Organizational and supervisory justice effects on experienced threat during change: The moderating role of leader in-group representativeness

We explore the complex interplay between organizational justice and supervisory justice when predicting group members' threat perceptions in a context of organizational change. Based on the assumptions of relational models of procedural justice and prior research done in the multifoci justice framework, we hypothesize that the extent to which a supervisor is seen to embody and represent key in-group attributes will moderate the interaction between the supervisor's own interactional justice and the overall organizational procedural justice. Specifically, organizational justice is expected to decrease employees' feelings of threat particularly when the supervisor treats group members fairly and is perceived to be in-group representative rather than non-representative. We found support for this hypothesis across two studies, a cross-sectional survey and a scenario experiment. The findings confirm the particularly powerful role that an in-group representative leader's interactional fairness has in managing group members' responses to fundamental organizational processes. The implications for further research and practice are discussed.     

National Identity,Globalization and the Discursive Construction of Organizational Identity*

This paper pursues two goals. First, it explores the connections between national identity and organizational globalization within the context of three British organizations' attempts to synchronize their corporate and organizational identities through diversity management initiatives. Second, it teases out the implications of these connections for current theorizing on organizational identity, looking in particular to extend Hatch and Schultz's (Human Relations, 55 (2002) , pp. 989–1018) processual model of image– culture dynamics. Based on a Foucauldian theoretical frame, and a data set comprising 36 in‐depth interviews, we show the complex and highly particular relationships between articulations of Britishness, and corporate, organizational and personal identities. Such complexity is suggestive of the contradictory connections between national and organizational identities, and of the disjointed, discursive and affective characteristics of organizational identity. Our contribution to the study of organizational identity lies in both an illumination of the local discursive dynamics of identity construction at the individual and collective levels, and an assertion of the ontological role of discourse(s) in structuring understandings and expressions of organizational identity.     

Can organizations help adjust?: The effect of perceived organizational climate on immigrants' acculturation and consequent effect on perceived fit

Acculturation, or the process of adjustment in a host culture, is a determinant of immigrants' overall success and well-being. Surprisingly, less is known about the role organizations may play in influencing immigrants' acculturation and how this process, in turn, may influence organizations. Thus, we examine how an organizational climate in the form of a diversity climate and an intercultural group climate may influence immigrants' acculturation strategies, as shown by the degree they adopt the host culture and retain their original culture. Furthermore, we explore how immigrants' adopted acculturation strategies may, in turn, influence their attitudes toward the organization in the form of person-organization fit and person-workgroup fit. Using a latent profile analysis, MANOVA, and multinomial logistic regression in a sample of 244 Mexican immigrants working in the Southwest U.S., we found that higher levels of intercultural group climate, but not diversity climate, are more likely to increase the likelihood of immigrants' embracing of acculturation strategies where the host culture is highly adopted. We also find embracing such acculturation strategies increases perceptions of fit. Our results offer two important highlights: first, to show the influence of organizational factors on an immigrant's acculturation and acculturation's workplace effects, and second, to contribute to the fit literature by showing that even when individuals may have contrasting cultural orientations, they are still able to perceive high levels of fit within their workplace.     

Culture and cross-functional coopetition: The interplay of organizational and national culture

Scholars now recognize coopetition—the joint occurrence of cooperation and competition—between functional units as an important factor for a firm's learning and performance. We know little, however, about the drivers of cross-functional coopetition and in particular the roles of organizational culture and national culture. This study introduces cross-functional coopetition to the international management literature by illuminating the cultural antecedents of cross-functional coopetition. Specifically, we develop a cross-cultural model to analyze the influence of organizational and national culture on cross-functional coopetition. Drawing on a dataset of 646 companies from seven countries, we theoretically advance and empirically validate the influence of organizational culture and the moderating role of individualism and uncertainty avoidance on cross-functional coopetition. Organizational cultural dimensions directly enhance cross-functional coopetition. Furthermore, strong social values of individualism and uncertainty avoidance weaken the relationship between organizational culture and cross-functional coopetition. This study provides a novel perspective on how organizational culture can represent a strategic resource by illuminating the cultural mechanisms that influence coopetition within the firm.     

