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21 – 30 of over 64000
Article
Publication date: 13 May 2019

Caren Brenda Scheepers and Christiaan Philippus Storm

The purpose of this paper is to investigate the influence of a positive form of leadership, particularly authentic leadership, on ambidexterity, as ambidexterity has shown to…

Abstract

Purpose

The purpose of this paper is to investigate the influence of a positive form of leadership, particularly authentic leadership, on ambidexterity, as ambidexterity has shown to improve financial performance. What is less clear, however, is how to create the organisational context towards ambidexterity or balanced exploitative and explorative innovation. This study set out to fill that gap in researching the direct influence of authentic leadership as well as indirect effect through innovation climate on ambidexterity.

Design/methodology/approach

A quantitative research approach was followed, with an online survey to employees in South African organisations. There were 733 useable questionnaires. Structural equation modelling was used to test proposed hypotheses of direct, indirect and moderation effects.

Findings

The results revealed that authentic leadership has a significant and positive direct effect on ambidexterity and a significant indirect effect through an innovation climate. Environmental dynamism lessened the regression weight of the relationship between authentic leadership and ambidexterity.

Research limitations/implications

The data collected were cross-sectional and respondents were South African employees; therefore, caution should be exercised when generalising the results to other organisations in a broader African context.

Practical implications

Understanding that both authentic leadership and innovation climate are required to significantly influence ambidexterity allows organisations to direct their leadership selection and development.

Originality/value

The main contribution of this research lies in clarifying the influence of authentic leadership on ambidexterity in the South African context.

Details

European Business Review, vol. 31 no. 3
Type: Research Article
ISSN: 0955-534X

Keywords

Article
Publication date: 11 April 2020

Collence Takaingenhamo Chisita and Madelien C. Fombad

Knowledge sharing for evidence-based climate change adaptation is key to reducing vulnerabilities. The disastrous effects of the recent tropical cyclone Idai in Zimbabwe’s eastern…

Abstract

Purpose

Knowledge sharing for evidence-based climate change adaptation is key to reducing vulnerabilities. The disastrous effects of the recent tropical cyclone Idai in Zimbabwe’s eastern highlands, whereby lives and livelihoods were destroyed, calls for fundamental rethinking on how knowledge sharing can be useful in reducing vulnerabilities. This study aims to examine how knowledge sharing practices among selected climate action organisations can support positive results in evidence-based climate change adaptation in Zimbabwe and recommends a strategy to enhance knowledge sharing for evidence-based climate change adaptation.

Design/methodology/approach

The researcher opted for a qualitative research methodology, and interviews were conducted with research participants to get in-depth information. The target population for the research is drawn from three climate change organisations in Zimbabwe. These participants were chosen because of their direct involvement in climate change adaptation and mitigation. Purposive sampling was used because it was considered an easy and informal method to reach the target population. The responses were coded and readied for analysis. Categories for analysis were also determined and described. The next section focuses on the presentation and interpretation of the responses.

Findings

The study found out that even though there is evidence of knowledge sharing in the selected organisations, there was a need for a strategy that integrates the efforts of all climate action organisation to realise successful climate change adaptation. Successful climate change adaptation requires an integrative force in the form of a strategy that supports knowledge sharing. The strategy breaks the silo mode of operation by bringing together all stakeholders through knowledge sharing.

Research limitations/implications

The research study was unique to the Zimbabwean climate change and adaptation context and only a purposive sampling of participants representing three climate change action was feasible.

Social implications

The proposed model will enhance knowledge sharing among climate change and adaptation organisations in Zimbabwe. It will transform knowledge management practices among climate change organisations in Zimbabwe.

Originality/value

The study recommends a knowledge sharing strategy that can be useful in supporting climate change adaptation. The model will support decision-making by providing access to shareable information on climate change. The proposed knowledge sharing strategy integrates the efforts of all stakeholders, including communities, government and academia, among many. The study proposes an original model for climate change adaptation for Zimbabwe.

