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Article
Publication date: 16 June 2021

JD Visser and Caren Brenda Scheepers

Organisations have to be ambidextrous to survive in modern times. This study, therefore, aims to investigate the influence of contextual leadership on exploratory and…

Abstract

Purpose

Organisations have to be ambidextrous to survive in modern times. This study, therefore, aims to investigate the influence of contextual leadership on exploratory and exploitative innovation. Environmental dynamism was the moderator in this relationship, and innovation climate was the mediator.

Design/methodology/approach

The research design was a quantitative study, using a Web-based survey questionnaire, which consisted of valid and reliable scales. There were 1,204 respondents who completed the survey. Analyses included reliability, validity tests and structural equation modelling to test the hypothesised relationships among the variables.

Findings

The results show that exploitative and exploratory innovation is predicted by the innovation climate, which in turn is predicted by contextual leadership. The findings include a slight moderating effect of environmental dynamism on these relationships. The results suggest that contextual leadership is a significant predictor for improving innovation climate.

Practical implications

As contextual leadership explains 33% of the variance in organisational climate, companies can benefit from developing their leaders to create climates that promote innovation. At increased levels of environmental dynamism, innovation efforts should increase.

Originality/value

Contextual leadership is a crucial element to build innovation-friendly workplaces. The study addresses the gap in research on the influence of contextual leadership on exploitative and exploratory innovation with the mediating and moderator effect on this relationship.

Details

European Business Review, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0955-534X

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Article
Publication date: 19 March 2021

Ali Ibrahim Al-Tarawneh and Raid Al-Adaileh

This study aims at investigating the impact of some selected organizational and cultural factors on organizational learning (OL). It also attempts to study the moderating…

Abstract

Purpose

This study aims at investigating the impact of some selected organizational and cultural factors on organizational learning (OL). It also attempts to study the moderating role of management support on the influential relationship between these organizational and cultural factors and OL within the context of Jordanian mining sector (JMS).

Design/methodology/approach

A descriptive-analytical approach is applied to collect and analyze the data. A survey questionnaire is used as a primary data collection instrument. The study sample includes 400 participants from the seven selected manufacturing companies within the context of JMS. Smart PLS 3 and IBM SPSS version 25 were applied to answer the study questions and to test the hypotheses.

Findings

Organization strategy has a statistical significant impact on OL. Moreover, cultural factors (innovation; teamwork; knowledge sharing) have a significant impact on OL. The results of the moderating variable revealed that the level of management support is not moderating the relationship between organizational factors and OL. Nonetheless, it is revealed that management support is moderating the relationship between organizational culture and OL.

Practical implications

It seems that a continuous management support is an important facilitating feature to motivate a learning culture. Cultural attributes, including innovation, teamwork and knowledge sharing must be taken into consideration as facilitating factors to encourage OL. Gradual changes must be introduced to create innovative, teamwork and knowledge-sharing culture. Additionally, a specific strategic goal should be part of the organizational corporate strategy and action plans must be developed to achieve this goal in a systematic manner.

Originality/value

The inclusion of management support as a moderating factor could add an original contribution to the current body of knowledge concerning OL. Moreover, this study argues that the core concept of learning might be there but a systematic process of learning and the contextual factors influencing this concept still need more concern.

Details

Journal of Workplace Learning, vol. 33 no. 6
Type: Research Article
ISSN: 1366-5626

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Article
Publication date: 9 December 2020

Mohamad Mehdi Maleki and Bahman Hajipour

In this paper, the authors have tried to propose an organizational antecedent’s model of sustainable entrepreneurial orientation. It is believed that firms with high…

Abstract

Purpose

In this paper, the authors have tried to propose an organizational antecedent’s model of sustainable entrepreneurial orientation. It is believed that firms with high degree of entrepreneurial orientation are more plausible to prosper. Therefore, the authors are looking on how they can use organization factor to achieve sustainable entrepreneurial orientation.

Design/methodology/approach

This study uses a multiple case-study approach while incorporating content analysis and interpretive structural modeling. After reviewing previous studies on entrepreneurial orientation and corporate entrepreneurship, multiple case study including six firms from different industries in Iranian economic context were studied to discover the main organizational antecedents of sustainable entrepreneurial orientation using content analysis. Furthermore, interpretive structural modeling methods were used to determine the relationship between realized antecedents.

Findings

The findings show that the organizational antecedents of sustainable entrepreneurial orientation are coaching, succession plans, organizational learning, chief executive office, professional staff, organizational alignment and key resources and capabilities. The proposed structural model shows the relationship between organizational antecedents of entrepreneurial orientation and coaching is determined as the building stone of sustainable entrepreneurial orientation.

