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"The best place to be": managing employee loyalty in a knowledge-intensive company

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  • Miguel Pina e Cunha

Abstract

Using a case study of an integrated information technology services firm, I examine how the interplay between culture, structure and leadership is managed to build employee loyalty. O focus on the salient features of the case, namely that a high profile culture combines with a low profile leadership and with minimal structuring to create a vibrant and loyalty-generating organizational environment. I propose that these processes are effective because they reinforce one another. It is their articulation, not their existence, which acts both as an unobtrusive control mechanism and as an employee loyalty generating process-fulfilling the needs of both the organization and its professionals

Suggested Citation

  • Miguel Pina e Cunha, 2002. ""The best place to be": managing employee loyalty in a knowledge-intensive company," Nova SBE Working Paper Series wp409, Universidade Nova de Lisboa, Nova School of Business and Economics.
    • Handle: RePEc:unl:unlfep:wp409
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    References listed on IDEAS

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    1. Abbie Griffin & John R. Hauser, 1993. "The Voice of the Customer," Marketing Science, INFORMS, vol. 12(1), pages 1-27.
    2. Morris, Timothy & Empson, Laura, 1998. "Organisation and expertise: An exploration of knowledge bases and the management of accounting and consulting firms," Accounting, Organizations and Society, Elsevier, vol. 23(5-6), pages 609-624.
    3. Eric von Hippel, 1994. ""Sticky Information" and the Locus of Problem Solving: Implications for Innovation," Management Science, INFORMS, vol. 40(4), pages 429-439, April.
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    Cited by:

    1. Carlos Martin-Rios, 2016. "Innovative management control systems in knowledge work: a middle manager perspective," Journal of Management Control: Zeitschrift für Planung und Unternehmenssteuerung, Springer, vol. 27(2), pages 181-204, May.
    2. Nazia Zabin Memon & Biswajit Satpathy, 2017. "Antecedents and Consequences of Organizational Commitment: A Gender Study in the IT-BPM Sector of India," Management and Labour Studies, XLRI Jamshedpur, School of Business Management & Human Resources, vol. 42(4), pages 306-315, November.
    3. Miguel Pina e Cunha & Armenio Rego & Teresa D'Oliveira, 2004. "Management ideologies and organizational spirituality: a typology," Nova SBE Working Paper Series wp452, Universidade Nova de Lisboa, Nova School of Business and Economics.
    4. Miguel Pina e Cunha & Rita Campos e Cunha & Armenio Rego, 2005. "Paths to positivity: exploring the dynamics of positive organizing," Nova SBE Working Paper Series wp473, Universidade Nova de Lisboa, Nova School of Business and Economics.
    5. Nidal Fawwaz Al Qudah & Yang Yang & Muhammad Adeel Anjum, 2018. "Transformational Training Programs and Quality Orientation of Employees: Does Employees’ Loyalty Matter?," Sustainability, MDPI, vol. 10(2), pages 1-13, February.
    6. Miguel Pina e Cunha & Carlos Cabral Cardoso & Armenio Rego & Stewart Clegg, 2007. "From “This job is killing me” to “I live in the life I love and I love the life I live”, or from Stakhanov to contemporary workaholics," Nova SBE Working Paper Series wp519, Universidade Nova de Lisboa, Nova School of Business and Economics.
    7. Dorothea Kossyva & Georgios Theriou & Vassilis Aggelidis & Lazaros Sarigiannidis & Dimitrios Chatzoudes, 2021. "Retention of Generation Y Employees through High Performance Work Systems, Change Management and Employee Engagement," European Research Studies Journal, European Research Studies Journal, vol. 0(4B), pages 66-86.

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