Organizational Support in the Workplace: The Case of Korean Hospital Employees

This paper tests three hypotheses on who getsmore support from his or her work organization: (1) Thevalidation hypothesis predicts that employees withgreater social support from their co-workers and supervisors receive more organizationalsupport, because their support validates or legitimizesorganizational support; (2) the positive affectivityhypothesis predicts that employees high on positiveaffect receive more organizational support, becausethey are more likable; and (3) the moderation hypothesispredicts that positive affect and social support do notgenerate organizational support independently, but each acts on the other to affectorganizational support. An assessment of the hypothesesover a sample of 1882 hospital employees in Koreaprovided strong support for the validation hypothesisand partial support for the moderation hypothesis. Contraryto the positive affectivity hypothesis, employees' gooddisposition in itself works against the bringing forthof relevant organizational support, net of support from their supervisors and co-workers.Additional findings related to the unique features ofthe current hospital employees in Korea are alsoreported. Finally, we discuss cross-cultural research implications of the study in moredetail.     

Social Defenses Against Organizational Learning

It is argued that for organizational learning to occur maladaptive social defenses within the organization have to be altered. The origins of the concept of social defenses are traced through the work of Jaques and Menzies. A new concept of system domain, and related concepts of system domain fabric, and system domain defenses, are proposed in order to account for the difficulties in sustaining organizational change in organizations that share a similar primary task. Organizational learning is defined as occurring when there is co-evolution of organizational container and contained. The article distills variables from three successful consultancy/action research projects which are characteristic of organizations that are learning, and it is hypothesized that the creation of organizational awareness is necessary for organizational learning to occur.     

Organizational Symbolism as a Social Construction: A Perspective from the Sociology of Knowledge

This article describes organizational symbolismfrom a sociology of knowledge perspective and considersboth the theoretical and extra-theoretical bases of thesymbolic approach. It illustrates the distinctive principles of the symbolic approach withrespect to other methods used in the study oforganizations, the concepts on which it is based, andthe organizational issues on which it has shedsignificant light. Symbolist studies of organizations haverefocused scholarly attention on the multidisciplinaryunderstanding of the logos, ethos, and pathos oforganizational life. They have done so by stressing the production of knowledge tout court, rather thanconcerning themselves with the applicability of theorganizational knowledge acquired by this approach formanagerial purposes. Organizational symbolism is described in the article as a fluctuatingand emerging social construction whose growth and spreadhas been fostered by support within academia.     

Organizational Capital and Joining-up: Linking the Individual to the Organization and to Society

Do employees ever make efforts on behalf oftheir employing organization's interests or fellowemployees' interests when it is not in their directself-interest to do so? By drawing on organizationalbehavior literature relating to the joining-up process,organizational commitment, and organizationalcitizenship behavior, and integrating these insightswith economic theory, this article provides a newexplanation of why employees' efforts are typicallysuboptimal and what organizational activities canresolve this problem. The key variable explainingwhether organization members behave responsibly or notis the presence of organizational capital formedeither during the joining-up process or in preparationfor it.     

Organizational structure and strength and transnational campaign outcomes: a comparison of two transnational advocacy networks

In this article I address the question of why some transnational advocacy networks (TANs) are better able to influence policy outcomes than others. How do we explain the variation in the political impact of TAN campaigns? Drawing on some of the theoretical formulations developed by social movement and international relations scholars, I argue that organizational structure and organizational strength can help us understand this variation. A comparison of a highly influential and successful TAN, the International Campaign to Ban Landmines, with a less successful TAN, the International Action Network on Small Arms, demonstrates that such networks can mobilize a large number of diverse civil society groups. However, a coherent and well‐coordinated campaign with a clear political message provides the major explanation as to why some TANs are more likely to shape the global policy process than others.     

Cognitive Style and the Theory and Practice of Individual and Collective Learning in Organizations

This paper reviews aspects of two largelydisparate literatures from the adjacent fields ofindividual and organizational learning and identifiessome implications for theory and practice. The focus of attention is the extent to which the individuallevel construct cognitive style can be meaningfullyapplied to aid the understanding of learning at thelevel of the organization as well as at the level of the individual. Attention is given to theways in which consideration of cognitive style canimprove the effectiveness of interventions designed toimprove individual and organizational performance. Nine categories of intervention areidentified.     

Disciplines of Organizational Learning: Contributions and Critiques

The paper argues against attempts to create asingle framework for understanding organizationallearning. Relevant literature is reviewed from sixdisciplinary perspectives: psychology and OD; management science; sociology and organizational theory;strategy; production management; and culturalanthropology. It is argued that each discipline providesdistinct contributions and conceptions of problems.Furthermore, a basic distinction between organizationallearning and the new idea of the learning organizationis noted. Whereas the former is discipline based andanalytic,the latter is multidisciplinary and emphasizes action and the creation of anideal-type of organization. Due to thediversity of purpose and perspective, it is suggestedthat it is better to consider organizational learning asa multidisciplinary field containing complementary contributions andresearch agendas.     