Practical implications

Researchers believe that findings will help managers and practitioners on how to design organizational factors in their organization. Hence, they can strengthen factors that promote entrepreneurial orientation and make it sustainable to enhance organizational performance.

Originality/value

While entrepreneurial orientation construct is a well-recognized concept in the previous studies, little is known about its organizational antecedents. Current research identified model organizational antecedents to achieve sustainable entrepreneurial orientation.

Details

Journal of Entrepreneurship in Emerging Economies, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2053-4604

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Article
Publication date: 5 May 2020

Khawaja Jehanzeb

The purpose of this paper is to examine the relationship between perceived organizational support (POS), employee development and organizational citizenship behavior (OCB…

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Abstract

Purpose

The purpose of this paper is to examine the relationship between perceived organizational support (POS), employee development and organizational citizenship behavior (OCB) while considering the moderating effect of person–organization (P–O) on this association.

Design/methodology/approach

Using a stratified sampling technique, the data was collected from 331 employees working in different bank branches located in five metropolitan cities of Pakistan. To test the hypotheses, the structural equation modeling technique was applied using AMOS 21.0.

Findings

The results of the study strongly supported the relationship between POS, employee development and organizational commitment. However, an insignificant relationship was found between POS, employee development and OCB. The results also reported a significant relationship between organizational commitment and OCB. Moreover, the relationship between organizational commitment and OCB was found to be moderated by P–O fit.

Research limitations/implications

The findings of the study can be useful for banking organizations and policymakers responsible for employee and organizational productivity. The findings of the study can also assist the organizational leaders in working on long-term employee support programs to maximize their commitment to the organization. The study also provides the scope and space for potential scholars and researchers for carrying out further research.

Originality/value

While there is extensive literature is available on POS, employee development and its impact on OCB. However, it appears that very little work has been done to examine the moderating role of the P–O fit in the relationship between organizational commitment and OCB. Therefore, this study can be considered as original and of great value in understanding its relationships between various constructs in the scenario of Pakistan.

Details

European Journal of Training and Development, vol. 44 no. 6/7
Type: Research Article
ISSN: 2046-9012

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Article
Publication date: 1 June 1997

James L. Price

Addresses the standardization of the measurements and the labels for concepts commonly used in the study of work organizations. As a reference handbook and research tool…

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11580

Abstract

Addresses the standardization of the measurements and the labels for concepts commonly used in the study of work organizations. As a reference handbook and research tool, seeks to improve measurement in the study of work organizations and to facilitate the teaching of introductory courses in this subject. Focuses solely on work organizations, that is, social systems in which members work for money. Defines measurement and distinguishes four levels: nominal, ordinal, interval and ratio. Selects specific measures on the basis of quality, diversity, simplicity and availability and evaluates each measure for its validity and reliability. Employs a set of 38 concepts ‐ ranging from “absenteeism” to “turnover” as the handbook’s frame of reference. Concludes by reviewing organizational measurement over the past 30 years and recommending future measurement reseach.

Details

International Journal of Manpower, vol. 18 no. 4/5/6
Type: Research Article
ISSN: 0143-7720

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Article
Publication date: 4 June 2018

Hyung-Woo Lee

The mechanism by which leadership influences organizational performance has largely been unexplained. This study intends to fill this gap. This study identified the six…

Abstract

Purpose

The mechanism by which leadership influences organizational performance has largely been unexplained. This study intends to fill this gap. This study identified the six specific leadership practices: promoting inter-unit collaboration, managing diversity, providing performance feedback, ensuring goal directedness, developing employees, and resource provision. This study also identified a number of generic functions of leadership, that is, promoting cooperation, clarifying employees’ roles, and improving skills in organization. Then the mediating effects of the three generic functions were tested in order to link the specific leadership practices to organizational performance. The paper aims to discuss these issues.

Design/methodology/approach

Structural equation modeling was used for analyzing the data from the 2014 Federal Employee Viewpoint Survey to investigate the mediating model.

Findings

The effects of the six specific leadership practices on organizational performance were mediated by the three generic leadership functions.

Originality/value

The result of this study delineated the linking paths between leadership practices and organizational performance which has largely remained as a black box. Moreover, since the specific leadership practices are categorized by the generic functions that are instrumental for organizational performance, it provides theoretical and empirical grounds for managerial prescriptions for improving organizational performance.