Details

VINE Journal of Information and Knowledge Management Systems, vol. 51 no. 2
Type: Research Article
ISSN: 2059-5891

Keywords

Article
Publication date: 14 March 2016

Petra Kipfelsberger, Dennis Herhausen and Heike Bruch

The purpose of this paper is to explore how and when customers influence organizational climate and organizational health through their feedback. Based on affective events theory…

2172

Abstract

Purpose

The purpose of this paper is to explore how and when customers influence organizational climate and organizational health through their feedback. Based on affective events theory, the authors classify both positive and negative customer feedback (PCF and NCF) as affective work events. The authors expect that these events influence the positive affective climate of an organization and ultimately organizational health, and that the relationships are moderated by empowerment climate.

Design/methodology/approach

Structural equation modeling was utilized to analyze survey data obtained from a sample of 178 board members, 80 HR representatives, and 10,953 employees from 80 independent organizations.

Findings

The findings support the expected indirect effects. Furthermore, empowerment climate strengthened the impact of PCF on organizational health but does not affect the relationship between NCF and organizational health.

Research limitations/implications

The cross-sectional design is a potential limitation of the study.

Practical implications

Managers should be aware that customer feedback influences an organization’s emotional climate and organizational health. Based on the results organizations might actively disseminate PCF and establish an empowerment climate. With regard to NCF, managers might consider the potential affective and health-related consequences for employees and organizations.

Social implications

Customers are able to contribute to an organization’s positive affective climate and to organizational health if they provide positive feedback to organizations.

Originality/value

By providing first insights into the consequences of both PCF and NCF on organizational health, this study opens a new avenue for scientific inquiry of customer influences on employees at the organizational level.

Details

Journal of Managerial Psychology, vol. 31 no. 2
Type: Research Article
ISSN: 0268-3946

Keywords

Article
Publication date: 26 April 2018

Srecko Stamenkovic, Biljana Ratkovic Njegovan and Maja S. Vukadinovic

The purpose of this paper is to investigate the impact of organizational justice on the ethical climate in organizations in Serbia.

Abstract

Purpose

The purpose of this paper is to investigate the impact of organizational justice on the ethical climate in organizations in Serbia.

Design/methodology/approach

In the study, 3,413 employees participated whose task was to assess the dimensions of organizational justice (procedural, distributive and interactional) as well as the dimensions of ethical climate (egoism, benevolence and principle).

Findings

The obtained results show that the dimensions of organizational justice are significant predictors of dimensions of ethical climate. The dimension of distributive justice significantly predicts the dimensions of egoism and principle, while the dimensions of procedural and interactional justice significantly predict the dimensions of benevolence and principle. Concerning the structure of the relationship between dimensions of organizational justice and ethical climate, the results also showed that there is intra-national diversity depending on the region of the Republic of Serbia where the organization operates. Ethical climate based on maximization of personal interest is more connected to economically more developed regions with a larger population, while ethical climate based on duties related to norms, laws, rules and policies characterizes less developed regions with a smaller population.

Originality/value

In the context of contemporary Serbian business surrounding, the obtained results are discussed regarding the possibilities for improvement of ethical climate, which should be accompanied and supported by the positive impact of organizational justice.

Details

Cross Cultural & Strategic Management, vol. 25 no. 3
Type: Research Article
ISSN: 2059-5794

Keywords

Article
Publication date: 12 October 2015

Samuel Mafabi, John C. Munene and Augustine Ahiauzu

– This study aims to investigate the mediation role of innovation between creative climate and organisational resilience.

3922

Abstract

Purpose

This study aims to investigate the mediation role of innovation between creative climate and organisational resilience.

Design/methodology/approach

The study used a cross-sectional design to collect data about the study variables from parastatal managers using self-administered questionnaires. Hierarchical regression and Medigraph were used to test hypotheses.

Findings

Creative climate has a significant association with innovation and organisational resilience. Innovation partially mediates the effect of creative climate on organisational resilience.

