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Effects of socialization mechanisms on managers’ desire to have a significant impact through work: evidence from the banking sector

Anderson Betti Frare (Department of Accounting, Federal University of Rio de Janeiro, Rio de Janeiro, Brazil and Department of Accounting, Federal University of Santa Maria, Santa Maria, Brazil)
Vagner Horz (Graduate Program in Accounting, Regional University of Blumenau, Blumenau, Brazil)
Ana Paula Capuano da Cruz (Graduate Program in Accounting, Federal University of Rio Grande, Rio Grande, Brazil)

Journal of Accounting & Organizational Change

ISSN: 1832-5912

Article publication date: 17 April 2024

116

Abstract

Purpose

This study aims to analyze the effects of socialization mechanisms (belief system and peer mentoring) on managers’ job engagement and their desire to have a significant impact through work, that is, the desire to substantially improve or facilitate the lives of others by performing their work. The study also examines the moderating role of organizational identification.

Design/methodology/approach

A survey was conducted with middle and lower-level managers at one of the largest banks in Brazil, the BankCo. The authors obtained a sample of 201 respondents and tested the research hypotheses with structural equation modeling. The authors also performed a complementary data analysis with fuzzy-set qualitative comparative analysis.

Findings

The results suggest that belief systems and peer mentoring directly promote job engagement and indirectly promote desire to have a significant impact to a better world through work (through full mediation of job engagement). The effects of job engagement on desire to have a significant impact through work are even greater when managers have high organizational identification. Finally, several causal combinations are sufficient for high levels of desire to have a significant impact through work.

Social implications

Beyond studies that examine how organizational mechanisms influence employee outcomes (e.g. performance), this study explores how socialization mechanisms can promote desire to have a significant impact through work. Thus, the authors demonstrate how organizational core values, mission statement and peer mentoring collaborate for managers to develop altruistic behavior, that is, directly related to other human values, such as empathy and ethics, being able to contribute to a world better.

Originality/value

This study developed and empirically tested a model that connects socialization mechanisms, job engagement, organizational identification and managers’ desire to have a significant impact through their work. Therefore, the paper provides insights into the relevance of socialization mechanisms for orchestrating managers’ proactive and altruistic behaviors.

Keywords

Acknowledgements

The authors are grateful for the useful comments and suggestions from the editor (Zahirul Hoque), associate editor and two anonymous reviewers. Authors also gratefully acknowledge helpful comments from Cristian R. Foguesatto and Januário J. Monteiro. Authors acknowledge financial contribution from the Coordination for the Improvement of Higher Education Personnel – Brazil (CAP ES) – Finance Code 001.

Citation

Frare, A.B., Horz, V. and Cruz, A.P.C.d. (2024), "Effects of socialization mechanisms on managers’ desire to have a significant impact through work: evidence from the banking sector", Journal of Accounting & Organizational Change, Vol. ahead-of-print No. ahead-of-print. https://doi.org/10.1108/JAOC-06-2023-0109

Publisher

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Emerald Publishing Limited

Copyright © 2024, Emerald Publishing Limited

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