Advancing Turnover Research: Bridging Disciplinary and Research-Practitioner Gaps

Research on the causes and consequences of employee turnover has been marked by its diversity, from the micro focus of human resource management and organizational behavior research to the macro focus of strategic management research. Although we have learned much from this research, one major challenge has been that extant research has largely occurred within disciplinary boundaries, rarely crossing levels or otherwise communicating with each other. Another major challenge is the research-practitioner gap, as research often fails to offer actionable practitioner advice. This symposium seeks to address these challenges by presenting research from leading turnover scholars. In different ways, each paper shows the value drawing from theoretical developments from other disciplines and offering guidance to fill the research-practitioner gap. When Voluntary CEO turnover Increases TMT turnover Author: Peter Hom; Arizona State U. Author: Jieun Lee; U. of Missouri, Columbia TMT Gender Composition Signals Diversity Values: Implications for Collective Turnover Author: Caitlin M. Porter; U. of Memphis Author: Kim De Meulenaere; U. of Antwerp/ Antwerp Management School Author: David G. Allen; Texas Christian U. Being at Work Amid the Pandemic: Understanding the Role of Disruption, Work Demands, and Past Event Author: Pingshu Li; U. of Texas Rio Grande Valley Author: Frederick Morgeson; Michigan State U. Author: Jorge A. Gonzalez; U. of Texas Rio Grande Valley What Has Empirical Turnover Research Offered Managers? Author: Carl P. Maertz; U. of Louisville Author: Julie Irene Hancock; U. of North Texas Author: Paula Ann Kincaid; U. of Texas at Tyler Author: Cameron Noe; UNC Greensboro