Relationships between psychological capital,job satisfaction,and organizational commitment in the Saudi oil and petrochemical industries

During the past decade, Saudi Arabia experienced a significant social, economic, and organizational change. The rapid economic growth created a need for seasoned management professionals and necessitated the development of human capital. Psychological capital, a newly developed construct by academics and practitioners, is defined as the extent to which an individual operates in a positive psychological state, and this state is characterized by high self-efficacy, optimism, hope, and resiliency. By measuring the positive psychological constructs, an organization can learn about employees’ positive psychological states and how training and support can promote positive psychological states. Improving the positive psychological capital can lead to better organizational commitment, favorable organizational citizenship behaviors, lower employee absenteeism, and higher job satisfaction. This quantitative study examined the relationship among psychological capital, job satisfaction, and organizational commitment through a sample of managers in the Saudi Arabian oil and petrochemical industries.     

Organizational Practices and Prefigurative Spaces in European Queer Festivals

Social movement scholars have been actively debating the importance of organizational structures for solidarity and new social movements. This article investigates how queer festivals build on the horizontal structure legacy of those movements, constructing their own prefigurative models through a set of specific organizational practices. Queer festivals constitute a dynamic repertoire of action of queer politics in Europe, expanding across the continent. Based upon their belief in the limits of strict identity politics of gender and sexuality, queer festivals attempt to construct new identities, based upon their anti-identitarian ethos. Beyond their discursive frames, queer festivals, as prefigurative spaces, attempt to build their new identities through specific practices, reflected among others on their organizational choices. The article posits three key elements for the prefigurative model that queer festivals attempt to build: (1) Squats as the spaces in which queer movement actors build their anti-authoritarian identity; (2) the organizational choice based on horizontality; (3) the role of the Do-It-Yourself model for festivals' deployment. Insight into queer festivals is based on ethnographic research conducted in five European capitals, including semi-structured interviews.     

Extending the Bounds of Interpretive Inquiry: Toward a Performance Approach to Organizational Studies

In recent years, interpretive organizational communication scholars have utilized a variety of methodologies in their attempts to study the process of communication occurring within organizations. Underlying each of these assorted methods, however, is the desire to interrogate the meaning and symbols of organizational life. Regardless of their methodological preference, interpretive organizational scholars of all casts seek to understand the symbolic structures that constitute and reflect meanings of the human activity within their individual objects of study. A survey of interpretive organizational literature reveals that, although many contemporary organizational theorists have advocated the study of organizations as sites of cultural enactments, few organizational communication scholars to date have advanced the use of performance through enactment as a methodology for examining organizational activity. This essay seeks to do just that. It asserts that performance, when used in combination with other interpretive methods, is a useful research methodology, which enables researchers and organizational members alike both to know and to show the symbolic structures constituted by and reflected in their actions and practices.     

Organizational Political Economy and Environmental Pollution

Environmental scholars have made important progress explaining the social forces associated with pollution. Although important exceptions exist, insufficient attention has been given to organizations, which is where most environmental pollution is produced. Even less attentions has been given to parent companies, which have ultimate decision‐making authority over their polluting facilities. To file this gap in the literature, this paper develops an organizational political economy perspective to advance our understanding of how organizational and political‐legal arrangements affect parent companies' capacity to externalize their pollution costs to society. Organizational political economy maintains that corporations' organizational complexity, financial characteristics, management operating systems, political embeddedness in subnational states, and the degree of compliance with national and subnational environmental policies affect their capacity to externalize pollution costs. This perspective also shows how the exercise of organizational power to externalize pollution costs subsidizes the managerial and investor classes by the middle and working classes, whose taxes pay for a large share of environmental clean‐up costs, thereby contributing to economic inequality that goes beyond standard inequality measurements.     

Exploring Organizational Form in the Affordable Rental Housing Sector

The nature and benefits of different kinds of affordable rental housing providers, and particularly for-profit housing developers, have been contested by practitioners and scholars. We contribute to this debate by exploring whether the missions, the resources harnessed to build housing, the human resources, and the involvement of residents in decision-making differ based on organizational form. Using case study design, we examine two third sector organizations (a zero equity cooperative and a community-based non-profit) and a for-profit located in Canada. The two third sector organizations had less knowledge of housing construction and harnessed in-kind contributions compared to the for-profit. These organizations, and again in contrast with the for-profit, also pursued social missions, including supporting other organizations and sharing their experiences related to housing construction. The zero equity cooperative featured greater resident involvement in the development and the management of the housing compared to both the community-based non-profit and the for-profit.     