Details

International Journal of Manpower, vol. 39 no. 3
Type: Research Article
ISSN: 0143-7720

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Article
Publication date: 21 May 2019

Mohammad Olfat, Gholam Ali Tabarsa, Sadra Ahmadi and Sajjad Shokouhyar

The purpose of this paper is twofold: first, to document that employees’ use of social networks (SNs) does not necessarily bring negative consequences and can indirectly…

Abstract

Purpose

The purpose of this paper is twofold: first, to document that employees’ use of social networks (SNs) does not necessarily bring negative consequences and can indirectly benefit organizations and second, to compare the roles of public SNs and enterprise social networks (ESNs) in bringing benefits to organizations. Consequently, this study, on the basis of stimulus‒organism‒response theory, directly investigated and compared the roles of public SNs and ESNs in promoting employees’ organizational commitment from affective, normative, and continuance dimensions with regard to the mediating role of job satisfaction.

Design/methodology/approach

For this purpose, 240 employees of Asia-Tech Company, one of the high-speed internet service providers in Iran, who had joined Skype for Business ESN, were included in this study. Partial least squares (PLS) method was used to examine the validity of the measurement and structural models. To this end, Warp-PLS software (version 5.0) was employed.

Findings

The results of the study suggested that public SNs have a positive impact on affective and normative commitment; however, no significant impact was observed for continuance commitment. ESNs directly affect none of the dimensions of organizational commitment. Although both types of SNs have impacts on job satisfaction, the greater impact was found for the public SNs. Job satisfaction also has a positive effect on all three dimensions of organizational commitment.

Originality/value

To the best of authors’ knowledge, no study has directly investigated and compared the roles of ESNs and public SNs in promoting organizational commitment from affective, continuance and normative dimensions with regard to the mediating role of job satisfaction. The most important theoretical contribution of the present research was to document that the employees’ use of SNs does not necessarily entail the waste of resources and has various advantages, such as strengthening organizational commitment (in affective, normative and continuance dimensions) and job satisfaction. In fact, this study disclosed the bright side of SNs in the workplace.

Details

Journal of Enterprise Information Management, vol. 32 no. 3
Type: Research Article
ISSN: 1741-0398

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Article
Publication date: 1 October 2019

Daniel S. Alemu and Deborah Shea

The purpose of this paper is to investigate the extent to which organizational level of functionality is affected by its leadership, its staff, the way task is performed…

Abstract

Purpose

The purpose of this paper is to investigate the extent to which organizational level of functionality is affected by its leadership, its staff, the way task is performed in the organization (culture), and the structural and governance makeup of organizations. This study also determined the direct and indirect impacts of these variables on organizational functionality in general and drawing lessons to educational organizations in specific.

Design/methodology/approach

This is a quantitative study. Data from 185 participants were analyzed using SPSS software version 24. The data analysis procedure for this study followed various steps. First, multiple factor analysis was conducted to narrow the long list of items and to create a manageable list of construct variables for analyses. Then path analysis, using a series of multiple regression, was conducted to identify the degree of relationship between the independent and dependent variables. Finally, a path model coefficient diagram was created.

Findings

Using path analysis, a new model that depicts the level of interactions among the proposed variables and the extent and direction of influence of each variable on organizational level of functionality has been created. In addition, a path diagram that illustrates the model is provided and explained. This study also determined the direct and indirect impacts of these variables on organizational functionality. Finally, conclusions and implications of the study for educational organizations were presented.

Research limitations/implications

It should be noted that path analysis studies, by nature, are based on assumptions provided by the researchers. Hence, future studies using different variables and different assumption may not necessarily generate the same result. In addition, this study looked at a broader view of organizations rather than a specific type.

Practical implications

This study expanded the use of organizational diagnosis frameworks, beyond studying organizational performance, to study organizational level of functionality which can be used to diagnose the level of function (or dysfunction) of organizations in a holistic manner.

Social implications

The present study contributes to the body of literature in organizational diagnosis in various ways; chief of which is the creation of a new path model which shows the direct and indirect effects of specific variables in numeric terms.

Originality/value

Unlike previous studies on the topic, this study suggests that organizational level of functionality should be studied using variables internal to the organization, because any two organizations of similar purpose and capacity, located in similar environment, could function differently due to factors internal to the organizations. Investigating organizational level of functionality using variables internal to the organization is assumed to provide a deeper diagnosis and self-assessment as it minimizes the noises created by variables external to the organization. All the variables in this study are therefore carefully selected to be internal to organizations.

