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We employ a discrete choice experiment in the employment process for a national call center to estimate the willingness to pay distribution for alternative work arrangements relative to traditional office positions. Most workers are not willing to pay for scheduling flexibility, though a tail of workers with high valuations allows for sizable compensating differentials. The average worker is willing to give up 20 percent of wages to avoid a schedule set by an employer on short notice, and 8 percent for the option to work from home. We also document that many job-seekers are inattentive, and we account for this in estimation.

Experiencing work as a calling has been described as the ideal of a truly positive experience of work. But what we know about how called professionals construct identities as people who are called to their work is incomplete. Discussions about callings are often framed as narratives—stories of people’s callings—yet little is known about how professionals incorporate a wide variety of life events into coherent stories that support their identity claims. To understand this process, we analyzed the narratives of 236 individuals from four professions. We found two ways our participants identified their callings: discernment and exploration. Discerners journeyed toward their destiny, which was their one true calling. Explorers actively searched for work they loved, but destiny played no role. Through a series of lived experiences, called professionals’ identities took shape as they were enacted, with their callings strengthening over time. After identifying their calling, each of these professionals engaged in two crucial processes for integrating self and work as they lived their calling. Like other professionals, called professionals sought legitimacy in their fields by demonstrating mastery and receiving affirmation. Yet their sense of calling simultaneously propelled them to craft personal authenticity through tailoring their own unique enactment of the role.

A rising share of employees now regularly engage in working from home (WFH), but there are concerns this can lead to ‘‘shirking from home.’’ We report the results of a WFH experiment at Ctrip, a 16,000-employee, NASDAQ-listed Chinese travel agency. Call center employees who volunteered to WFH were randomly assigned either to work from home or in the office for nine months. Home working led to a 13% performance increase, of which 9% was from working more minutes per shift (fewer breaks and sick days) and 4% from more calls per minute (attributed to a quieter and more convenient working environment). Home workers also reported improved work satisfaction, and their attrition rate halved, but their promotion rate conditional on performance fell. Due to the success of the experiment, Ctrip rolled out the option to WFH to the whole firm and allowed the experimental employees to reselect between the home and office. Interestingly, over half of them switched, which led to the gains from WFH almost doubling to 22%. This highlights the benefits of learning and selection effects when adopting modern management practices like WFH.

We investigate the effect of pollution on worker productivity in the service sector by focusing on two call centers in China. Using precise measures of each worker’s daily output linked to daily measures of pollution and meteorology, we find that higher levels of air pollution decrease worker productivity. These results manifest themselves at levels of pollution commonly found in large cities throughout the developing and developed world.

Cross-and up-selling in inbound call centers is a growing business practice, with the promise of enhanced revenue generation and customer retention. Yet firms struggle to create conditions that are conducive to customer service representatives' (CSRs') concurrent engagement in service and sales. By developing a framework of the antecedents and performance consequences of aligned sales and customer service provision, this study advances understanding of ambidexterity at the employee level. The framework receives strong support from an empirical study based on CSRs' survey responses and matched performance data. A CSR's locomotion orientation facilitates ambidextrous behavior and interacts positively with an assessment orientation. However, team identification and bounded discretion impair this valuable interplay. Ambidextrous behavior also increases customer satisfaction and sales performance but decreases efficiency. Nevertheless, the overall performance effect is positive.

We undertake an empirical study of the impact of delay announcements on callers’ abandonment behavior and the performance of a call center with two priority classes. A Cox regression analysis reveals that in this call center, callers’ abandonment behavior is affected by the announcement messages heard. To account for this, we formulate a structural estimation model of callers’ (endogenous) abandonment decisions. In this model, callers are forward-looking utility maximizers and make their abandonment decisions by solving an optimal stopping problem. Each caller receives a reward from service and incurs a linear cost of waiting. The reward and per-period waiting cost constitute the structural parameters that we estimate from the data of callers’ abandonment decisions as well as the announcement messages heard. The call center performance is modeled by a Markovian approximation. The main methodological contribution is the definition of an equilibrium in steady state as one where callers’ expectation of their waiting time, which affects their (rational) abandonment behavior, matches their actual waiting time in the call center, as well as the characterization of such an equilibrium as the solution of a set of nonlinear equations. A counterfactual analysis shows that callers react to longer delay announcements by abandoning earlier, that less patient callers as characterized by their reward and cost parameters react more to delay announcements, and that congestion in the call center at the time of the call affects caller reactions to delay announcements.