Ethnic Minority Women in the Scottish Labour Market: Employers' Perceptions

This paper contributes to an under‐researched area through investigating employers' perceptions of ethnic minority women in the Scottish labour market. Adopting a social constructionist approach which acknowledges agency and structure and incorporates insights relating to organizational and social group culture, the study highlights the influence of individual (micro), organizational (meso) and contextual (macro) factors on ethnic minority women's participation in the labour market. The paper is based on qualitative research involving Scottish employers in the public and private sectors to examine perceptions and practices related to the employment of ethnic minority women. Institutional commitment to equality issues is questioned, although individual instances of engagement with key equality issues were sometimes evident. Proactive recruitment strategies and career support for ethnic minority women and men were not in evidence, and there was low awareness of the unique position of ethnic minority women in employment and society. We argue that these findings call for a multi‐level approach to advancing human resources management policy, practice and research within a wider socio‐political environment in which the responsibilities and duties of public sector organizations are clarified and more support is provided for organizational promotion of equal opportunities.     

Perceived Support and Women's Intentions to Stay at a Sport Organization

Women remain underrepresented in upper management within sport organizations and more broadly. This research examines organizational factors that may affect women's (and men's) likelihood of remaining with their sport organization, which would presumably affect their willingness and ability to step into leadership roles. The research examines the effects of equity human resource management practices, top management support for gender equity and gender‐related barriers on organizational commitment and intent to stay with their sport organization, as well as whether changes in perceived organizational support would mediate the relationships. Results from a survey of current employees in Australian sport organizations generally support the hypotheses. Perceived top management support for gender equity is a strong and consistent predictor of outcomes, and the effect is mediated by perceived organizational support. Implications for top management's role in implementing gender equity practices are discussed.     

Creating team ambidexterity: The effects of leader dialectical thinking and collective team identification

In the current, increasingly dynamic environment, more attention is being devoted to ambidexterity (both explorative and exploitative learning), as it is beneficial to organizational functioning. Despite an abundance of research on organizational ambidexterity, there is a paucity of research examining team-level ambidexterity. In a cross-level empirical study, we examine a leader's dialectical thinking as an antecedent of team-level ambidexterity. We also incorporate collective team identification as a moderator in the study. Our findings support that a leader's dialectical thinking can help facilitate team ambidexterity that, in turn, improves employee performance. Those teams whose members have strong team identification and whose leader is high in dialectical thinking will reap the most benefit from team ambidexterity.     

System justification in organizational contexts: How a Motivated preference for the status quo can affect organizational attitudes and behaviors

In this chapter, we put forth the premise that people's motivated tendency to justify and defend their external systems has important, and largely unexplored, implications for the field of organizational behavior. Drawing on recent theoretical and empirical work emerging from System Justification Theory (Jost & Banaji, 1994), we propose that people's desire to view prevailing structural arrangements in a positive light may uniquely contribute to our understanding of the psychology of people in organizational settings. We begin by specifically highlighting System Justification Theory's implications for: organizational change, employee citizenship behaviors, and integration of a diverse workforce. We then review empirical work on the situations in which people's system-justification motive is likely to be particularly pronounced and discuss how these situations may manifest in organizational contexts. Following this, we describe several streams of research on the consequences of the system-justification motive, with a focus on the implications of these findings for organizational members’ perceptions, attitudes, and behaviors in the workplace.     

Organizational Silence and Whistle‐Blowing on IT Projects: An Integrated Model*

An individual's reluctance to report bad news about a troubled information technology (IT) project has been suggested as an important contributor to project failure and has been linked to IT project escalation as well. To date, information systems researchers have drawn from the mum effect and whistle‐blowing literature to gain a better understanding of the factors that influence bad news reporting. More recent theoretical work in the area of organizational silence offers a promising new conceptual lens, but remains empirically untested. In this research note, we integrate key elements of Morrison and Milliken's (2000) model of organizational silence, which has never been empirically tested, with the basic whistle‐blowing model adapted from Dozier and Miceli (1985) . Using a role‐playing experiment, we investigate how organizational structures/policies, managerial practices, and degree of demographic dissimilarity between employees and top managers create a climate of silence and how this climate, in turn, affects an individual's willingness to report. Our results show that all three types of factors contribute to a climate of silence, exerting both direct and indirect influence on willingness to report, as hypothesized. The implications of these findings and directions for future research are discussed.     