Details

International Journal of Educational Management, vol. 33 no. 7
Type: Research Article
ISSN: 0951-354X

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Article
Publication date: 2 August 2018

Safayet Rahman, Md. Zahidul Islam, Annie Dayani Ahad Abdullah and Wardah Azimah Sumardi

The purpose of this paper is to investigate the influence of organizational factors such as culture, leadership, structure and top management support on organizational

Abstract

Purpose

The purpose of this paper is to investigate the influence of organizational factors such as culture, leadership, structure and top management support on organizational commitment in Bangladeshi service sector.

Design/methodology/approach

This study is based on empirical findings administered on 217 managerial personnel in the service organizations based in Bangladesh.

Findings

Findings of this study reveal that among the variables that are hypothesized in this study; team orientation, stability, transformational leadership, transactional leadership, decentralization, formalization and top management support have an influence on organizational commitment.

Research limitations/implications

This study has identified and integrated factors that can influence organizational commitment in Bangladeshi service sector. Larger sample size including multiple country or culture may bring more explanatory power, comparability and increased generalizability.

Practical implications

The outcome of this study will help business managers to identify and understand the organizational factors that can influence organizational commitment.

Originality/value

This study extends current research on organizational commitment by identifying and integrating the organizational factors and providing a simplistic model for the relationship between organizational factors and organizational commitment in the context of Bangladeshi service organizations.

Details

Journal of Strategy and Management, vol. 11 no. 3
Type: Research Article
ISSN: 1755-425X

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Article
Publication date: 15 January 2018

Prodromos Chatzoglou, Dimitrios Chatzoudes, Lazaros Sarigiannidis and Georgios Theriou

This paper aims to attempt to bring together various organisational aspects that have never been collectively investigated before in the strategic management literature…

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6418

Abstract

Purpose

This paper aims to attempt to bring together various organisational aspects that have never been collectively investigated before in the strategic management literature. Its main objective is to examine the relationship between “strategic orientation” and “firm performance”, in the light of two firm-specific factors (“distinct manufacturing capabilities” and “organisational structure”). The proposed research model of the present study is built upon the resource-based view (RBV) of the firm and the organisational aspect of the VRIO framework (the “O” from the VRIO model).

Design/methodology/approach

The study proposes a newly developed research model that adopts a four-factor approach, while examining a number of direct and indirect effects. The examination of the proposed research model was made with the use of a newly developed structured questionnaire that was distributed on a sample of Greek manufacturing companies. Research hypotheses were tested using the structural equation modelling technique. The present study is explanatory (examines cause and effect relationships), deductive (tests research hypotheses), empirical (collects primary data) and quantitative (analyses quantitative data that were collected using a structured questionnaire).

Findings

The empirical results suggest the coexistence of three distinct categories of effects on “firm performance”: strategy or “utility” effects, depending on the content of the implemented strategy; firm-specific effects, depending on the content of the organisational resources and capabilities; and organisational effects, depending on the implemented organisational structure. More specifically, the statistical analysis underlines the significant mediating role of “strategic orientation” and the complementary role of “organisational structure”. Finally, empirical results support the argument that “strategy follows structure”.

Research limitations/implications

The use of self-reported scales constitutes an inherent methodological limitation. Moreover, the present study lacks a longitudinal approach because it provides a static picture of the subject under consideration. Finally, the sample size of 130 manufacturing companies could raise some concerns. Despite that, previous empirical studies of the same field, published in respectable journals, were also based on similar samples.

Practical implications

When examining the total (direct and indirect) effects on “firm performance”, it seems that the effect of “organisational structure” is, almost, identical to the effect of “distinct manufacturing capabilities”. This implies that “organisational structure” (an imitable capability) has, almost, the same contribution on “firm performance” as the manufacturing capabilities of the organisation (an inimitable capability). Thus, the practical significance of “organisational structure” is being highlighted.

Originality/value

There has been little empirical research concerning the bundle of firm-specific factors that enhance the impact of strategy on business performance. Under the context of the resource-based view (RBV) of the firm, the present study examines the impact of “organisational structure” on the “strategy-capabilities-performance” relationship, something that has not been thoroughly investigated in the strategic management literature. Also, the present study proposes an alternate measure for capturing the concept of business strategy, the so-called factor of “strategic orientation”. Finally, the study adopts a “reversed view” in the relationship between structure and strategy. More specifically, it postulates that “strategy follows structure” and not the opposite (“structure follows strategy”). Actually, the empirical data supported that (reversed) view, challenging the traditional approach of Chandler (1962) and calling for additional research on that ongoing dispute.

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