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Adapting LMX Theory to Forthcoming Changes: Two Different Frameworks

Published online by Cambridge University Press:  20 September 2018

George Graen ,
Julio C. Canedo  and
Miriam Grace
George Graen*
Affiliation:
Center for Advanced Study, Psychology Department, University of Illinois, Champaign-Urbana (Ret.)
Julio C. Canedo
Affiliation:
Department of Management, Marilyn Davies College of Business, University of Houston Downtown
Miriam Grace
Affiliation:
The Boeing Company
*
Correspondence concerning this article should be addressed to George Graen, Center for Advanced Study, Psychology Department, University of Illinois, Champaign-Urbana. E-mail: [email protected], http://www.lmxlotus.com
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Extract

The focal article authors have done the field a welcome service by alerting us to some of the forthcoming changes in the world of the knowledge worker. We agree that emerging changes in the structure and processes of work will need to be accommodated by new design of work—a new millennial workforce, new definitions of work, innovative practice, and the transition from a concentration on improved quality of manufacturing to a primary drive toward high technology driven innovation. The most radical adaptation may be the change from organizations designed for stability to those designed for flexibility (Chernyak-Hai & Rabenu, 2018; Grace & Graen, 2014).

Type
Commentaries
Information
Industrial and Organizational Psychology , Volume 11 , Issue 3 , September 2018 , pp. 531 - 535
Copyright
Copyright © Society for Industrial and Organizational Psychology 2018 

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