Research limitations/implications

The sample size was small involving only parastatals. The results may be different in an expanded public sector. The study was cross-sectional that is limited in examining long-term effects of creative climate and innovation on organisational resilience. Therefore, a longitudinal study design is proposed for future research.

Practical implications

Managers in parastatals need to provide a conducive creative climate that promotes innovations for organisational resilience.

Originality/value

The study provides empirical evidence on the mediation role of innovation in the relationship between creative climate and organisational resilience in a public sector. The evidence shows the contribution of innovation in striving for organisational resilience based on the creative climate.

Details

International Journal of Organizational Analysis, vol. 23 no. 4
Type: Research Article
ISSN: 1934-8835

Keywords

Article
Publication date: 20 September 2021

Argyro Elisavet Manoli and Ian Richard Hodgkinson

Relative to the increasing focus on organisations’ outward communication consistency and coherency, the internal communication taking place between different organisational…

Abstract

Purpose

Relative to the increasing focus on organisations’ outward communication consistency and coherency, the internal communication taking place between different organisational functions is under-explored. The study aims to address the following two research questions: What form does cross-functional communication take within organisations? How do features of the communication work climate influence the form of cross-functional communication?

Design/methodology/approach

The study draws on qualitative data generated from semi-structured interviews with media and marketing managers from 33 professional football organisations operating in the English Premier League.

Findings

Thematic patterns between internal communication practices and different communication climates lead to the development of a new internal organisational communications typology, comprising: Type 1: collaborative symmetrical communication (cohesive climate); Type 2: unstructured informal communication (friendly climate); and Type 3: cross-functional silos (divisive climate).

Originality/value

Internal organisational communication practices are deemed fundamental to organisational success, yet there remains limited empirical evidence of the form such practices take or how they interact with features of an organisation’s communication climate. The study introduces a new internal organisational communications typology to develop and extend the theory and practice of internal marketing communications.

Article
Publication date: 1 September 2005

Steven H. Appelbaum, Kyle J. Deguire and Mathieu Lay

The purpose of this article is to perform a literature review of the existing body of empirically‐based studies relating to the causes and implications of how the ethical climate

14413

Abstract

Purpose

The purpose of this article is to perform a literature review of the existing body of empirically‐based studies relating to the causes and implications of how the ethical climate of a company ultimately affects the incidence of workplace deviance.

Design/methodology/approach

The article examines the issue of ethical contexts and climates within organizations, as measured by the Ethical Climate Questionnaire developed in 1987 by Victor and Cullen , and their implications in the daily work lives of participants. The causes of unethical behaviour, including the presence of counter norms, the environment in which a firm operates, and organizational commitment, as well as the manifestation of this behaviour in the form of workplace deviance, are reviewed. Finally, current trends in preventing workplace deviance are investigated, including promoting a strong culture of ethics, and the use of “toxic handlers”, individuals who take it upon themselves to handle the frustrations of fellow employees.

Findings

Clearly, unethical and deviant behaviour problems are of great concern to organizations, which must take steps to solve them, at the same time as fostering strong positive ethical cultures. Feels that further studies are needed using more definitive and qualitative measurements to learn more about these behaviours.

Originality/value

This article would be useful to those who wish to obtain an overview of the current literature, specifically readers who do not specialize in the subject area.

Details

Corporate Governance: The international journal of business in society, vol. 5 no. 4
Type: Research Article
ISSN: 1472-0701

Keywords

Article
Publication date: 24 August 2012

Adela J. McMurray, Mazharul Islam, James C. Sarros and Andrew Pirola‐Merlo

The purpose of this exploratory study is to examine the impact of leadership on workgroup climate and performance in a religious/church‐based non‐profit organization.

7412

Abstract

Purpose

The purpose of this exploratory study is to examine the impact of leadership on workgroup climate and performance in a religious/church‐based non‐profit organization.

