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Book part
Publication date: 29 January 2024

Paulina Wojciechowska-Dzięcielak and Neal M. Ashkanasy

The question of how work motivation affects team members' tacit and explicit knowledge sharing has long puzzled organizational scholars. In this chapter, the quality of…

Abstract

Purpose

The question of how work motivation affects team members' tacit and explicit knowledge sharing has long puzzled organizational scholars. In this chapter, the quality of team–member exchange (TMX) is presented as one potential mechanism.

Approach

Key variables in the model are intrinsic and extrinsic work motivation, interactional and distributive organizational justice, tacit and explicit knowledge sharing, relationship-oriented and task-oriented TMX, organizational rules, organizational climate for trust. Separate models are developed for intrinsic versus tacit knowledge sharing.

Findings

While explicit knowledge sharing depends upon extrinsic factors such as extrinsic work motivation, task oriented TMX, distributive justice perceptions, and organizational rules, tacit knowledge sharing is dependent upon intrinsic factors such as intrinsic work motivation, relationship-oriented TMX, interactive justice perceptions, and perceptions of an organizational climate for trust.

Originality/Value

This is the first model to provide a useful framework that should enable scholars to research the factors underlying the relationships between individual employee motivation and both explicit and tacit organizational knowledge sharing.

Book part
Publication date: 28 October 2021

Kevin E. Dow, Davood Askarany, Belaynesh Teklay and Ulf H. Richter

This study contributes to the management accounting (MA) literature by exploring the effect of managers’ perception of justice in the budgeting process (as a subsystem of MA) on…

Abstract

This study contributes to the management accounting (MA) literature by exploring the effect of managers’ perception of justice in the budgeting process (as a subsystem of MA) on their satisfaction and motivation to achieve organizational objectives. Drawing on the Habermasian concept of deliberative democracy, which underscores the importance of gaining legitimacy to achieve desirable outcomes, our analysis focuses on seven constructs related to situational and intrinsic participation, procedural and distributive justice, and attitude on two outcome constructs: satisfaction and motivation. We surveyed managers with an accounting background who are directly involved in the budgeting process and analyzed our data using partial least squares-based path analysis–structural equation modeling (PLS-SEM). The results of this study indicate that both dimensions of justice – distributive and procedural – are positively associated with participation, and in turn, positively impact satisfaction and motivation. Contrary to expectations, managers’ influence on the final budget does not seem to be as important as we expected. Budgeting is an important managerial function that involves setting targets based on an organization’s strategy and allocating resources for its execution. Such a fundamental process requires managers’ participation at various levels to ensure that the process is fair and just. Our study’s findings imply that justice perceptions are an essential fabric of organizational processes that drive human behavior. Specifically, our findings reveal that perception of justice influences participation and satisfaction and motivation.

Details

Advances in Management Accounting
Type: Book
ISBN: 978-1-80043-627-5

Keywords

Book part
Publication date: 26 June 2012

Roy K. Smollan

Staff facing organizational change often experience negative emotions when they anticipate or encounter injustice and these can lead to turnover, absenteeism, decreased…

Abstract

Staff facing organizational change often experience negative emotions when they anticipate or encounter injustice and these can lead to turnover, absenteeism, decreased productivity and resistance to change. The aims of this study were to identify the nature of the emotions reported by respondents and explore how they were triggered by perceptions of different forms of injustice: distributive, procedural, interpersonal and informational. A series of interviews with those playing different roles in change initiatives, at various hierarchical levels and in a range of organizations, demonstrates the corrosive effects of perceived injustice and the attendant negative emotions such as anger, frustration, anxiety and guilt. These emotions tended to be more intense for those experiencing change and somewhat subdued for those leading and managing it. The findings contribute to research into organizational change by presenting insights into the affective elements of four types of injustice that have seldom been explored in previous qualitative studies.

Details

Experiencing and Managing Emotions in the Workplace
Type: Book
ISBN: 978-1-78052-676-8

Abstract

Details

Contemporary HRM Issues in the 21st Century
Type: Book
ISBN: 978-1-78973-457-7

Book part
Publication date: 26 September 2005

Jonathan A. Matheny and Roy K. Smollan

This chapter addresses the confluence of emotions, justice, and organizational change. Drawing on these three literatures, the chapter provides empirical analysis of over 100…

Abstract

This chapter addresses the confluence of emotions, justice, and organizational change. Drawing on these three literatures, the chapter provides empirical analysis of over 100 separate organizational change events. The findings confirm previous research regarding patterns among emotions and demonstrate these patterns apply in the specific context of change. The findings also suggest that the degree of clarity one has when considering a change event matches the degree of intensity with which one experiences emotion. Finally, the findings suggest that even nominal change events are associated with intense experience of emotions. The chapter links these findings to several suggestions for further research.

