Search results

Time considerations are an important element of entrepreneurial processes in organizations. The current study analyzes the interface between time and entrepreneurship in the firm, examining the relationships between organizational time norms that are shaped by the firm and individual time structures that reflect individual personality differences and how individuals perceive and interpret the organizational time norms. The study seeks to determine if, how, which, and to what extent organizational time norms and individual time structures impact employees’ attitudes toward undertaking entrepreneurial activities and practices related to corporate entrepreneurship in the organization. The chapter develops a model and five hypotheses that are empirically tested in an Israeli manufacturing company that encouraged its employees to pursue entrepreneurial activities within the company. The findings show that, as hypothesized, individual time structures moderate the relationship between organizational time norms and undertaking corporate entrepreneurial activities. It was found that under loose (flexible) organizational time norms, employees with defined time structures generated entrepreneurial proposals. In contrast, employees with vague time structures did not produce entrepreneurial proposals. The results highlight the importance of matching employee time structures with their firm's time norms as a means of promoting corporate entrepreneurial activities.

The purpose of this paper is to investigate the impact of organizational norms on employee productivity within the higher education sector in UAE.

A quantitative research approach was used to investigate 89 respondents from higher education institutions. An online survey approach was used to investigate the opinions of respondents with regard to the impact of organizational norms on employee productivity in UAE. The data were then statistically analyzed using SPSS version 22.

The results showed a positive association between the investigated organizational norms and employee productivity. Furthermore, there was a significant relationship between age and organizational norms. Increase in employee age corresponds to an increase in employee productivity.

This study has made a novel contribution, since there is a significant lack of research surrounding the influence of organizational norms on employee productivity in the higher education institutions in UAE.

This paper aims to describe how organizational culture is manifested in behavioral norms and expectations, focusing on 12 sets of behavioral norms associated with constructive, passive/defensive, and aggressive/defensive cultural styles.

The organizational culture inventory, a normed and validated instrument designed to measure organizational culture in terms of behavioral norms and expectations, was used to test hypotheses regarding the impact of culture. Data are summarized from 60,900 respondents affiliated with various organizations that have used the instrument to assess their cultures. Also presented is a brief overview of a practitioner‐led assessment of four state government departments.

The results of correlational analyses illustrate the positive impact of constructive cultural styles, and the negative impact of dysfunctional defensive styles, on both the individual‐ and organizational‐level performance drivers. The results clearly link the dysfunctional cultural styles to deficits in operating efficiency and effectiveness.

The concept of organizational culture is derived from research in the field of organizational behavior characterized by use of qualitative methods. Yet, one of the most powerful strategies for organizational development is knowledge‐based change, an approach that generally relies on the use of quantitative measures. Although both methods share the potential for producing cumulative bodies of information for assessment and theory testing, quantitative approaches may be more practical for purposes of knowledge‐based approaches for organizational development generally, and assessing cultural prerequisites for organizational learning and knowledge management specifically.

The purpose of the current research is to examine the crucial role of employees' perception of an incivility norm in predicting supervisors' incivility behaviors, which in turn, results in employees enacting incivility toward their coworkers and employees' emotional exhaustion.

In Study 1, an experience sampling method (a daily-diary approach) in which 143 male participants from several construction sites completed a total of 1,144 questionnaires was used . In Study 2, cross-sectional data from 156 male employees working in a manufacturing organization was collected. In Study 3, a quasi-experiment was conducted in which 33 and 36 employees were assigned to the intervention and control groups, respectively.

In Studies 1 and 2, it was revealed that employees are likely to experience their supervisor’s incivility behaviors when perceiving such incivility behaviors are more acceptable within the organization (incivility norm). Further, once employees experience incivility from their supervisor, they are more likely to enact incivility toward their coworkers and experience emotional exhaustion. In Study 3, changing organizational policies via implementing grievance procedures was effective in improving the study’s outcome variables.

Incivility norms predict some negative work outcomes such as incivility behaviors as both a victim and instigator, and emotional exhaustion. Further, reducing an adverse organizational norm (i.e. incivility norm) via instituting grievance procedures was effective in reducing incivility behaviors and emotional exhaustion.

Waste management behaviours (WMBs) play an important role in minimising metropolitan solid waste generation and reducing the environmental impacts caused by waste disposal. The purpose of this paper is to investigate the role of social norms, organisational norms and personal norms in explaining individuals’ engagement in WMBs, which include waste avoidance, green purchasing, reusing and recycling and waste disposal.

The metropolitan city of Bangkok, Thailand was selected as a case study – it faces waste management problems caused by a massive increase in waste over the past decade. This study distributed questionnaires to 193 public and private officers residing in the city of Bangkok. Path analyses and a multiple regression analysis were performed to test the effect of each norm and the association of various norms on individuals’ engagement in WMBs.

The results revealed that organisational norms had the strongest effect (both direct and indirect) on WMBs. Personal norms also had a direct effect on WMBs. In contrast, social norms did not directly influence WMBs; however, they did have an indirect effect on WMBs through organisational norms.

This study suggests that the role of organisational norms should be heavily emphasised in promoting the WMBs of public and private officers.

