Vignette d'image

Jonczyk Sédès, Claudia

Nom
Jonczyk Sédès, Claudia
Affiliation principale
Site web
Fonction
Professeur ordinaire en management stratégique
Email
claudia.jonczyk@unine.ch
Identifiants
https://libra.unine.ch/handle/123456789/1143
_
0000-0002-3855-0572

Résultat de la recherche

Filtres

13
13
Réinitialiser les filtres

Paramètres

Voici les éléments 1 - 10 sur 13
  • Publication
    Restriction temporaire
    Management of fortuity: Workplace chance events and the career projections of up-or-out professionals
    (2022-10-20)
    Barbulescu, Roxana
    ;
    Jonczyk Sédès, Claudia 
    ;
    Galunic, Charles
    ;
    Bensaou, Ben
    How much control do people have over their career? We explore this question in the context of professional service firms, long thought of as providing predictable, agentic careers in the up-orout model. Specifically, we seek to understand how chance events in immediate work circumstances are experienced in this context, and the responses they elicit in terms of career construction. Drawing on in-depth interviews with 68 pre-partnership professionals from three large professional firms using the up-or-out promotion system, we find that chance developments in proximate work conditions, especially with respect to key relationships and project allocation, shape the possibilities that professionals see for their careers going forward and the actions they take in response. Even in this seemingly predictable career, being continuously attuned to fortuitous turns of events informs how people enact career agency. It also prompts a heightened awareness of the fragile nature of the up-or-out career path, triggering a gradual reconsideration of career possibilities that includes career confirmation, ambivalence, pivot, and fading. Our study contributes to better understanding the interdependence between context and agency in contemporary careers, highlighting the widespread and consequential role of proximate chance events in people’s career construction process.
  • Publication
    Restriction temporaire
    Vous n'aimez pas réseauter ? Vos n'êtes pas le seul
    (2018-2)
    Galunic, Charles
    ;
    Jonczyk Sédès, Claudia 
    ;
    Bensaou, Ben
  • Publication
    Restriction temporaire
    Network dynamics across the career life-cycle: Micro-mechanisms of network development
    (2017-10-20)
    Jonczyk Sédès, Claudia 
    ;
    Bensaou, Ben
    ;
    Galunic, Charles
    Looking at networking agency throughout the career life-cycle in a professional service firm (LegalCo) we find distinctive practices of networking agency that come with the tasks and roles of different career stages. Taking a grounded theory approach we identify in our in-depth interviews with lawyers at the junior, mid-career associate and partner level particular activities that differentiate individuals expressing high networking agency compared to other peers that express low networking agency. We then track the patterns of networking agency across the three career stages from junior associate to partner and identify three overreaching mechanisms of networking agency: The seeking out of specific organisational actors, the creation of imprinting ties and the playing on similarities account for distinctively different career experiences for high versus low networking agency professionals. Our study demonstrates that networking agency is an important concept to explain how specific ties become imprinted and thereby provide benefits across several career stages. Networking agency is also a key factor to explain how organisational actors may exploit (or not) homophily in their work context.
  • Publication
    Restriction temporaire
    Serving two masters: Role expectation enactment and anticipated careers of service professionals
    (2017)
    Barbulescu, Roxana
    ;
    Jonczyk Sédès, Claudia 
    ;
    Galunic, Charles
    ;
    Bensaou, Ben
    While only a small minority of professionals joining a professional service firm (PSF) make it to partnership, we know little about how the individuals themselves navigate that system - in particular, how they decide to stay and pursue the partnership track, what makes them leave the firm, and whether and when these decisions may co-exist. This study adopts a role expectations enactment lens to examine the strategies that individuals engage in to mange their careers, both those who seek to "make it" within the firm and those who may prepare their exit. Building on in-depth interviews with 60 pre-partnership professionals in accounting, consulting, and law, we uncover four anticipated career paths - partner-track, client-track, off-track and wait-and-see - and corresponding systematic variations in the ways that professionals enact their role with respect to partners and clients. We find that individual career agency is embedded in the proximate social structures that circumsribe professionals role expectation enactment. In particular, findings highlight how partner-client portfolio constellations impinge on the ability to engage in specific forms of role enactment beyond what both the traditional PSF literature and the proteancareer lens would lead us to expect.
  • Publication
    Restriction temporaire
    Relational changes during role transitions: The interplay of efficiency and cohesion
    (2016)
    Jonczyk Sédès, Claudia 
    ;
    Lee, Yonghoon
    ;
    Galunic, Charles
    ;
    Bensaou, Ben
    This study looks at what happens to the collection of relationships (network) of service professionals during a role transition (promotion to a management role). Our setting is three professional service firms, where we examine changes in relations of recently promoted service professionals (auditors, consultants, and lawyers). We take a comprehensive look at the drivers of two forms of network changes: tie loss and tie gain. Looking backward, we examine the characteristics of the contact, the relationship, and social structure and identify which forces are at play in losing ties, revealing an overarching tendency for both cohesion and efficiency forces to play a role. Looking forward, we identify the effect of previous network structures that act as a “shadow of the past” and impact the quality of newly gained relations during the role transitions. Findings demonstrate that role transitions are not only influenced by a few key contacts but that the entire (extant) network of professional relationships shapes the way people reconfigure their workplace relations during a role transition.
  • Publication
    Restriction temporaire
    Networking throughout the career cycle: The role of agency and imprinting
    (2014)
    Jonczyk Sédès, Claudia 
    ;