Culture and leadership: women in nonprofit and for-profit leadership positions within the European Union

Research has shown that women commonly hold positions of leadership within nonprofit organizations, while men typically hold the leadership positions within for-profit organizations. However, little research on women's leadership roles has been conducted within European Union countries. The purpose of this article is to examine women's leadership positions within nonprofit and for-profit organizations within the European Union and, using Hofstede's Cultural Dimensions Theory, to further investigate a potential correlation between national culture and female leadership. Fifty-one companies were examined based on type, country characteristics and gender dominance. A significant difference was found between organization type (nonprofit/for-profit) and organizational dominance (masculine/feminine). The findings suggest that the European Union has patterns of gendered leadership positions similar to patterns found previously in the USA. However, countries that were characterized as feminine had more than expected nonprofit organizations, while masculine countries had more for-profit organizations.     

Emotional labor and leadership: A threat to authenticity?

Building on the emotional labor and authentic leadership literatures, we advance a conceptual model of leader emotional displays. Three categories of leader emotional displays are identified: surface acting, deep acting and genuine emotions. The consistency of expressed leader emotions with affective display rules, together with the type of display chosen, combines to impact the leader's felt authenticity, the favorability of follower impressions, and the perceived authenticity of the leader by the followers. Emotional intelligence, self-monitoring ability, and political skill are proposed as individual differences that moderate leader emotional display responses to affective events. We also look at followers' trust in the leader and leader well-being as key outcomes. Finally, we explore the influence on leader emotional labor of contextual dimensions of the environment, including the omnibus (national and organizational culture, industry and occupation, organizational structure, time) and discrete (situational) context. Directions for future research are discussed.     

Knowledge Diversity,Turnover, and Organizational‐Unit Productivity: An Empirical Analysis in a Knowledge‐Intensive Context

We examine the role of knowledge diversity among unit members on an organizational unit's productivity. Utilizing a proprietary data set of corrective maintenance tasks from a large software‐services firm, we investigate the impact of two key within‐unit diversity metrics: interpersonal diversity and intrapersonal diversity. We analyze the independent influence of interpersonal diversity and the interactive influence of interpersonal diversity and intrapersonal diversity on organizational unit's productivity. Finally, we examine how diversity moderates productivity of an organizational unit when employee turnover occurs. Our analysis reveals the following key insights: (a) interpersonal diversity has an inverted U‐shaped effect on organizational unit's productivity; (b) intrapersonal diversity moderates the influence of interpersonal diversity on organizational‐unit productivity; (c) at higher levels of interpersonal diversity, rate of decrease in productivity of the organizational unit due to turnover is higher. We discuss the resulting theoretical and managerial insights associated with these findings.     

All Things Great and Small: Organizational Size,Boundaries of the Firm,and a Changing Environment

Abstract

Research findings have established a relationship between organizational size and a substantial set of organizational outcomes, resulting in size's distinction as “perhaps the most powerful explanatory organizational covariate in strategic analysis”. We draw on the theory of the firm to provide a theory-driven definition of firm size and as a framework to organize the diverse research on firm size. We examine studies over the last 20 plus years since the last review of research on organizational size that have expanded our understanding of the advantages and disadvantages of larger firms, the environmental factors that have changed the merits of firms relative to markets, the managerial bias to pursue growth, and the most recent findings on the performance implications of organizational size. In doing so, the review provides extensions to our understanding of the theory of the firm, by integrating contingency theory, the resource-based theory of the firm, leadership theories, and the knowledge-based view of the firm. In addition, based on an extensive review of the measurement methodologies for the most common control variable employed by strategy scholars, this review outlines a rich and robust set of opportunities for future research to explore the nature of organizational size and its effects.     

