While recent studies have increasingly suggested leadership as a major precursor to corporate social responsibility (CSR), empirical studies that examine the impact of various leader aspects such as ...style and ethics on CSR and unravel the mechanism through which leadership exerts its influence on CSR are scant. Ironically, paucity of research on this theme is more prevalent in the sphere of social enterprises where it is of utmost importance. With the aim of addressing these gaps, this research empirically examines the interaction between ethical leadership and CSR and, in addition, investigates organic organizational cultures (clan culture and adhocracy culture) as mediators in the above interaction. To this end, a model was developed and tested on the sample of 350 middle- and top-level managers associated with 28 Indian healthcare social enterprises, using Structural Equation Modeling Analysis, Bootstrapping and PROCESS. Results reveal that ethical leadership both directly and indirectly influences CSR practices. The indirect influence of ethical leadership involves nurturing clan and adhocracy cultures, which in turn influence CSR. These findings are significant for social enterprise leaders seeking to encourage their organizations' socially responsible behavior.
The relationship between organizational culture and financial performance remains elusive even though researchers have studied it for some time. Early research suggested that a strong culture that ...aligns members’ behavior with organizational objectives boosts financial performance. A more recent view is that, because strong cultures promote adherence to routines and behavioral uniformity, they are less effective in dynamic environments. We suggest that the relationship between culture and performance can be reconciled by recognizing that culture encompasses three components: (1) the content of norms (norm content); (2) how widely members agree about norms (culture consensus); and (3) how intensely organizational members hold particular norms (norm intensity). We hypothesize that “strong cultures”—where a high consensus exists among members across a broad set of culture norms—can contribute to better financial performance even in dynamic environments if norm content intensely emphasizes adaptability. We test this hypothesis in a sample of large firms in the high-technology industry. Firms characterized by higher culture consensus and intensity about adaptability performed better three years later than did those characterized by lower consensus, lower intensity about adaptability, or both. We discuss how parsing culture into content, consensus, and intensity advances theoretical and empirical understanding of the culture–performance relationship.
This study aims to investigate the impact of organizational culture and diversity on organizational effectiveness in elementary schools in the XYZ district. Utilizing survey methods and path ...analysis, the research examines hypotheses regarding the relationships between organizational culture, diversity, and organizational effectiveness. A random sampling process was used to select a sample of 25 elementary schools. The research results show that there is a direct influence of organizational culture on organizational effectiveness, highlighting the importance of building and strengthening cultural values in the school environment. Additionally, there is a direct influence of diversity on organizational effectiveness, emphasizing the importance of managing and utilizing diversity as a positive resource. Research also finds a direct influence of organizational culture on diversity, indicating that a strong organizational culture can shape and influence the dynamics of diversity in elementary schools. These findings provide a deeper understanding of the factors that influence organizational effectiveness at the basic level, as well as provide a foundation for the development of more effective management strategies in improving school performance.
The impacts of COVID-19 on workers and workplaces across the globe have been dramatic. This broad review of prior research rooted in work and organizational psychology, and related fields, is ...intended to make sense of the implications for employees, teams, and work organizations. This review and preview of relevant literatures focuses on (a) emergent changes in work practices (e.g., working from home, virtual teamwork) and (b) emergent changes for workers (e.g., social distancing, stress, and unemployment). In addition, potential moderating factors (demographic characteristics, individual differences, and organizational norms) are examined given the likelihood that COVID-19 will generate disparate effects. This broad-scope overview provides an integrative approach for considering the implications of COVID-19 for work, workers, and organizations while also identifying issues for future research and insights to inform solutions.
Public Significance Statement
COVID-19 has disrupted work and organizations across the globe. This overview integrates and applies prior research in work and organizational psychology as well as related fields in its examination of emergent changes for work practices as well as workers. This article also acknowledges and considers the disproportionate impacts that COVID-19 may have on workers depending on demographic characteristics, individual differences, and relevant organizational norms. In addition to helping make sense of the implications of COVID-19 for employees, teams, and work organizations, this review features roadmaps for future research and action.
Organizational Culture and COVID‐19 Spicer, André
Journal of management studies,
December 2020, 2020-12-00, 20201201, Letnik:
57, Številka:
8
Journal Article
High rates of mental distress, mental illness, and the associated physical effects of psychological injury experienced by ambulance personnel has been widely reported in quantitative research. ...However, there is limited understanding of how the nature of ambulance work contributes to this problem, the significant large toll that emergency medical response takes on the individual, and particularly about late and cumulative development of work-related distress among this first responder workforce.
