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The purpose of this paper is to investigate the use of manipulation as a legitimation strategy. Focusing on the role of verbal communication, are integrated insights from rhetorical theory with strategic and institutional approaches to legitimacy in a study of three documents published by the “most admired” companies in the USA in 2007; General Electric (GE), Toyota, and Starbucks.

The research is based on a qualitative analysis of three documents that describe the environmental focus and policies of GE, Toyota, and Starbucks. The approach involves analyzing and synthesizing a large number of environmental claims made by these companies.

The analysis of the texts reveals a constructed organizational ethos that is combined with strong environmental focus to appear trustworthy in environmental matters in the eyes of consumers and stakeholders. Relying on four categories of environmental statements, the companies practice a form of “green” legitimation.

The research is limited by the small number of publications used as data sources, which makes generalizations problematic. It does not investigate the effects of the verbal claims.

The paper adds to the literature on organizational legitimation, providing valuable insights into manipulative legitimation. It demonstrates the need to combine insights from strategic and institutional approaches to legitimacy.

Managers in many organizations have indicated that in today's highly competitive environment, knowledge management will be the key to organizational success in this millennium. This paper aims to analyze how the organizational culture and organizational learning impacts knowledge management, and ultimately the satisfaction of employees working in the firm.

A survey instrument comprising organisational culture ethos, organisational learning diagnostics, KM orientation and employee satisfaction was developed. Through a postal and personal survey, data were collected from the telecom sector in India. The sample included 80 knowledge workers, project managers, team members, consultants, researchers and designers randomly drawn from Indian telecom companies.

The survey instrument was shown to be both reliable and valid. Statistical analytical tools such as F‐test, t‐test, ANOVA coefficient of correlation and multiple regressions and other descriptive statistics scores have been used. The results of the data analysis revealed sufficient evidence to establish a correlation between organisational culture, organisational learning, KM and employee satisfaction.

The accuracy of the analysis is dependent on the accuracy of the data reported by selected organizations.

The results of this study would help telecom organisations to better understand the KM discipline, to facilitate its adoption and to prioritise its practices. Academics can use the results to build models that would further expand the KM domain.

This study is probably the first to systematically determine the antecedents of KM implementation in the Telecom sector in India. It offers a beneficial source of information to telecom organisations, which are still lagging far behind when it comes to KM practices.

Despite the fundamental role of culture in an organisational setting, little is known of how organisational culture can be sometimes determined/influenced by professional culture, particularly in the global south. Using Nigeria as a research focus, this article uses critical discuss analysis to examine the link between professional and organisational culture.

This study uses qualitative research approach to establish the significance of professional culture as a determinant of organisational culture among healthcare organisations.

We found that the medical profession in Nigeria is replete with professional duties and responsibilities, such as professional values and beliefs, professional rules and regulations, professional ethics, eagerness to fulfil the Hippocratic Oath, professional language, professional symbols, medicine codes of practice and societal expectations, all of which conflate to form medical professionals' values, beliefs, assumptions and the shared perceptions and practices upon which the medical professional culture is strongly built. This makes the medical professional culture stronger and more dominant than the healthcare organisational culture.

The extent to which the findings of this research can be generalised is constrained by the limited and selected sample of the research.

The primacy of professional culture over organisational culture may have dysfunctional consequences for human resource management (HRM), as medical practitioners are obliged to stick to medical professional culture over human resources practices. Hence, human resources departments may struggle to cope with the behavioural issues that arise due to the dominant position taken by the medical practitioners. This is because the cultural system (professional culture), which is the configuration of beliefs, perceived values, code of ethics, practices and so forth. shared by medical doctors, subverts the operating system. Therefore, in the case of healthcare organisations, HRM should support and enhance the cultural system (the medical professional culture) by offering compatible operating strategies and practices.

This article provides valuable insights into the link between professional culture and organisational culture. It also enriches debates on organisational culture and professional culture. We, therefore, contend that a strong professional culture can overwhelm and eventually become an organisational culture.

The objective of this paper is to study the impact of ISO 9000 implementation on organisational culture, organisational climate, role stress and coping strategy.

ISO 9000 was implemented in different production units of an Indian public sector manufacturing industry by harnessing organisational knowledge through the creative involvement of organisational members. Comprehensive work redesign for enhanced organisational effectiveness was realised while attaining ISO 9000 certification. Pre‐ and post‐ISO 9000 measurements were made for organisational culture in the first unit, organisational climate in the second unit, role stress in the third unit and coping strategy in the fourth unit. Statistical analysis of pre‐ and post‐measurements was carried out to identify significant changes attributable to ISO 9000 implementation.

ISO 9000 implementation enhances the culture of collaboration; transforms the climate from dysfunctional to functional (by strengthening achievement and extension, and weakening control); levels the role stress, reducing it when it is high, increasing it when it is low; strengthens confrontation and problem solving through teamwork; and weakens problem‐avoidance.

The paper demonstrates that ISO 9000 implementation complements organisational development by enhancing the functionality of culture, climate, and coping strategy; and promoting human wellbeing in the organisation.

Acting in complex and paradoxical situations cannot be taught through recipes. This article rereads a seminal Biblical text, the Decalogue, and seeks to place it in the actual context for people confronted with difficult decisions and actions. If foundational texts are not actualised, they lose their meaning. This is the base of the Judaic exegetic tradition. Practical wisdom can use the Decalogue to act in a relevant way in uncharted territory.

