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Knowledge sharing culture and performance climate are organizational interventions used by organizations to influence and shape employees’ attitudes and behavior toward knowledge sharing. While each strategy directly influences employees to respond accordingly, the interplay between the incongruent objectives of these two strategies could lead to social dilemmas in knowledge sharing. This study aims to understand social dilemmas in knowledge sharing due to the interaction between knowledge sharing culture and performance climate.

An experimental study using the vignette technique was performed on 240 working adults. ANOVA was conducted to examine the interplay effect between knowledge sharing culture and performance climate on knowledge sharing intention.

Results showed that performance climate moderates the effect of knowledge sharing culture on employees’ knowledge sharing intention. The findings highlight the importance of having goal congruence between knowledge sharing culture and performance climate to minimize the social dilemmas in knowledge sharing.

This study develops a moderation model based on the theory of social dilemma to investigate the interaction between knowledge sharing culture and performance climate and enhance the theoretical validity and exactness of the knowledge sharing literature. The findings from this study provide theoretical insights and practical implications for social dilemmas in knowledge sharing, as well as the foundation for continuous research into knowledge sharing and people management practices that may have a strong influence on employees’ knowledge sharing behavior, attitude and performance.

This paper aims to consider how climate change performance is measured and accounted for within the performance framework for local authority areas in England adopted in 2008. It critically evaluates the design of two mitigation and one adaptation indicators that are most relevant to climate change. Further, the potential for these performance indicators to contribute to climate change mitigation and adaptation is discussed.

The authors begin by examining the importance of the performance framework and the related Local Area Agreements (LAAs), which were negotiated for all local areas in England between central government and Local Strategic Partnerships (LSPs). This development is located within the broader literature relating to new public management. The potential for this framework to assist in delivering the UK's climate change policy objectives is researched in a two‐stage process. First, government publications and all 150 LAAs were analysed to identify the level of priority given to the climate change indicators. Second, interviews were conducted in spring 2009 with civil servants and local authority officials from the English West Midlands who were engaged in negotiating the climate change content of the LAAs.

Nationally, the authors find that 97 per cent of LAAs included at least one climate change indicator as a priority. The indicators themselves, however, are perceived to be problematic – in terms of appropriateness, accuracy and timeliness. In addition, concerns were identified about the level of local control over the drivers of climate change performance and, therefore, a question is raised as to how LSPs can be held accountable for this. On a more positive note, for those concerned about climate change, the authors do find evidence that the inclusion of these indicators within the performance framework has helped to move climate change up the agenda for local authorities and their partners. However, actions by the UK's new coalition government to abolish the national performance framework and substantially reduce public expenditure potentially threaten this advance.

This paper offers an insight into a new development for measuring climate change performance at a local level, which is relatively under‐researched. It also contributes to knowledge of accountability within a local government setting and provides a reference point for further research into the potential role of local actions to address the issue of climate change.

The purpose of this paper is to present a case study around an approach to team performance management being deployed within the BELRON group of companies. The device being deployed is the climate measure (OCSII), which is being used within the organisation as an indicator of leadership capability. Although the results of climate surveys may be reported at both team and individual levels, this paper seeks to focus on team climate and how this may be linked to changes in business performance.

The performance management approach has been aligned to a strategic intent, as championed by the CEO, to focus on leadership development as a key enabler of BELRON's future success. The paper considers the deployment of the climate tool within the Top Teams of three different business units and this is linked to available information relating to performance.

The paper finds that, within BELRON, there is a belief that the emphasis on climate has been a major contributor to its enhanced business performance over recent years. The paper presents information from three BELRON contexts where changes in climate would appear to precede improvements in business performance. However, despite these examples, i.e. where “high performing climates” appear to be linked with profitability, or other measures of business performance, this is not seen to be universal within the company.

The work reported has limitations in that it focuses on only three positive examples of a possible climate/performance link at BELRON.

The paper makes a key contribution for practitioners, particularly HR, OD professionals and consultants as well as any senior manager concerned with managing performance. The climate survey being deployed in this context (the OCSII) is a tool which has been in use since the 1960s, with many claims made about its links to performance. However, the vast majority of the work has been conducted in a consultancy setting without much coverage in academic literatures.

