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1 – 10 of 41Francisco Fermín Mallén-Broch, Ricardo Chiva, Alma Rodríguez-Sánchez and Jacob Guinot
The paper analyzes and develops Chiva's (2014) proposal on the common welfare HRM system and uncovers its relationship with innovativeness, using altruism as a mediator.
Abstract
Purpose
The paper analyzes and develops Chiva's (2014) proposal on the common welfare HRM system and uncovers its relationship with innovativeness, using altruism as a mediator.
Design/methodology/approach
The common welfare HRM system implies a certain human and organizational development of the classic control and commitment HRM systems, and its main goal is to promote innovation through a prosocial approach. To this end, the authors investigated its HRM practices, developed a measurement instrument and provided initial illustrative evidence of some of its main implications for innovativeness and altruism. They tested these relationships on a sample of 269 Spanish firms using structural equations and bootstrapping to confirm the significance of the mediated effect.
Findings
Results confirm the study’s hypotheses, thus supporting the common welfare HRM system as a relevant tool for developing innovativeness through the power of altruism. This paper therefore provides empirical evidence of these relationships.
Practical implications
This study has implications that can help managers to increase innovativeness through a specific HRM system. The findings reveal that a coherent set of HRM practices based on common welfare principles and a high level of consciousness creates a climate of altruism that results in innovativeness.
Originality/value
This research shows that humanistic HRM practices also have an impact on performance variables such as innovativeness, through altruistic employees' behaviors. It also develops a measurement instrument for the common welfare HRM system and provides some initial illustrative evidence of some of its main implications.
研究目的
本文分析並發展Chiva (2014) 關於共同福祉人力資源管理系統的建議;同時,擬以利他主義為中介變量、揭示共同福祉人力資源管理系統與創新意念之間的關係。
研究設計/方法/理念
共同福祉人力資源管理系統暗示了典型的管制和承諾型人力資源管理系統的人類與組織發展;而共同福祉人力資源管理系統的主要目的是以親社會理念去鼓勵創新。為此,我們探討了共同福祉人力資源管理措施,制訂了測量儀器,並為共同福祉人力資源管理可幫助帶來創新意念和利他主義的啟示,提供了初步的例證。研究的樣本為269間西班牙公司;我們以結構方程去檢測共同福祉人力資源管理與創新意念和利他主義之間的關係,並創造環境,俾能確認有關之中介效應的重要性。
研究結果
研究結果證實了我們的假設,就是說,研究結果確認了透過利他主義的影響力,共同福祉人力資源管理系統是可以成為促進創新意念的工具的。就此而言,本文提供了關於這些關係的經驗證據。
研究的原創性
本研究顯示了人文主義的人力資源管理措施,亦可透過僱員無私的行為,影響著各個績效變量,像是創新意念。研究亦為共同福祉人力資源管理系統制訂了測量儀器,並提供了初步的例證,確認了該人力資源管理系統所給予我們的主要啟示。
實務方面的啟示
本研究為管理人員提供了啟示,協助他們透過特定的人力資源管理系統去增強創新意念。研究結果顯示、建基於共同福祉的原則和高度意識水平的一整套連貫的人力資源管理措施,能創造一個引來創新意念的利他主義氣氛。
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Jacob Guinot, Sandra Miralles, Alma Rodríguez-Sánchez and Ricardo Chiva
Based on a new management paradigm rooted on care and compassion, this study explores the consequences of compassion at work on organizational learning and firm performance.
Abstract
Purpose
Based on a new management paradigm rooted on care and compassion, this study explores the consequences of compassion at work on organizational learning and firm performance.
Design/methodology/approach
Structural equation modeling (SEM) was employed to analyze the research model by using data from two different samples.
Findings
Results confirm that compassion increases firm performance through organizational learning capability; however, compassion do not enhances directly firm performance.
Research limitations/implications
The study findings indicate that when compassion is propagated among organizational members, organizations are better able to learn so they obtain a competitive advantage that is difficult to imitate and leads to higher firm performance.
Originality/value
This study takes a step forward on literature by providing empirical evidence for a promising area of management research such is compassion in organizations.
