With a focus on inter-firm relationships involving the simultaneous pursuit of competition and cooperation, we develop a conceptual framework that explicates key paradoxical conditions, paradoxical ...tension, and performance implications of tension in such relationships. We propose felt tension as the actual manifestation of the paradox and offer insights on critical capabilities necessary to understand and manage the paradox. Our paper extends the paradox literature in the inter-organizational context and provides a set of concepts and propositions designed to stimulate systematic empirical research on the competition–cooperation paradox.
Unethical pro‐organizational behavior (UPB) is often visible to co‐workers; however, reactions to UPB are rarely considered in empirical research in spite of their importance to the social dynamics ...in the workplace. Drawing upon appraisal theory of emotion and the behavioral ethics literature, we predict that observing UPB would lead third parties to experience admiration due to the pro‐organizational nature of UPB; these third parties would in turn be motivated to display more helping behavior towards the UPB actor. Conversely, we predict that observing UPB would lead third parties to experience disgust due to the unethical nature of UPB; these third parties would dis‐identify themselves from the UPB actor by instigating incivility. Meanwhile, they would disengage themselves from the UPB actor by avoiding them in subsequent interactions. In addition, the observing employees might also engage in action‐oriented behavior such as whistle‐blowing behavior to sanction the UPB actor. Across an experience‐sampling study with three daily assessments as well as an experimental study, we find support for these predictions. Furthermore, we find that third parties’ moral attentiveness moderates the link between observed UPB and disgust, such that observed UPB leads to heightened feelings of disgust only when third parties have high levels of moral attentiveness. We conclude by discussing the theoretical and practical implications of our work.
In recent years, there has been increasing interest in positive organizational scholarship in general, including positive organizational behavior (POB) in particular. This work identifies ...organizational citizenship behavior (OCB) as a prototypical POB. Conceptualizing OCBs in this way is sensible in light of more than 30 years of research highlighting the desirable aspects of such behavior. At the same time, some researchers have raised questions about positive organizational scholarship and have called for a more balanced view of ostensibly positive behaviors. The purpose of this paper, then, is to take a more nuanced view of OCBs while highlighting the dark side of citizenship behavior. In doing so, we review conceptual and empirical work that has challenged the idea that OCBs are inherently positive. We also discuss research that seeks to develop a deeper understanding of the conditions under which OCB does more harm than good. Finally, important areas for future research and the practical realities facing scholars who seek to publish research investigating the dark side of citizenship are addressed as well.
This innovative Handbook explores the complexity of cultural, conceptual and definitional issues surrounding research into organisational culture, outlining the varied frameworks and theories that ...underpin the field.
How do organizations survive in the face of change? Underlying this question is a rich debate about whether organizations can adapt—and if so how. One perspective, organizational ecology, presents ...evidence suggesting that most organizations are largely inert and ultimately fail. A second perspective argues that some firms do learn and adapt to shifting environmental contexts. Recently, this latter view has coalesced around two themes. The first, based on research in strategy suggests that dynamic capabilities, the ability of a firm to reconfigure assets and existing capabilities, explains long-term competitive advantage. The second, based on organizational design, argues that ambidexterity, the ability of a firm to simultaneously explore and exploit, enables a firm to adapt over time. In this paper, we review and integrate these comparatively new research streams and identify a set of propositions that suggest how ambidexterity acts as a dynamic capability. We suggest that efficiency and innovation need not be strategic tradeoffs and highlight the substantive role of senior teams in building dynamic capabilities.
Organizational behavior Neck, Christopher P; Houghton, Jeffery D; Murray, Emma L
2023., 2023-02-09
eBook
Organizational Behavior: A Skill-Building Approach 3e helps students see just how much organizational success depends on organizational behavior. Translating the latest research into practical ...applications and best practices, authors Christopher P. Neck, Jeffery D. Houghton, and Emma Murray unpack how managers can develop their managerial skills to unleash the potential of their employees. The text examines how individual characteristics, group dynamics, and organizational factors affect performance, motivation, and job satisfaction, providing students with a holistic understanding of OB. Packed with critical thinking opportunities, experiential exercises, and real-world case studies, Organizational Behavior 3e provides students with a fun, hands-on introduction to the fascinating world of OB.
Unethical behavior in organizations has attracted much attention among researchers, yet we know little about when and why unethical behavior conducted by leaders that is intended to benefit the ...organization—or leader unethical pro-organizational behavior (UPB)—might translate into employee unethical behavior. Drawing on a social-learning-of-principle perspective, which proposes that people can learn the principles that govern observed behaviors, we propose that employees, especially those with a high power distance orientation, can abstract and learn a moral disengagement behavioral principle by observing leader UPB. This learned moral disengagement behavioral principle then enables them to engage in unethical behaviors that may be intended to benefit or harm their organizations. In two multiwave field studies with data collected from real estate agents, we found overall support for our theoretical model but the moderating effect of power distance orientation. We discuss some key theoretical and practical implications of these findings.
Organizations today have to change constantly. Although both practitioners and scientists agree that organizational change communication is the most effective strategy to improve employee adjustment ...to change, little is known about how change communication enhances more proactive employee reactions to change. The present study addresses employee job crafting behaviors (i.e., seeking job resources, seeking job challenges, and reducing job demands) as a tool used by employees in order to respond to and cope with implemented organizational change. Using regulatory focus theory, we propose that on the basis of their promotion or prevention regulatory focus, employees respond to organizational change communication via job crafting behaviors that further enhance or hinder their adjustment to change (i.e., work engagement and adaptivity). Hypotheses are tested with a latent change score analytical approach via a three-wave longitudinal design among 368 police officers. Findings reveal that while adequate change communication is linked to increased job crafting behaviors for promotion focused employees, inadequate change communication is linked to increased job crafting behaviors for prevention focused employees. Furthermore, seeking resources is positively associated with employee work engagement, seeking challenges is positively associated with adaptivity, and reducing demands is negatively associated with work engagement. These findings bring together three different streams of literature (i.e., organizational change, regulatory focus, and job crafting). Implications for management are outlined, and they are, thereafter, translated to a specific workplace intervention, which is proposed to organizations and managers.
Unethical Behavior in the Name of the Company Umphress, Elizabeth E; Bingham, John B; Mitchell, Marie S
Journal of applied psychology,
07/2010, Letnik:
95, Številka:
4
Journal Article
Recenzirano
We examined the relationship between organizational identification and unethical pro-organizational behavior (UPB)-unethical behaviors conducted by employees to potentially benefit the organization. ...We predicted that organizational identification would be positively related to UPB and that positive reciprocity beliefs would moderate and strengthen this relationship. The results from 2 field studies support the interaction effect and show that individuals who strongly identify with their organization are more likely to engage in UPB when they hold strong positive reciprocity beliefs. Given the nature of reciprocity, our findings may suggest that highly identified employees who hold strong reciprocity beliefs may conduct UPB with an anticipation of a future reward from their organization. Theoretical and managerial implications of our results for understanding unethical behaviors are discussed.
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