企业文化、组织学习、创新管理对组织创新能力影响的实证研究

通过文献探讨构建理论模型,运用江苏省103家的有效问卷调查数据,研究企业文化与组织学习对组织创新能力累计是否具有影响力,并以创新管理作为条件变量导入上述因果模式中,验证其对原有影响力是否有增强效果。研究表明,企业文化与组织学习均与创新能力显著正相关,而创新管理与创新能力微弱相关;在企业文化与创新能力关系中,导入创新管理3层面后,对原有影响力有增强作用;在组织学习与创新能力关系中,加入创新管理3层面后,对原有影响力有减弱作用。     

The management accountant's role in quality management: A Queensland perspective

The successful implementation of quality management (QM) requires a change in both an organization's culture and structure. Consequently, as management accountants are organizational members their roles and systems will need to change to provide support for this QM implementation. This study found that although the majority of management accountants are involved in the implementation of quality concepts into the accounting area of the firm, there has been little modification of cost determination methods and limited development and use of quality related performance measures. Nevertheless, the overall results of this research imply that the role of the management accountant has altered due to the implementation of QM practices, but not to the degree indicated in the literature.     

The Effects of Transformational Leadership on Organizational Performance through Knowledge and Innovation*

Today's information and knowledge society requires new leaders who can confront a reality based on knowledge and foster innovation to achieve improvements in organizational performance. However, organizations sometimes fail to achieve sustainable competitive advantage due to their limited understanding of the relationships between these strategic variables. To date, very little research has analysed the direct and indirect relationships between these variables. Our study seeks to fill this research gap by analysing theoretically and empirically how the leader's perceptions of different intermediate strategic variables related to knowledge (knowledge slack, absorptive capacity, tacitness, organizational learning) and innovation influence the relation between transformational leadership and organizational performance. Based on the literature, we develop a theoretical model that shows the interrelations between these variables. We then test the model using data from 408 Spanish organizations, discuss the findings and provide several implications for business practitioners.     

Ethics and human resource management and development in a global context: case study of an Indian multinational

A firm's orientation to ethics is influenced largely by its national and organizational culture. Research shows that a growing number of Indian firms place a distinct emphasis on long-term orientation to business strategy with a social mission, underpinned by firm commitment to core organizational values, employee development and welfare. Through a case study of a large Indian multinational conglomerate, this article provides preliminary evidence of how some emerging economy firms are successfully mixing and matching indigenous business and people management strategies with the Western emphasis on meritocracy and professionalism to compete in the contemporary global economy. It further shows how the human resource development (HRD) discipline can play a pro-active role in embedding ethics and values throughout the organizational and HR architecture. The HRD professionals in the case study firm also face several structural and cultural challenges in discharging their ethics-driven HR mandate, such as management's ethnocentric attitude to global staffing and clash of work cultures.     

The Distortion of a Managerial Technique? The Case of Clinical Networks in UK Health Care

Managed networks are increasingly common in the British National Health Service (NHS) as a means of streamlining and standardizing patient care across organizational and professional boundaries. However, there has been limited research regarding whether this technique is the most appropriate management style for delivery of health services. This article draws upon the authors' research on managed clinical networks for cancer in the UK–a model that set out to guide and develop knowledge flows across cancer service providers. It examines how the initial purpose of these networks was distorted by the broader function of New Labour's ‘modernization agenda’, which has ultimately focused on organizational restructuring and adhering to government targets. Our analysis, which develops Lozeau, Langley and Denis's model of the corruption of managerial techniques, suggests that the initial knowledge‐sharing purpose of networks underwent top‐down ‘distortion’ by the demands of central government. This resulted in superficial bottom‐up adoption of the networks model and limited impact upon organizational processes.     

Direct and Indirect Links Between Organizational Work–Home Culture and Employee Well‐being

The extent to which an organization's culture exhibits support for its employees' efforts to balance work and personal responsibilities has been shown to influence a number of work‐ and home‐related outcomes. This study tests a model with a mix of mediated and moderated relationships to investigate direct and indirect routes by which work–home culture may affect employee well‐being. Sex differences in these relationships are also explored. Data collected from public sector employees in the UK indicate that a supportive work–home culture is significantly associated with lower levels of psychosomatic strain among employees. For women, this relationship is mediated by reduced levels of work–home interference. Different types of support demonstrate different effects for men and for women: managerial support has a more beneficial impact on women's well‐being, and organizational time demands have a more detrimental impact on men's well‐being. Recommendations for managers to boost employee well‐being include shifting the focus away from presenteeism and toward work outputs in order to reduce gender stereotypes and improve attitudes toward those using flexible work practices and family‐friendly initiatives, incorporating work–home supportiveness into the managerial performance appraisal process, and compensating or otherwise recognizing employees taking on absent colleagues' workloads.