The spread and use of English as the lingua franca of international business (IB) - \"corporate Englishization\" - has received increasing scholarly attention in recent years but the focus has mostly been on the communication benefits and challenges of using English as a shared language inside multinationals. In this article we examine how English is used externally in the provision of business services and apply a postcolonial perspective to frame our analysis. Drawing on fieldwork in India within the call center units of two outsourcing organizations serving Anglo-American firms, we show how corporate Englishization (1) relies on, and contributes to producing, comprador managerial cadres; (2) serves to construct a transnational intra-linguistic hierarchy of power and privilege; and (3) undercuts own effectiveness by simultaneously eliminating and maintaining the alterity of the \"Other\" through processes of mimicry. We thus show how corporate Englishization does not merely overcome or, conversely, worsen transnational communication problems; it also (re)-produces colonial-style power relations between the \"Anglosphere\" and the \"Rest\". Our analysis deepens our understanding of corporate Englishization and opens a new avenue for postcolonial research on the role of language in IB. Our analysis also advances the field of postcolonial organization studies and has implications for IB scholarship more generally.

Religious and spiritual variables have largely been excluded from organizational research. Yet, there is a growing body of literature that suggests religion and spirituality have a significant and substantive role in influencing employees' attitudes and behaviors at work. This paper aims to add to this literature by looking at the relationships of spiritual calling with job satisfaction and affective organizational commitment after accounting for a range of demographic, religious, and work controls. Furthermore, we explore the interactive effect of spiritual calling and job satisfaction on organizational commitment. The data are drawn from a nationally representative sample of 771 adults in the United States. The results provide evidence of a positive relationship between spiritual calling and both job satisfaction and organizational commitment. Additionally, our results support the interaction of spiritual calling and job satisfaction explaining additional variance in organizational commitment. Specifically, not only is organizational commitment strongest when spiritual calling and job satisfaction are both strong, but the results also indicate that spiritual calling is positively associated with organizational commitment even if one's job is not very satisfying.

Research evidencing the consequences of the experience of ‘calling’ have multiplied in recent years. At the same time, concerns have been expressed about the conceptual coherence of the notion as studies have posited a wide variety of senses in which both workers and scholars understand what it means for workers to be called, what they are called to do and who is doing the ‘calling’. This paper makes both conceptual and empirical contributions to the field. We argue that Bellah et al.’s (Habits of the heart: Individualism and commitment in American life, University of California Press, 1996) contrast between tradition-based and expressivist understandings of ‘calling’ highlights a fundamental but neglected fissure in the literature. Expressivist accounts amongst both scholars and research participants require only that ‘calling’ be deeply felt by those who experience it. However, tradition-based accounts require an external caller. Exemplifying this, workers who attest to a divine call and scholars who write about ‘calling’ in the context of particular Christian traditions understand ‘calling’ in terms of a relationship with God. These accounts cannot but be in radical tension. We suggest that this conceptual confusion can be understood in terms of MacIntyre’s notion of ‘tradition-constituted rationality.’ The implications of this argument for practice are evidenced in our report of a study of adherents to one such tradition, workers at a Christian organization that supports people in poverty. Through in-depth interviews with long-term volunteers, we seek to assess if tradition-based ‘calling’ can be evidenced in unpaid work for the lack of pay and career progression opportunities strongly suggest the presence of ‘calling.’ This study demonstrates that even in the context of work that exhibits duty and altruism associated with expressivist accounts of ‘calling,’ these workers’ understanding of the relationships between themselves, their clients and Jesus Christ dominate their work choices. It is the meaning derived from a divine caller, understood in terms of Christian tradition, that accounts for their decision to begin and to continue this work.

Purpose This study aims to provide important insights in advancing the hospitality workforce by exploring the dimensions of calling. By identifying significant calling dimensions among hospitality employees, the study is guided by work as calling theory by also examining the mediating role of employees’ professional identity on intention to leave the industry. Design/methodology/approach This study used an exploratory mixed-methods approach. Study 1 included an online qualitative survey to explore the significant dimensions of calling among hospitality employees. Study 2 measured the significance of hospitality calling dimensions on intention to leave the industry, mediated by professional identity. Findings Study 1 identified transcendent summons, passion and purposeful life as significant dimensions of hospitality calling. Study 2 examined calling as a second-order construct with the aforementioned dimensions and proposed calling increases professional identity and decreases intention to leave the industry. However, professional identity did not significantly influence the intention to leave the industry. Originality/value This study brings value to the calling literature by exploring the calling dimensions unique to the hospitality workforce. Findings also highlight that subjective professional identity alone cannot lower employees’ intention to leave the industry. Organizational and industry support focusing on transcendent summons, passion and purposeful life are recommended.