The paper describes for the reader how the OSCII tool may be deployed to support team performance management. It then describes how the instrument has been deployed within the Top Teams of three business units within BELRON.

This study aims to explore the formation and consequences of a cross-selling initiative climate, as well as how a service climate, which provides an important boundary condition, affects both its formation and its ultimate impact on service-sales performance. This article identifies two important predictors of a cross-selling initiative climate: frontline employees’ perceptions of supervisors’ bottom-line mentality and their own sense of accountability.

The multilevel data set includes 180 frontline staff and supervisors (team leaders) from 31 teams employed by a spa/beauty salon chain. Hierarchical linear modelling and partial least squares methods serve to analyse the data.

Supervisors’ bottom-line mentality disrupts a cross-selling initiative climate. A sense of accountability exerts a positive impact at both individual and team levels. A service climate at the team level weakens the impact of a sense of accountability on a cross-selling initiative climate. A cross-selling initiative climate has a positive effect on team-level service-sales performance, but this effect is weakened by the service climate.

This study conceptualises an important frontline work unit attribute as a climate. It offers an initial argument that a cross-selling initiative climate is a central factor driving a work unit’s service-sales performance, which can increase firms’ productivity and competitive advantages. With this initial attempt to explore the antecedents and consequences of a cross-selling initiative climate, the study also offers novel insights into the interplay between a service and a cross-selling initiative climate.

The effect of playfulness climate on employees in firms has been the subject of an increasing number of studies in recent years. Given the growing number of businesses that have incorporated playfulness into their operations, it is possible to enhance the task performance and innovative performance of the younger generation of workers by rationally managing playfulness, particularly when it comes to that aspect of the workplace. Based on the conservation of resources theory, this study aims to investigate how the playfulness climate in organizations influences the change self-efficacy of the millennial workers and how to enhance their task performance and innovation performance.

The authors used a quantitative approach to test the relationship between the hypotheses. The survey population for this study consisted of the millennial workers in the computer sector who are involved in research and development in China. Hierarchical regression analysis was used to test the built mediation model empirically over the course of the study's three rounds of data collection, each separated by one month. Through the collection of paired questions for leadership and their subordinates, 424 valid questionnaires were obtained.

The examination of the questionnaire results supports the study's theoretical hypothesis, which states that when millennial workers sense a more playfulness work environment, it will encourage them to develop a sense of change self-efficacy. Additionally, they will be better able to handle work-related responsibilities and come up with innovative ideas as a result of change self-efficacy, which would eventually enhance the task performance and innovation performance of millennial employees.

By introducing the mediation of change self-efficacy, this study expands on the application of the conservation of resources theory. The research on the performance of millennial employees is complemented and enhanced by investigating the relationship between the playfulness climate and employees' task performance and innovation performance from the perspective of their sense of change self-efficacy. This study also reveals that managers should foster a positive and playfulness environment in their workplaces in order to manage the performance of millennial employees.

The purpose of this research is to expand a better understanding of how corporate social responsibility (CSR) initiatives affect climate for innovation and opportunism within architectural design firms (ADFs).

The literature review and discussions with industry practitioners identified an initial list of variables. A questionnaire survey was developed, validated and delivered to employees working in ADFs. 226 valid responses were collected. Then, the structural equation modeling (SEM) method was employed to empirically investigate the relationships between CSR performance, climate for innovation and opportunism in a single integrative model.

The results empirically support that CSR performance has a positive effect on climate for innovation and a negative effect on opportunism. In addition, climate for innovation shows a negative effect on opportunism.

This research highlights that CSR performance is essential for ADFs to better achieve sustainable development. By doing CSR activities, climate for innovation in ADFs is expected to be improved, and a sense of opportunism is mitigated. The findings of this paper are explicitly delivered in the context of Vietnamese ADFs and could not be straightforwardly generalized or translated to the construction industry or other sectors in different research contexts.

The findings show that a climate for innovation is crucial in ADFs. Business managers are encouraged to employ CSR initiatives to foster an innovation climate and reduce a sense of opportunism within ADFs.