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Zina Barghouti, Jacob Guinot and Ricardo Chiva
The authors draw on this approach to explore the consequences of compassion and altruism in the workplace for firm performance, using organizational resilience as a mediating…
Abstract
Purpose
The authors draw on this approach to explore the consequences of compassion and altruism in the workplace for firm performance, using organizational resilience as a mediating variable.
Design/methodology/approach
In recent years, a paradigm shift has been proposed in the organizational sciences that includes a change from self-centeredness to interconnectedness. This emergent management paradigm considers that employees are not only motivated by self-interest but also by other-centered values, such as altruism and compassion for others. This alternative proposal suggests the need for a more humanistic perspective for management. To carry out the research, the authors applied a structural equation model to a sample of highly innovative companies from different sectors.
Findings
The results confirm that compassion at work leads to a climate based on altruism, which indirectly increases firm performance by means of organizational resilience. This study contributes to the organizational literature by revealing some benefits of promoting altruism and compassion in organizations.
Originality/value
This study therefore provides a detailed analysis of the consequences of altruism and compassion in organizations and reveals some organizational conditions that can drive firm performance. Moreover, this study is the first to suggest and empirically validate that a work climate based on altruism enhances organizational resilience. In turn, organizational resilience enables the firm to take appropriate actions to convert unexpected and adverse situations that potentially threaten its survival into sources of opportunity and growth.
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Emilio Domínguez-Escrig, Francisco Fermín Mallén Broch, Rafael Lapiedra and Ricardo Chiva
The purpose of this paper is to provide empirical evidence of the relationship between end-user computing satisfaction (EUCS) and radical innovation, using organizational learning…
Abstract
Purpose
The purpose of this paper is to provide empirical evidence of the relationship between end-user computing satisfaction (EUCS) and radical innovation, using organizational learning as an explanatory variable.
Design/methodology/approach
An empirical study was conducted in a population of 402 Spanish companies. A sample of 251 valid questionnaires was obtained. Structural equations were used to validate the proposed hypotheses.
Findings
Organizational learning capability fully mediates the relationship between EUCS and radical innovation.
Research limitations/implications
The sample of companies is heterogeneous in terms of size, sector, age and market share. The study uses single informants.
Practical implications
Results highlight the need to implement adequate information systems to promote radical innovation. In addition, it is necessary to facilitate organizational contexts that encourage dialogue, experimentation, risk-taking, participative decision-making and openness to the external environment.
Originality/value
This research contributes to the study of alternative antecedents of radical innovation by highlighting the importance of EUCS.
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Emilio Domínguez Escrig, Francisco Fermín Mallén Broch, Ricardo Chiva Gómez and Rafael Lapiedra Alcamí
The purpose of this paper is to provide empirical evidence of the relationship between altruistic leader behavior and radical innovation, using organizational learning as an…
Abstract
Purpose
The purpose of this paper is to provide empirical evidence of the relationship between altruistic leader behavior and radical innovation, using organizational learning as an explanatory variable.
Design/methodology/approach
To confirm the hypotheses, structural equations were used on a data set from a survey carried out on Spanish firms with recognized excellence in human resources management.
Findings
The study empirically validates the conceptual model. Results suggest that organizational learning capability fully mediates the relationship between altruistic leader behavior and radical innovation.
Research limitations/implications
The database used in the study is very heterogeneous. Future research might delimit the database by organization size or sector.
Practical implications
Results suggest ideas for organizations that want to implement a working environment that fosters innovation performance in order to achieve radical innovations.
Originality/value
This is one of the few studies to concentrate on altruistic leader behaviors as such. This paper contributes to understanding how altruistic leader behavior affects radical innovation and the key role played by organizational learning capability.
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Emilio Domínguez-Escrig, Francisco Fermín Mallén Broch, Ricardo Chiva Gómez and Rafael Lapiedra Alcamí
The objective of this study is to analyze the relationship between leaders' forgiveness and organizational performance using radical innovation as an explanatory variable.