This study found that the role of organisational norms is the most significant factor influencing WMBs in workplaces. In addition, both provincial and subjective environmental norms in organisations significantly affect WMBs. They should be enhanced in order to promote WMBs in organisations.

Multiculturalism is now one of the greatest challenges in the Western society. It supposes a deeper awareness of the various cultures involved in a given society. Of course, the well‐known cultural and ethnic groups must basically be involved in such a social change. But, since the arising and growth of business ethics as a field of research, the business world as a social institution has revealed itself as a complex network of subcultures. So, the “organizational culture” has become an “a priori concept” in business ethics. Although many researches deal with corporate culture, very few authors emphasize its structural elements. A systemic view of the organizational culture expresses how we cannot develop a corporate ethics without at least a “fore‐understanding” or, at best, a critical judgment on the organizational culture of a given corporation. I will describe the four subsystems of the organizational culture and their ethical implications.

The purpose of this paper is to fill the gap in the literature by exploring the perceived societal discrimination as an antecedent of perceived organizational discrimination, and investigating the impact of organizational culture (i.e. constructive, passive-defensive and aggressive-defensive culture norms) on perceptions of discrimination in the workplace.

A total of 176 American employees completed three surveys assessing perceived societal discrimination, perceived organizational discrimination and organizational culture online through Amazon Mechanical Turk. Data were analyzed using hierarchical multiple regression method.

Results suggest individuals’ perceptions of discrimination in the workplace are influenced by both perceived discrimination in society and perceptions of behavioral norms related to organizational culture. Findings in the current study indicated individuals’ attitudes and beliefs manifested in the societal context were carried into, and reflected in, the workplace. Additionally, beliefs related to organizational discrimination were found to be amplified or minimized depending on organizational culture; specifically, organizations dominated by culture norms reflecting behaviors related to individual security needs predicted higher levels, and culture norms reflecting behaviors related to meeting employee satisfaction needs predicted lower levels of perceived organizational discrimination.

This paper tested theoretical frameworks debated in the literature by exploring beyond institutional boundaries in the study of perceived discrimination by exploring perceived societal discrimination as an antecedent to perceived organizational discrimination. This project also is the first study (to authors’ knowledge) to investigate the impact of organizational culture on perceived organizational discrimination.

Writings on organizational culture suggest that cultural values and norms are influenced by factors at the organizational, industry, and societal levels. While the effects of societal and organizational factors have been researched extensively, those of industry factors have not received commensurate attention. The purpose of this paper is to investigate the relative importance of industry vs organizational variables in explaining the cultural norms reported by individuals within organizations.

The effects of two industry characteristics, (growth rate and research and development intensity) and two sets of organizational factors (leadership behaviors and human resource practices) on the strength of constructive, passive/defensive, and aggressive/defensive organizational cultural norms were investigated.

Results of hierarchical linear modeling analysis of survey data from 3,245 respondents in 424 organizations in 12 different industries revealed significant between-organization variation but no significant between-industry variation in the three types of cultural norms measured. Furthermore, while industry-level factors were unrelated to culture, significant variance in the culture measures was explained by leadership behaviors and human resource practices (use of rewards and fairness of performance appraisal).

The strength of cultural norms and expectations within an organization evolve in response to attributes specific to the organization and do not necessarily reflect industry characteristics. The results indicate that organizations using surveys to assess their cultures may learn as much (if not more) by comparing their feedback to data on organizations across a spectrum of industries as opposed to organizations exclusively in their own industry.

Most of the frameworks developed to examine and describe the cultures of organizations delineate specific dimensions or types that are assumed to be relevant to all organizations regardless of the industries within which they operate. The purpose of this paper was to explore the validity of this assumption by investigating the relative impact of industry and organizational factors on organizational culture.

The purpose of this paper is to apply a group norm approach to explain how average engagement across an organization is related to an individual’s level of engagement.

Survey data were collected from over 46,000 participants from 140 organizations. Multi-level analysis tested the hypotheses that similarity (in terms of shared status) and likely interaction would determine the extent a group’s norms affected individual engagement. Normative data and the dependent variable data were provided by different participants.

Results supported the aggregation of individuals’ measure of engagement to form three norms within an organization: an employee norm, a manager norm and a senior leader norm. These engagement norms were significantly related to an individual’s engagement at work beyond the effect of both organizational resources and manager support. Individuals were more strongly influenced by the norm of those in the organization with whom they were most similar and with whom they were likely to interact.

Provides evidence that engagement exists at the group level and that status groups within the organization have norms that independently affect individual-level engagement.

This article examines the interaction between Western leadership and authority practices and those of a non‐Western culture in their managerial and organizational contexts. Specifically, it examines the mechanism for organizational commitment through the use of a non‐Western authority relationship in a Western organization situated in a non‐Western culture. Data concerning the experience of an organizational change in a non‐Western cultural context fail to confirm some of the ideas advanced in the divergence and convergence thesis. An alternative framework for conceptualizing the process of interaction and outcome of organizational development in situations of cross‐cultural transfer and application of management practices is proposed.