviorDOI:10.1002/job.2801Scopus© Citations 5 - Some of the metrics are blocked by yourconsent settings
Item type:Publication, LeverAge: A European network to leverage the multi-age workforce(Oxford University Press (OUP), 2024-06-26) - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Team Boundary Work and Team Workload Demands: Their Interactive Effect on Team Vigor and Team EffectivenessDrawing from team-level job demands-resources theory, we hypothesize that team workload demands moderate the positive link between team boundary work (i.e., boundary spanning and boundary buffering) and team effectiveness (i.e., team innovation and team performance), such that boundary work is more beneficial for team effectiveness when teams face higher team workload demands. Furthermore, we predict that this interaction occurs through increased team vigor, where team vigor is defined as an affective emergent state characterized by positive valences and high activation levels experienced by team members. We largely find support for our model across two field studies: a cross-sectional survey using three independent data sources (89 automotive research and development teams, including 724 team members, 89 team leaders, and 18 managers) and a time-lagged survey using two independent data sources (139 teams working in a Chinese utility company, including 640 team members and 139 team leaders). Our article contributes to team research by broadening our understanding of when and how team boundary work is associated with greater team effectiveness.Type:journal articleJournal:Human Resource ManagementScopus© Citations 16 - Some of the metrics are blocked by yourconsent settings
Item type:Publication, It matters how old we feel in organizations: Testing a
multilevel model of organizational subjective-age diversity on employee outcomesType:journal articleJournal:Journal of Organizational BehaviorDOI:10.1002/job.2505Scopus© Citations 36