A method combining the reading of an old text with a dialoguing commentary in a group is how this actualisation has been elaborated. Oral and written traditions jointly are essential in making the seminal texts of practical wisdom relevant for our times. This commentary has been elaborated as a result of a dialogue with three different groups of more than ten members. This is the way the author uses the term “validation”.

In the Judaic language verbs are the most important grammatical components. The First Testament texts have their origin in the wisdom to act in a social context. The Decalogue is the central tenet of this practical wisdom. The author has been introduced to this wisdom through the research of communities to create an art of living away from the mainstream individualistic ideology. Currently in management discourse, the use of the words, social networks, stakeholder focus, community development and the attention to systemic and ecological relationships is increasing and this experience can provide an alternative discourse helping them in their endeavours.

Actualising an ancient tradition, the article makes it relevant for issues with which decision makers are struggling today.

This study explores the nexus between institutions and managerialist employment relations and subsequent work-life balance (WLB) challenges for Nigerian employees. Through an exploratory approach, the paper investigates how institutions shape employment relations, which is characterised by systematic and normalised managerialist practices and lack of employee participation.

Relying on a qualitative, interpretive approach, this study explores the relationship between institutional pressures, managerialism and employment relations. 31 semi-structured interviews and nine focus group interviews data was used.

This paper found that institutions shape organisational practice, specifically employment relations and human resource management (HRM) practice generally through its normative tendency. The study also found that although managerialist employment relations leads to WLB challenges, Nigeria's unique context aggravates this situation constituting serious WLB challenges for workers.

Researches dealing with the relationship between managerialism, employment relations and WLB are largely underdeveloped and under-theorised. HRM phenomena such as unhappy workforce, stress, lack of flexibility, burnout, turnover and turnover intention, associated with management practice, have major implications for engagement procedures and HRM strategies. However, the sample size used potentially limits generalisation including its qualitative approach.

This study contributes to the dearth of researches focusing on employer–employee relationship quality as a precursor to WLB challenges and a mediator between managerialist employment relations and WLB challenges. Additionally, the study contributes to the burgeoning WLB discourse from developing countries perspective, which is understudied. It also sheds light on how Nigeria's unique context can bring new insights into the nascent WLB discourse and its associated HRM practices.

Successful visionary educational leaders promote a shared vision with great commitment and manage to connect other organizational members to it. In spite of this, the source of their personal commitment to the organizational vision has not yet been the subject of extended study. The purpose of this paper is to correct this by investigating leaders' personal ethos; the personal experiences and values which form their motives and personality. This paper furthermore considers the influence of personal ethos on the content of the vision promoted in educational organizations. Finally, it explores the link between leaders' personal vision and the organizational vision they promote.

Semi‐structured interviews were conducted with visionary educational leaders. These interviews were narrative in nature and aimed to explore the development process and the interrelation of personal and organizational vision in an educational framework.

Data indicate that visionary educational leaders do not separate their personal vision from their organizational vision. Furthermore, the educational leaders interviewed told of formative experiences which affected their worldview and shaped their personal ethos. Personal ethos proved to be a key element in formulating the leaders' personal and organization vision. Four prominent factors emerged as central to the personal ethos of educational leaders: identity, culture and values, professional experience, and family.

The findings suggest that educational leaders should engage in a process of self‐reflection in order to form a significant personal vision to which they can fully commit. Furthermore, the insights of leaders about what is important to them can enable an open dialogue with other organizational members and the development of a shared vision.

The purpose of this paper is to present an examination of the development of adult safeguarding policy from the perspectives of both policymakers and those who have sought to influence policy, to empower individuals with a learning disability to have a say in how policies, that influence their life and impact their right to independence, are developed.

This paper is based on a project which was led by a UK-wide interdisciplinary and multi-agency team, which included the central involvement of peer researchers who had lived experience of learning disability. It was based on a participatory disability research design.

Factors which enabled or restrained individuals with a learning disability, and their supporting organisations, from getting their voice heard in policy development, are identified.

This paper builds on policy theory and research, making recommendations for policy makers, disabled people and their supporting organisations as to how adult safeguarding policy, could be more effectively informed and influenced.

This study aims to examine the influence of organizational citizenship behavior’s sub-constructs including altruism, civic virtue, sportsmanship, conscientiousness and courtesy on knowledge sharing behavior (KSB). It also pays attention to the effects of group emotional climate on the relationship between organizational citizenship behavior and knowledge sharing.

This research was conducted based on the quantitative research strategy by applying structural equation modeling. Using a random sampling method, this research surveyed 116 participants and analyzed the data via partial least equation modeling.

The results claim that altruism, conscientiousness and civic virtue have a significant effect on KSB, while the relationship between courtesy and sportsmanship with KSB were not significant. Furthermore, the findings depict that positive and negative workgroup emotional climate would impede or enhance KSB among people with a high level of altruism, conscientiousness and civic virtue.

Given the importance of knowledge sharing in the today knowledge economy, by comprehending the influence of group organizational citizenship behavior’s sub-constructs on knowledge sharing, managers would improve organizational knowledge sharing by developing a culture encouraging altruism, conscientiousness and civic virtue as a substitute for incentive pay. Moreover, promoting an emotionally supportive climate fosters knowledge sharing within people.

This study makes three distinct additions to the knowledge sharing literature. First, although there are little studies that investigate the relationship between organizational citizenship behaviors (OCB) and KS, a few of them examine the effects of OCB’s sub-constructs on KS behavior. Second, this is one of the first studies that examined the moderating role of workgroup emotional climate regarding knowledge sharing. Finally, examining the effect of OCB’s sub-constructs on KS in an Iranian public sector would contribute to the literature by broadening the examination of the constructs in a different context.