Programa del congreso

This study examines the micro-foundations of coopetition, highlighting how individuals manage the simultaneous demands of cooperation and competition in high-pressure, knowledge-intensive environments. Through a sequential mixed-methods approach, we investigate how researchers in a high-performing R&D centre in Spain navigate these tensions. Study 1, based on an analysis of 37 in-depth interviews and 4 focus groups, reveals that the demands of coopetition contribute to emotional exhaustion and burnout, ultimately hindering engagement and goal achievement. These findings emphasise the critical role of individual wellbeing in shaping coopetitive processes and outcomes, an aspect often overlooked in the literature. Building on these insights and grounded in Job Demands-Resources Theory (JD-R), Study 2 empirically tests a research model proposing that coopetition capability acta as a key personal resource. Survey data from 155 researchers show that coopetition capability helps individuals mitigate burnout, sustain engagement, and enhance both knowledge acquisition and coopetitive performance. Therefore, this study advances the literature by shifting attention to the individual as an active agent in coopetition management.

• Goals: This study aims to explore the relationship between human resource management practices and employee wellbeing, analysing the bundles of HR practices following the AMO framework.

• Theoretical framework: This study considers the Job Demands-Resources theory and the AMO framework.

• Methodology: Data was collected from 155 individuals currently employed by a public R&D centre and the analysis was carried out using PLS-SEM.

• Results: Findings reveal exhaustion reduces job satisfaction and QoL, while job satisfaction enhances QoL. The Ability-HR bundle positively influences satisfaction and QoL and reduces exhaustion, with the strongest benefits observed in the interaction of Ability-HR, Motivation-HR, and Opportunity-HR practices.

The evolution of firms has been shaped by their ability to respond to environmental challenges. During crisis periods, firms must adapt not only to survive but also to support their workforce, making work-life balance (WLB) practices particularly relevant. Despite evidence highlighting the importance of top managers in strategic decision-making, research on their influence on the adoption of WLB initiatives remains limited. Therefore, following upper echelons theory, we study the relationship between the composition and processes of top management teams (TMTs) and their influence on fostering life-friendly organizational cultures that support WLB. Based on a survey of Spanish companies, we find that, in stable environments (pre-COVID), higher educational level and shared responsibility within TMTs fosters the adoption of life-friendly organizational cultures. Moreover, in crisis periods (post-COVID), decision-making concentrated on the CEO impacts positively on life-friendly culture. Our findings bridge literature on human resource management and upper echelons research. We provide practical implications for organizations aiming to develop employee well-being through strategic leadership practices, being aware of the implications of TMT composition and processes and that the environment shifts that relationship.

The purpose of this study is to develop and validate a scale for measuring work ability among entrepreneurs. The Entrepreneurial Work Ability Scale (EWAS), consisting of eight items, is developed based on literature. I examine the factor structure, reliability, and criterion validity of the scale were examined in two samples of entrepreneurs in The Netherlands. Results demonstrate that the scale captures one factor and shows criterion validity in explaining work ability. As predicted job demands uncertainty and risk, and workload, are negatively related to work ability, and autonomy and personal resources related positively to work ability. Work ability relates positively to entrepreneurial personal financial success and personal fulfillment. The conclusion is that including a specific work ability scale for entrepreneurs adds to the explanation of entrepreneurial success. The EWAS is therefore useful as a tool for entrepreneurs, business coaches, and institutions that want to help preserve and improve work ability among entrepreneurs.