Tuning-In 1 to Organizational Song as Aesthetic Discourse

In this article, the author explores organizational songs, referring to songs that are created by members of an organization as an expression of organizational culture. More specifically, the author is concerned with organizational songs as an expression of organizational culture, versus the better-known occupational songs that act as an expression of occupational culture. First, the study differentiates the genre of work songs (defined by the occupation of 'laborer') to discern organizational songs (defined by the occupation of "manager"). Second, this exploration reveals a musical expression of organizations; a musical expression that also serves as a form of organizational communication or organizational discourse--specifically an aesthetic communication or aesthetic discourse. A significance for organizational studies is asserted, as the study identifies organizational songs as expressive strategies: song as a form of organizational action and an attempt at organizational intervention; song as an organization's attempt to construct its own history and autobiography; and song as a means of celebrating the identity of organizational leaders and organizational values. The approach is to provide a comprehensive literature review followed by case vignettes of organizational songs.     

Naming the Beast: Defining and Classifying Service Innovations in Social Policy

Over the last decade, the search for innovationhas become a core component of much social policyformulation and implementation. This search, however,has often been undertaken with little attempt to define the actual nature of innovation or to classifyits different modes. This paper reports recent researchwhich has developed a typologyof organizational changewithin which to situate and analyze innovation in social policy. It argues that thistypologyis an essential tool both for socialpolicymakers and for those concerned with itsanalysis.     

An Analysis of the Relationships Among Structure,Influence, and Gender: Helping to Build a Feminist Theory of Public Relations

Feminist public relations scholars have suggested that the organizational context may be to blame for the powerlessness of some female public relations practitioners. This study assessed this claim by using feminist theory and a structural framework. This study tested whether the perceived organizational influence of men and women in corporate public relations was related to formal structural power, relationship power, or gender. Women had less formal structural power than men, but there were no gender differences in relationship power or influence. Consistent with feminist hypothesizing as well as the structural framework, practitioners' influence was related to both their formal structural power and relationship power-but not gender.     

Exploring the Connection Between Organizational Identity and Public Relations Behaviors: How Symmetry Trumps Conservation in Engendering Organizational Identification

One way for organizations to survive in the increasingly complex and competitive world may be to maintain or “conserve” a strong organizational identity, which often is expressed in organizational mission statements. Framed by literature in business communication, university development, and public relations behaviors (formerly public relations models), this article explores how organizations may use public relations behaviors to create, maintain, and strengthen their identities. Findings indicated that, in the effort to engender stakeholder identification with their organizations, public relations practitioners are better served attempting to do so using symmetrical communication, as opposed to conserving communication.     

Women's Accounts of Organizational Politics as a Gendering Process

Organizational politics is implicated in all levels of organizational functioning, from power structures and informal interaction to individual identity. This study argues that organizational politics provides an approach to examining professional women's experiences of organizations as gendered. Women graduates in male‐dominated organizations claimed not to be limited by explicit discrimination, but they construct organizational politics as being masculine in character and as a barrier to their careers. These women represent organizational politics as irrational, aggressive, competitive and instrumental, leading to individual, not organizational, success. Their accounts undermine the stereotypical dichotomy of masculine rationality and feminine emotion by claiming that women behave reasonably and by focusing on emotion in men's political game playing. However, claiming to be rational and rejecting politics, while acknowledging its role in career success, is uncomfortable for ambitious women. They risk sabotaging their own position by appearing too sensitive to engage in the less savoury aspects of organizational life. Organizational political processes are seen as fundamental to gender in organizations, first, because political activity is seen as gendered and masculine and contrary to female identity; secondly, because politics is part of the informal system which constructs organization from which outsiders are excluded; and finally, because political activity is linked to the performance, achievement and maintenance of power.     

Social Movement Rhetoric and the Social Psychology of Collective Action: A Case Study of Anti-Abortion Mobilization

This paper seeks to contribute toward anintegrated approach to social movement mobilization. Itdoes so through considering how a social psychologicalaccount of the determination of collective behavior (selfcategorization theory) may be applied tothe mobilization rhetoric of social movements. Morespecifically it argues that as people may definethemselves and act in terms of social categories, we may usefully conceive of social movement rhetoricas being organized so as to construct social categorydefinitions which allow the activists preferred courseof action to be taken on by others as their own. Our theoretical argument is illustrated throughthe detailed analysis of category construction incontemporary U.K. anti-abortion argumentation.     

Organizational and health performance in small enterprises in Norway and Sweden

This article focuses on relationships between organizational factors such as leadership, learning, psychosocial work environment and quality aspects as they relate to organizational and health performance outcomes in 42 small enterprises in Norway and Sweden. A rather explorative analysis model was created using indicators that were based on theoretical concepts from a literature review and questionnaire data, concerning 988 employees and leaders. These indicators were then used for correlation analysis. The enterprise is the unit of analysis. Some strong links between organizational factors and organizational and health performance were found. There was also a strong relation between health performance and sickness absence. Using structural analyses, a structure containing six general components, and strong interrelationships between some indicators of organizational performance and health performance were found. It was also possible to position the enterprises according to two general dimensions. As a general guideline for action, the results tend to support the perspective that positive organizational development is related to health performance and a lowering of absence due to sickness. The findings support the strategies of practitioners who use a concept-driven or holistic approach that integrates several facets of workplace development.