Details

The Effect of Affect in Organizational Settings
Type: Book
ISBN: 978-0-76231-234-4

Book part
Publication date: 14 March 2023

Victor Pessoa de Melo Gomes, João Maurício Gama Boaventura and Manuel Castelo Branco

The relationship between stakeholders and organizations has been gaining more focus in strategic organizational management. The scenario of increased accountability required by…

Abstract

The relationship between stakeholders and organizations has been gaining more focus in strategic organizational management. The scenario of increased accountability required by society and by the competitive business environment itself demands ethical, fair, and sustainable practices from companies. In this sense, effective and fair stakeholder management becomes relevant. Thus, stakeholder theory proves to be a valid theoretical perspective for this challenge. In its conceptualization, stakeholder theory has pointed out different issues for strategic management practices, and how to treat the stakeholder fairly has been one of the concerns of the proponents of the theory (Bosse, Phillips, & Harrison, 2009). In this regard, principles of organizational justice have been incorporated into stakeholder management models. The authors argue that organizational justice, including its basic dimensions of distributive justice, procedural justice, and interactional justice, can positively impact the bottom line of organizations through synergy in value creation and by encouraging reciprocal behavior between the firm and stakeholders.

Details

Responding to Uncertain Conditions: New Research on Strategic Adaptation
Type: Book
ISBN: 978-1-80455-965-9

Keywords

Book part
Publication date: 10 June 2015

Patrick F. McKay and Derek R. Avery

Over the past decade, the U.S. workforce has become increasingly diverse. In response, scholars and practitioners have sought to uncover ways to leverage this increasing diversity…

Abstract

Over the past decade, the U.S. workforce has become increasingly diverse. In response, scholars and practitioners have sought to uncover ways to leverage this increasing diversity to enhance business performance. To date, research evidence has failed to provide consistent support for the value of diversity to organizational effectiveness. Accordingly, scholars have shifted their attention to diversity management as a means to fully realize the potential benefits of diversity in organizations. The principal aim of this chapter is to review the current wisdom on the study of diversity climate in organizations. Defined as the extent that employees view an organization as utilizing fair personnel practices and socially integrating all personnel into the work environment, diversity climate has been proposed as a catalyst for unlocking the full value of diversity in organizations. During our review, we discuss the existent individual- and aggregate-level research, describe the theoretical foundations of such work, summarize the key research findings and themes gleaned from work in each domain, and note the limitations of diversity climate research. Finally, we highlight the domains of uncertainty regarding diversity climate research, and offer recommendations for future work that can enhance knowledge of diversity climate effects on organizational outcomes.

Details

Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-1-78560-016-6

Keywords

Book part
Publication date: 10 June 2009

Frances A. Kennedy, James M. Kohlmeyer and Robert J. Parker

This study examines the roles of organizational justice and trust in a specific type of management control system (MCS), gain-sharing. According to the proposed theory, employee…

Abstract

This study examines the roles of organizational justice and trust in a specific type of management control system (MCS), gain-sharing. According to the proposed theory, employee perceptions involving the procedural and distributive justice of the gain-sharing plan influence employee trust in managers. Positive perceptions of fairness lead to high trust, which, in turn has positive consequences for the organization such as lower employee turnover. To investigate these issues, a survey was administered to employees of a large manufacturing company. Results of structural equation modeling indicate that employee perceptions regarding the fairness of the gain-sharing plan are positively related to employee trust in managers. Further, trust is linked to employee turnover intentions. The results imply that the organizational justice of an MCS has consequences for the attitudes and behaviors of employees and thus the success or failure of the MCS.

Details

Advances in Accounting Behavioral Research
Type: Book
ISBN: 978-1-84855-739-0

Book part
Publication date: 17 July 2007

Deborah E. Rupp, Michael Bashshur and Hui Liao

This chapter reviews research on multi-level organizational justice. The first half of the chapter provides the historical context for this issue, discusses organizational-level…

Abstract

This chapter reviews research on multi-level organizational justice. The first half of the chapter provides the historical context for this issue, discusses organizational-level antecedents to individual-level justice perceptions (i.e., culture and organizational structure), and then focuses on the study of justice climate. A summary model depicts the justice climate findings to date and gives recommendations for future research. The second half of the chapter discusses the process of justice climate emergence. Pulling from classical bottom-up and top-down climate emergence models as well as contemporary justice theory, it outlines a theoretical model whereby individual differences and environmental characteristics interact to influence justice judgments. Through a process of information sharing, shared and unique experiences, and interactions among group members, a justice climate emerges. The chapter concludes by presenting ideas about how such a process might be empirically modeled.

Details

Multi-Level Issues in Organizations and Time
Type: Book
ISBN: 978-0-7623-1434-8

Book part
Publication date: 1 July 2014

Tom Bellairs, Jonathon R. B. Halbesleben and Matthew R. Leon

Sudden crises, known as environmental jolts, can cripple unprepared organizations. In recent years, financial jolts have led many organizations, particularly government…

Abstract

Sudden crises, known as environmental jolts, can cripple unprepared organizations. In recent years, financial jolts have led many organizations, particularly government organizations, to respond by furloughing employees. Furloughs can engender various responses in employees that can lead to negative work outcomes for both the employees and the organization. Previous research shows that the implementation of strategic human resource management (SHRM) practices, such as commitment-based systems, can mitigate the negative effects of environmental jolts. Utilizing the knowledge-based view and affective events theory, we propose a multilevel model where SHRM practices moderate employee affective responses to furloughs, which, in turn, drive subsequent employee behavioral outcomes.

Details

Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-1-78350-824-2

Keywords

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