This study is one of the first attempts to investigate the relationships between CSR performance, climate for innovation, and opportunism within ADFs. While the findings highlight the critical role of CSR performance, the study argues that CSR should be carefully implemented because there are no “one-size-fits-all” CSR strategies for different business contexts.

The purpose of this paper is to investigate the influence of employees’ perception of organizational climate on organizational citizenship behaviour outbreak and the impact of both of them on organizational performance.

This survey has been performed using structural equation modelling (SEM). The statistical population composed of the managers of Mazandaran small- to medium-sized enterprises. The analysis of the data obtained from distributed survey questionnaire has been performed by SPSS18 and AMOS18 software.

Findings imply that positive perception of organizational climate influences on increasing organizational citizenship behaviour outbreak and performance of enterprise, and organizational citizenship behaviour in turn has positive and significant impact on organizational performance. Results of this survey also indicate that organizational citizenship behaviour impacts on sub-criteria of enterprise performance (i.e. financial, customer, learning and growth, internal processes). Moreover, the influence of organizational climate on all sub-criteria of performance except internal processes has been confirmed.

Lack of sufficient information concerning organizational climate in internal resources, and in some external ones, and low number of surveys performed in this field, limits the possibility of comparing the results of this survey with other similar surveys.

This survey can be considered as an innovative survey, since there is no similar survey conducted in which three variables of organizational climate, performance, and citizenship behaviour studied, considering their specified sub-criteria.

The purpose of this paper is to address an important gap in the literature by investigating the relationship between organizational climate and performance in small businesses.

Data were collected from 100 retail pharmacies in Sydney, Australia where a manager and up to three staff members and three buying customers were interviewed in each pharmacy.

Supportive climates tend to be associated with higher organizational performance (i.e. financial performance, staff satisfaction, customer satisfaction) in small retail pharmacies, and may reduce staff turnover.

The results suggest that managers should consider creating warm and supportive organizational climates to enhance business performance, employee job satisfaction and organizational commitment, and increase employee tenure.

This paper is among the first to empirically establish a direct link between organizational climate and the performance of small businesses, in particular in retail pharmacies. Both financial and non‐financial measures of performance confirm reports based on larger firms that performance is enhanced in the presence of more supportive organizational climates. A further benefit of supportive climates, namely lower staff turnover in small businesses, was also evident.

The purpose of this paper is to examine the potential relationships between perceived work climate and work performance in security organizations. Furthermore, the relationship of various factors related to work climate and work performance are studied and investigated.

The data was collected from a public security organization in the UAE. Using a self‐managed questionnaire, a sample of 500 full‐time employees was surveyed – randomly selected from top, middle and lower level of management.

The results show that organizational climate and its components significantly predict work performance and its factors.

The theoretical and managerial implications of the findings are discussed in the paper, together with some recommendations for managing work climate and performance in security organizations.

The paper examines the links between climate and performance for the first time in public security organizations in the UAE and the Arabic context.

Despite increasing interest in team performance, particularly in team-based work environment, the literature is underdeveloped in explaining the mechanisms that lead to team performance. The purpose of this paper, a team-level research, is to advance the understanding of one of the mechanisms that explains how participative climate relates to team performance by studying the roles of team job crafting and leader job crafting in the process.

A moderated mediation model of team performance is tested through causal mediation analysis of the R mediation package using multi-sourced data collected from 250 team members working in 58 teams in the software development industry (about participative climate and team job crafting) and from their respective 58 team leaders (about leader job crafting and team performance) through online survey questionnaires.

The results indicate that teams with the perception of a higher level of participative climate are more likely to engage in team job crafting, which, in turn, leads to team performance. However, the data do not support the hypothesized moderating effect of the leader's job crafting.

The findings offer implications for practitioners in designing policies that improve team job performance by better understanding one of the mechanisms through which team performance is improved. The study would potentially guide practitioners on the importance of developing a participating climate in job crafting and team performance.

This study not only contributes to the job crafting literature by introducing participative climate as one of the important antecedents to team job crafting, but also enriches the literature on team effectiveness by explaining and empirically demonstrating the role of team job crafting in the link between participative climate and team performance. To the best of our knowledge, the current study is the first one to conceptualize the role of leaders' job crafting in participative climate, team job crafting, and team performance relationships.