Search results

The purpose of this study is to describe and explain the relationship between organizational justice, as an environment and as a buffer and suppressant for influencing cynicism about organizational change (CAOC), thereby influencing change-supportive behavior (CSB) and its impact on higher education performance (OP). The social cognitive theory was applied to test the moderating role of perceived organizational justice in the relationship between CAOC, CSB, and OP.

The research found support for the proposed model using data collected from 91 faculties at 10 autonomous higher education institutions in Indonesia and a multisource research design with a non-academic staff sample.

This finding confirms that distributive and interactional justice only influences organizational performance when perceived as moderate or high. The moderated mediation analysis findings were supported by the moderating variable of procedural justice but were supported by the moderating variables of distributive and interactional justice.

As a determinant of CAOC on non-academic staff in Indonesia, a country with a high-power distance, cynicism towards change is difficult to detect due to the prevalence of silent cynicism.

Public Sector Management.

MBA or postgraduate program courses in public policy and management. MBA or postgraduate program courses on social innovation, social entrepreneurship and public or collective entrepreneurship. Management development programs for public policy professionals, non-governmental organizations and social enterprises.

Despite several country-wide campaigns to improve sanitation levels, India continues to be the country with the highest number of people, over 600 million, practicing open defecation. This case outlines the Sabar Shouchagar Project (Toilets for Everyone) undertaken by the District Administration of Nadia District in West Bengal that transformed the region into the first open-defecation-free district in India. The case begins with providing the context of the problem of open defecation, why it has been hard to eliminate and how undertaking a project to eliminate open-defecation-free practices has myriad institutional and economic challenges. The case then details the conceptualization and execution of the complex Sabar Shouchagar Project which involved a loose coalition of various state programs and civil society organizations. The case ends with questions on the continuity of this project beyond the tenure of the current District Magistrate and on the replicability of such an ambitious project in other parts of the country. The setting of this case, a government agency, is different than most cases and provides an opportunity for students to talk about a state agency and its interstices with civil society. This case explores how to create change through large government machinery and allows the student to explore aspects of social mobilization, social change and social innovation. If taught within a postgraduate or MBA program, the case would serve well to dispel stereotypes and biases about government bureaucracies (such as slow timelines, limited efficacy of projects and so on).

After discussion and analysis of the case, students will be able to: appreciate how administrators within a large government bureaucracy address an ambitious and complex public health issue in a developing world context. Understand the on-the-ground challenges that arise when a change agent pursues a worthwhile goal. There are difficulties such as getting resources beyond what a government office has access to, getting alignments between different key actors within the local community and forging coalitions. Understand initiatives for social transformation within a developing country context. Specifically, the case unpacks the cultural, political, economic contexts that determine how social innovations may be pursued. Understand capacity-building and change management. Evaluate efforts required to sustain social change efforts and the challenges and pathways with respect to replication of successful social change projects in other geographies. Appreciate the design of civic engagement practices in public policy implementation.

Teaching Notes are available for educators only. Please contact your library to gain login details or email www.support@emeraldinsight.com to request teaching notes.

CSS: 10: Public Sector management.

Sabar holds the Joanne and Haime Constantiner Chair for Jewish Education at Tel Aviv University. Her fields of specialization are Jewish education, curriculum development and qualitative research methods and in particular its ethical aspects. Prof. Sabar is the recipient of the “Tel Aviv award” for research in Education for the year 2005.

In 2017, the WHO presented a framework of priorities and guiding principles to promote the health of refugees and migrants (WHO, 2017). The purpose of this paper is to analyze a crucial but understudied aspect for the implementation of this framework, namely, healthcare providers’ images of refugees and their use of health services.

A preliminary study first addresses images of refugees and their use of health services derived from the literature. This is followed by an empirical case study of antenatal and delivery service to Eritrean refugee women in Israel. The case study explores providers’ (n=8) images of Eritrean women and their use of services as well as Eritrean women’s (n=10) reflections on their own use of these services, examining the degree to which providers’ images correspond with Eritrean women’s realities.

The preliminary study shows how the literature largely tends to picture refugees as medicalized and disempowered. The case study illustrates that providers of Israeli antenatal and delivery services embrace similar images, although they are more nuanced. The reflections of Eritrean women show that providers’ images partially reflect their realities. However, Eritrean women attribute these images to external constraints, whereas providers attribute these images to innate characteristics of Eritrean women. Together, these findings suggest that implementation of the recently introduced WHO framework is at stake.

This study raises awareness of a crucial but understudied aspect regarding implementation of a recently introduced universal framework for promoting the health of refugees and migrants.

This study investigates how, in the context of organizational change initiatives, the adoption of empowering leadership can foster positive social exchange relationships between leaders and subordinates, in turn, neutralizing cynicism about organizational change (CAOC) and allowing follower championing behavior (FCB) to emerge.

The authors analyzed data from 908 faculty members from 11 top-rated public universities in Indonesia. The data used in this research are multisource, so the data processing steps are rwg and ICC tests, data quality testing, and hypothesis testing.

The authors found that CAOC among these members had a negative effect on their FCB, but this negative effect was buffered by the presence of empowering leadership.

The authors' research captures perceptions at one point in time. Future research could adopt a longitudinal approach to simulate empowering leadership stimuli and investigate the impacts of FCB.

This study contributes to Indonesian business management, which exhibits a culture of high power distance. The findings suggest that managers should improve managers' interpersonal communication with subordinates and consider managers' feelings toward change in the organization so that managers' subordinates will provide feedback in the form of decreasing cynicism and will exhibit FCB.

This study contributes to the understanding of why CAOC may not be expressed explicitly in Asian countries due to Asian collectivist and high power-distance values that discourage subordinates from voicing their disagreement with change initiatives.

To examine three dimensions of organisational change capacity (OCC) which have been proposed sequentially in the following order: OCC for change will affect process capacity for change and develop context capacity for change. Specifically, this study explores the moderating effects of coercive pressure.

To test the proposed hypotheses, this study conducted survey among middle-level leaders of the 11 top universities (autonomous higher education institutions – AHEIs) in Indonesia. This study used a sample of 92 respondents, deans 21 and vice deans 71 of 11 top Indonesian universities. To test data processing using the SmartPLS 3.0 tool.

The findings indicate that learning capacity for change is the starting point of OCC, and it influences process capacity and context capacity for change. Coercive pressure strengthens the relationship between learning capacity and context capacity for change. Further, context capacity for change determines organisational performance.

This study empirically examines the OCC construction mechanism as follows: learning capacity for change influences process capacity for change and then has an effect on the OCC for change, which ultimately affects organisational performance.

The chapter discusses the uniqueness of qualitative research that does not allow meeting the terms of consent as they are applied in traditional, positivist research with pre-defined goals that aim to validate hypotheses.

It is proposed adopting an ethics that promotes trust-based, reflective and dynamic relations between researchers and participants, centering on caring, humanity and concern. The suggested alternative approach views consent as an ongoing process that takes place throughout the entire course of the study; responsibility for protection of participants is expected of participants too, and is not the duty of researchers alone; mutuality must take place in the form of an ongoing, continuous dialogue; it is in order to consider fair recompense for participants too, thus reducing the one-sidedness of the research interest, and the chances that participants will decide to withdraw before completion of the study.

Discusses the unequal allocation of social capital in society and makes the point that network membership is not at once available to all. Sees social capital as springing from small groups that work together, perhaps competing with others, to achieve common rewards, thereby pursuing locally shared benefits. Concludes that specific definitions of social capital are superior to others especially in examining the full array of social ties which migrants use in creating ethnic economies and communities.