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Article
Publication date: 1 January 1990

Peter J. Frost and Carolyn P. Egri

Having a good idea, product or system is often not enough to ensurethe adoption and diffusion of an innovation. Using an organisationalpower and politics perspective, several…

Abstract

Having a good idea, product or system is often not enough to ensure the adoption and diffusion of an innovation. Using an organisational power and politics perspective, several published accounts of product and administrative innovation are analysed. The interplay of political tactics or games are found to be present at both the observable surface level and the deep structural level of power relationships in all areas of activity – individual, group, organisational and societal. The viability of two overall political influence strategies, “asking for forgiveness” versus “seeking permission” are contrasted in terms of their implications for the eventual success or failure of a proposed product or administrative innovation. Several propositions and future research directions which focus on the political nature and processes of innovation are suggested.

Details

Leadership & Organization Development Journal, vol. 11 no. 1
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 1 February 1990

Peter J. Frost and Carolyn P. Egri

Having a good idea, product or system is often not enough to ensurethe adoption and diffusion of an innovation. Using an organisationalpower and politics perspective, several…

465

Abstract

Having a good idea, product or system is often not enough to ensure the adoption and diffusion of an innovation. Using an organisational power and politics perspective, several published accounts of product and administrative innovation are analysed. The interplay of political tactics or games are found to be present at both the observable surface level and the deep structural level of power relationships in all areas of activity – individual, group, organisational and societal. The viability of two overall political influence strategies, “asking for forgiveness” versus “seeking permission” are contrasted in terms of their implications for the eventual success or failure of a proposed product or administrative innovation. Several propositions and future research directions which focus on the political nature and processes of innovation are suggested.

Details

Leadership & Organization Development Journal, vol. 11 no. 2
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 1 February 1994

Peter J. Frost and Carolyn P. Egri

Proposes that there are parallels between the roles of shamans in theircommunities and the roles which organizational change and developmentconsultants can play in guiding…

3554

Abstract

Proposes that there are parallels between the roles of shamans in their communities and the roles which organizational change and development consultants can play in guiding organizational transformations. Presents fundamental assumptions underlying the shamanic perspective on transformational change and utilizes them to understand the problems resulting from a large‐scale organizational change programme undertaken in one organization. Illustrates the importance of adopting an integrative holistic approach in order to enhance the long‐term viability and success of any organizational change and development intervention. Closes with a discussion of the ways in which organizational change and development consultants can and do act in shamanic ways.

Details

Journal of Organizational Change Management, vol. 7 no. 1
Type: Research Article
ISSN: 0953-4814

Keywords

Article
Publication date: 28 October 2014

Yu-Chen Wei, Carolyn P. Egri and Carol Yeh-Yun Lin

– The purpose of this paper is to investigate the extent to which societal culture has a moderating effect on the business benefits of corporate social responsibility (CSR).

2480

Abstract

Purpose

The purpose of this paper is to investigate the extent to which societal culture has a moderating effect on the business benefits of corporate social responsibility (CSR).

Design/methodology/approach

A cross-national research design was conducted using survey data collected from 164 firms in Taiwan and 196 firms in Canada.

Findings

We found societal differences in the positive influence of CSR on corporate image and employee commitment. Specifically, we found that the relationships between CSR (customer-oriented and employee-oriented) and corporate image were stronger for Taiwanese firms than for Canadian firms. In addition, employee CSR was found to be more strongly associated with higher employee commitment in Taiwan than in Canada. While customer CSR was associated with enhanced customer loyalty, this relationship was similar for firms in both countries.

Research limitations/implications

Multi-informants for data collection and longitudinal research design in future research would be required for further understanding of the relationships among the variables in this study.

Practical implications

This paper suggests that the business benefits of customer and employee CSR practices may yield relatively greater competitive advantages in East Asian countries where CSR is not as established or taken for granted as in Western countries.

Originality/value

This study draws on the strategic perspective to investigate the value of CSR practices yielding different business benefits in contrasting cultural contexts.

Details

Chinese Management Studies, vol. 8 no. 4
Type: Research Article
ISSN: 1750-614X

Keywords

Article
Publication date: 22 March 2011

Sinan Caykoylu, Carolyn P. Egri, Stephen Havlovic and Christine Bradley

The purpose of this paper is to develop a causal model that explains the antecedents and mediating factors predicting the organizational commitment of healthcare employees in…

2816

Abstract

Purpose

The purpose of this paper is to develop a causal model that explains the antecedents and mediating factors predicting the organizational commitment of healthcare employees in different work roles.

Design/methodology/approach

This study tests an integrative causal model that consists of a number of direct and indirect relationships for antecedents of organizational commitment. It is proposed that the relationship between job satisfaction and organizational commitment is best understood by focusing on the three interrelated facets of job satisfaction, i.e. satisfaction with career advancement, satisfaction with supervisor, and satisfaction with co‐workers. However, the model also advances that these job satisfaction facets have different mediating effects for other antecedents of organizational commitment.

Findings

The Structural Equation Modeling (SEM) path analysis showed that the job satisfaction facets of career advancement and satisfaction with supervisor had a direct impact on organizational commitment. Employee empowerment, job‐motivating potential, effective leadership, acceptance by co‐workers, role ambiguity and role conflict were also important determinants of organizational commitment. Interestingly, post hoc analyses showed that satisfaction with co‐workers only had an indirect impact on organizational commitment.

Originality/value

While there has been extensive research on organizational commitment and its antecedents in healthcare organizations, most previous studies have been limited either to a single employee group or to a single time frame. This study proposes a practical causal model of antecedents of organizational commitment that tests relationships across time and across different healthcare employee groups.

Details

Journal of Health Organization and Management, vol. 25 no. 1
Type: Research Article
ISSN: 1477-7266

Keywords

Article
Publication date: 1 April 2001

Kamel Mellahi

Highlights the opinion that the importance of national culture in cross‐cultural management is diminishing, suggesting that the world is moving towards a single, global management…

3582

Abstract

Highlights the opinion that the importance of national culture in cross‐cultural management is diminishing, suggesting that the world is moving towards a single, global management culture that is basically Western and, more specifically, American. Attempts to test this hypothesis by examining values held by future managers from five different cultures. Uses the Kruskal‐Wallis One Way ANOVA and the Mann‐Whitney tests to show that future managers from different cultural backgrounds will neigher adopt a mirror image of current management style in their cultures nor a global unified management style regardless of local culture.

Details

Cross Cultural Management: An International Journal, vol. 8 no. 1
Type: Research Article
ISSN: 1352-7606

Keywords

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