    Bensaou, Ben
    ;
    Galunic, Charles
    Looking at the evolution of networking behaviours throughout the career life-cycle in a professional service firm (LegalCo) we find distinctive networking foci and activities that come with the tasks and roles of different career stages. Taking a closer look at networking behaviour within each career stage we identify and describe how the networking of high agency (HA) vs. low agency (LA) service professionals differs. We track the differentiation betwwn HA and LA networkers across the career life-cycle from junior associate to partner and identify three overreaching mechanisms of networking agency - seeking out (specific organisational actors), creating imprinting ties and playing on similarities - that account for distinctively different networking parths throughtout the carrer life - cycle. We discuss the career implications and the role of homophily as an underlying groundwork that acts as an enabler or a hurdle to the activation of the identified mechanisms of agency.
  • Publication
    Restriction temporaire
    Players and Purists: Networking Strategies and Agency of Service Professionals
    (2014)
    Bensaou, Ben
    ;
    Galunic, Charles
    ;
    Jonczyk Sédès, Claudia 
    Social capital research has established the performance advantages of networking. However, we know surprisingly little about the strategies individuals employ when networking and, in particular, the underlying agency mechanisms involved. Network analysis tends to presume structural determinism and ignore issues of endogeneity rather than explore how actors draw on schemas, beliefs, and values in developing their networks. This empirical paper induces three networking strategies of newly promoted service professionals operating within two firms (AuditCo and ConsultCo) over a 16-month period. Using a grounded theory building approach, we first establish a set of core categories that capture networking behavior. We then conduct a cluster analysis revealing three distinct networking configurations or strategies: Devoted Players, Purists, and Selective Players. We also reveal the distinct agency involved in each profile and investigate the extent to which these networking strategies correlate with variables that shed light on issues of endogeneity and deepen our understanding of the strategies (including network structure and socialization progress in the players’ new jobs).
  • Publication
    Restriction temporaire
    Losing touch:Balancing cohesion and efficiency during management transitions
    (2013)
    Jonczyk Sédès, Claudia 
    ;
    Lee, Yonghoon
    ;
    Galunic, Charles
    ;
    Bensaou, Ben
    This study concerns contingencies in losing ties. Our setting is three professional service firms where we examine changes in relations of recently promoted service professionals (auditors, consultants, and lawyers). Our focus is on tie loss. We take a comprehensive look at driving factors, examining qualities of the alter, the relationship, and social structure. Each contributes to predicating change, but revealing an overarching tendency for balance between cohesion and efficiency logics. Newly promoted professionals will avoid losing high-status contacts (H1), but they don’t shed contacts of any rank who bring multiplex resources (H2). They are less likely to lose contacts they trust (H3, H4) and especially embedded ties (H5), but they also pursue efficiency, shedding the most redundant relations (H6). Finally, we parse out the role of different types of trust on structurally redundant contacts by showing that a high level of cognitive trust in one’s extant network facilitates the letting go of redundant ties (H7) while a high level of emotional trust hinders the shedding of ties (H8).
  • Publication
    Restriction temporaire
    Tie Loss and Tie Gain: Trust & efficiency during management transitions
    (2012-1-1)
    Galunic, Charles
    ;
    Jonczyk Sédès, Claudia 
    ;
    Lee, Yonghoon
    ;
    Bensaou, Ben
    In this paper we examine the changes newly promoted professionals in three service firms (auditors, consultants, and lawyers) experience to their network relations over the course of their first 1½ years in the job: which contacts are lost/retained and which contacts are gained? Our focus is twofold: A) predicting tie loss and B) predicting trust-levels in gained contacts. We contribute a comprehensive look at driving factors, examining qualities of the relation, the relationship, and the social structure. Each contributes to predicating change, but revealing an overarching tendency for “balance.” Newly promoted professionals will avoid losing high-status contacts (H1), but they do not shed contacts of any rank that bring multiplex resources (H2). They are less likely to lose contacts they trust (H3, H4) and especially embedded ties (H5), but they also pursue efficiency, shedding the most redundant relations (H6). Finally, they are likely to experience greater competence-based trust (but not emotion-based trust) in new relations if they have been situated in less redundant networks, developing discernment through prior relational pluralism (H7, H8).
  • Publication
    Restriction temporaire
    Social capital in high-performing service organizations
    (2008)
    Jonczyk Sédès, Claudia 
    ;
    Bensaou, Ben
    ;
    Galunic, Charles
    This study uses a configurational approach to explore what networking strategies professionals in high performing service organizations employ. Data was collected from 53 managers working for a global strategy consulting company and a Big Four auditing firm. Using a grounded theory approach, we define the variables characterizing a “networking configuration”. A consecutive cluster analysis is then conducted resulting in three distinctive configurations based on the networking strategy exhibited: “Game-players” are found to exhibit intensive networking behaviours upwards and downwards inside and outside the company, while “Trade-off makers” are adopting a networking configuration primarily focused on networking upwards. The third “Low key” cluster is predominantly focusing on networking with subordinates. Subsequent mean comparisons using Scheffe ranges for the three clusters on non-defining variables confirm significant differences between the networking clusters with respect to social identity measures and network characteristics. The results are discussed in terms of the characteristics of each networking configuration and their respective linkage to social identity measures such as role clarity, co-worker integration and organizational commitment as well as network characteristics such as network size and density.