This study examined peer-reviewed qualitative research published from 2000 to 2018 to outline the effect of emergency medical response work on the psychological, psychosocial, and physical health of paramedics, ambulance officers, ambulance volunteers, and call-takers. Databases searched included: Ovid Medline, CINAHL, Ovid EMcare, PsychInfo and Scopus. The systematic review was organised around five key areas: impact of the work on psychological wellbeing; impact of psychological stress on physical wellbeing; how work-related well-being needs were articulated; effects of workflow and the nature of the work on well-being; and, effects of organisational structures on psychological and physical well-being.
Thirty-nine articles met the eligibility criteria. Several factors present in the day-to-day work of ambulance personnel, and in how organisational management acknowledge and respond, were identified as being significant and contributing to mental health and well-being, or increasing the risk for developing conditions such as PTSD, depression, and anxiety. Ambulance personnel articulated their well-being needs across four key areas: organisational support; informal support; use of humour; and individual mechanisms to cope such as detachment and external supports.
Interactions between critical incidents and workplace culture and demands have an overwhelming impact on the psychological, physical and social well-being of ambulance personnel. These include day-to-day managerial actions and responses, the impact of shift work, poorly-managed rosters, and long hours of work with little time between for recovery. Mental health issues result from exposure to traumatic events, and the way managers and peers respond to worker distress. Ambulance personnel suffering from work-related stress feel abandoned by peers, management, and the service, during illness, in return-to-work, and post-retirement. Policy, programmes and interventions, and education need to occur at an individual, peer, organisational, and government level.
Celotno besedilo
Dostopno za:
DOBA, IZUM, KILJ, NUK, PILJ, PNG, SAZU, SIK, UILJ, UKNU, UL, UM, UPUK
This paper analyzes the lines of research derived from the implementation and development of the organizational culture of innovation in order to identify the trends followed within this field of ...study. In doing so, we identified potential and recent-interest trends that could contribute both to the development of this scientific field and to the search of companies for competitive advantages. The most productive authors, journals and countries were also identified, thus offering a solid basis for future research. The methodology consisted of the analysis of bibliometric indicators from scientific articles in Scopus database published between 1980 and 2000. The Web of Science was not considered since the results obtained in both databases were similar. Among the relevant findings related to administration, in publishing terms, the United States is the most productive country, followed by the United Kingdom and Australia. The analysis of topological data between keywords and science areas shows that the analyzed sample focuses on inter- and multidisciplinary studies, and that most theories and basic frameworks were created between 1980 and 2000. These findings provide a basic framework for qualitative and quantitative research that could be applied by experts in the field of management.
Organizational culture semantically integrates the values, symbols, beliefs, myths, rituals, ceremonies and aspirations that define the spiritual space of an organization. Organizational culture is ...conservative by nature and will therefore oppose any innovation or trend of major management change. The sustainability of an inertial organizational culture is usually ensured through a series of managerial practices
•The relationships between open innovation (OI) and organizational culture are explored.•Adhocracy culture is found to be the type that most influences the adoption of inbound and outbound ...OI.•Hierarchy culture discourages the adoption of OI.•Outbound OI has not been shown to influence innovative performance.
The exploration and retention of knowledge are key elements for improving innovative performance. Although some studies indicate that organizational culture (OC) is a factor that influences knowledge management in companies, the relationships between different types of OC and the adoption of open innovation (OI) remain unclear, especially in the context of emerging economies such as Brazil. Our study addresses this research gap by investigating the relationships among OC, inbound and outbound OI, innovation ecosystems and innovative performance. With data collected from 169 companies in Brazil, our main results show that adhocracy culture is the type of OC that most influences the adoption of inbound and outbound OI flows, and that hierarchy culture discourages the adoption of OI. Our results also suggest the importance of adopting knowledge management practices that foster creativity and flexibility.
Un questionnement servira de fil rouge aux pages de cet article : y a-t-il une quelconque relation entre des épistémologies voire des cosmologies, des théories, des méthodologies pratiquées par ...chaque chercheur, et par voie de conséquence des formes d'organisation où ces pratiques se manifestent, et des styles de production des rapports proposés aux publics ? Nous examinerons à la fois les modalités liées aux approches positivistes, notamment le modèle IMRAD, et celles dites qualitatives. Seront prises en compte les conséquences de la devise publish or perish qui maintenant est devenu publish and perish sous l'effet de la culture organisationnelle de ce qu'on appelle new public management. Tout sera lu à la lumière de la perspective écosophiques.
PDF