Design/methodology/approach

The impact of leadership is investigated using a questionnaire comprised of established scales such as the transformational leadership scales (TLS), team climate inventory questionnaire (TCI), team effectiveness, workgroup cohesion, and interdependence scales. This is a context based study that considers the unique culture comprised of social, political, economic, technologic, personnel, and personal concerns. Descriptive, correlation, hierarchical regression, and SPSS macro developed by Preacher and Hayes were used as statistical techniques to assess the indirect effects (Sobel Tests) of variables.

Findings

Transformational leadership was identified as a key variable for the functioning of workgroup performance whilst transactional leadership was identified as a key influencing factor of workgroup climate. In addition, the study found a significant and positive large effect of workgroup climate on workgroup performance whilst both transformational and transactional leadership did not influence workgroup performance through workgroup climate. This finding provides areas in need of further research.

Research limitations/implications

There is likely to be posing risks of method variance or response biases as all data were drawn from employee surveys. There is also likely to be selection bias as the authors could not directly compare respondents with non‐respondents. The fact that there may be operational differences in other as well as smaller organizations, based on the limited size and the ability to allocate job functions, could limit the generalization of this result to other organizations.

Originality/value

This study makes a significant contribution to both scholarly theory and workplace practice in the non‐profit sector as the findings indicated that the influence of workgroup climate on workgroup performance provided an enabling context for the delivery of leadership in a religious/church‐based non‐profit organization.

Article
Publication date: 12 February 2018

Juan M. Madera, Priyanko Guchait and Mary Dawson

The purpose of this paper is to examine how managers react to sexual harassment as a function of the harasser role that includes a customer as a source of harassment and an…

2276

Abstract

Purpose

The purpose of this paper is to examine how managers react to sexual harassment as a function of the harasser role that includes a customer as a source of harassment and an organization’s climate for sexual harassment.

Design/methodology/approach

Using an experiment with a 2 (harasser role: coworker or customer) × 2 (organizational climate of sexual harassment: tolerates or does not tolerate) between-subjects design, 162 hotel managers were randomly assigned to read one of four conditions.

Findings

Both the harasser role and organization’s climate for sexual harassment influenced the managers’ sexual harassment reactions, specifically whether they label the incident as sexual harassment and attribute responsibility to the organization. The managers’ gender was found to moderate these relationships.

Practical implications

The results underscore the importance of understanding reactions to sexual harassment because, regardless of who harasses (coworker or customer) and the organizational climate (tolerates or does not tolerate sexual harassment), sexual harassment of any form can be harmful for the well-being of hospitality employees. These results also provide educational implications.

Originality/value

This is the first known experimental study to examine how hospitality managers react to sexual harassment when the harasser role includes a customer versus a coworker. The results illustrate that the same sexually harassing behavior was perceived less negatively – in regard to both the labeling and attribution of organizational responsibility – when it was done by a customer than by a coworker.

Details

International Journal of Contemporary Hospitality Management, vol. 30 no. 2
Type: Research Article
ISSN: 0959-6119

Keywords

Article
Publication date: 1 June 2000

Deborah Hicks‐Clarke and Paul Iles

The article presents a discussion of issues of human resource diversity and diversity climates in organisations and develops a conceptual model of a “positive climate for…

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Abstract

The article presents a discussion of issues of human resource diversity and diversity climates in organisations and develops a conceptual model of a “positive climate for diversity” (PCFD). This refers to the degree to which there is an organisational climate in which human resource diversity is valued and in which employees’ from diverse backgrounds feel welcomed and included. It presents a model of the indicators of a positive climate for diversity and the outcomes for organisations and individuals of such a climate, especially individual career and organisational attitudes and perceptions. It also presents variables which have a moderating effect in the model. The results of research from both private and public sector organisations, with emphasis on service, indicate that climates for diversity do impact significantly on a range of career and organisational attitudes and perceptions. The research and managerial implications are discussed.

Details

Personnel Review, vol. 29 no. 3
Type: Research Article
ISSN: 0048-3486

Keywords

21 – 30 of over 64000