Abstract
Purpose
The objective of this study is to analyze the relationship between leaders' forgiveness and organizational performance using radical innovation as an explanatory variable.
Design/methodology/approach
The study was conducted in a sample frame of 11,594 Spanish companies. A total of 600 valid questionnaires were obtained. The structural equations were used to validate the proposed hypotheses.
Findings
Results confirmed the hypotheses proposed in the model: the authors provided, through structural equations, empirical evidence of the relationship between leaders' forgiveness and organizational performance, mediated by radical innovation. Leaders' forgiveness promotes radical innovation and, in turn, performance.
Research limitations/implications
The sample of companies is heterogeneous in terms of firm turnover, size and age. The study is focused on radical innovation.
Practical implications
The present study may help to develop more humane policies to manage human resources, by taking into account employees' feelings and needs.
Originality/value
The business field is closer to competitive values and has traditionally underestimated the importance of leaders' forgiveness. This is one of the few studies that empirically analyze the consequences of leaders' forgiveness within organizations.
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Fermín Mallén, Ricardo Chiva, Joaquín Alegre and Jacob Guinot
– The purpose of this paper is to investigate the relationship between altruistic leader behaviors, organizational learning capability and organizational performance.
Abstract
Purpose
The purpose of this paper is to investigate the relationship between altruistic leader behaviors, organizational learning capability and organizational performance.
Design/methodology/approach
The sampling frame consists of several databases or listings of business that consider people as a key element of the organization and are considered by their employees to be good firms to work for or organizational environments where human resources management has high priority (n=251). The authors use structural equation modeling to test if the relationship between altruistic leader behaviors and organizational performance is mediated by organizational learning capability.
Findings
Results suggest that organizational learning capability fully mediates between altruistic leader behaviors and organizational performance. Thus, organizational learning capability plays a key role in explaining how altruistic leader behaviors affect organizational performance, essentially because it facilitates the creation of a creative, participatory and dialogue-based environment that promotes organizational learning.
Research limitations/implications
The database used in the study is very heterogeneous. Future research might delimit the database by organization size or sector. Qualitative studies may also improve our understanding of the relationships studied and enable other concepts to be included.
Practical implications
This study provides evidence of the positive relationship between altruistic leaders and performance. However, recruiting and fomenting altruistic leaders is not sufficient on its own to improve performance, and should be accompanied by implementing other facilitating factors of organizational learning such as dialogue or experimentation.
Originality/value
In recent years some studies have linked leadership with organizational learning. However, this is one of the first studies to concentrate on altruistic leader behaviors as such, a concept that has received scant mention in the literature despite its importance in a number of leadership styles, and its relevance today as an alternative to the egotistic leader. The authors offer empirical evidence of the role of altruistic leader behavior as an antecedent of organizational learning capability and subjective measures of performance.
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Jacob Guinot, Ricardo Chiva and Fermín Mallén
This paper aims to, prompted by a recent paradigm shift in the organizational sciences, to explore some antecedents of organizational learning capability, focusing on altruism and…
Abstract
Purpose
This paper aims to, prompted by a recent paradigm shift in the organizational sciences, to explore some antecedents of organizational learning capability, focusing on altruism and relationship conflict.
Design/methodology/approach
To test the hypotheses, the structural equation technique was applied to data from a survey of Spanish firms with recognized excellence in human resource management.
Findings
The results of this research show that, in these firms, altruism facilitates learning capacity both directly and indirectly (through relationship conflict). Relationship conflict is posited as a mediating variable that explains how altruism improves organizational learning.
Research limitations/implications
The limitations of this study include excessive heterogeneity of the sample size and industrial sector and the type of firm included in the sample. Due to the potential benefits that altruism seems to have for organizations, future research could continue to investigate the consequences of altruism in organizations.
Practical implications
Altruism provides organizations with a value that can facilitate organizational learning capability not only directly, but also by reducing relationship conflict. Altruism may offer organizations a tool they can use to improve their success in dealing with the challenges of today’s uncertain and constantly changing economic environment.
Originality/value
This study proposes a common altruistic approach that is far removed from traditional self-interested models in organizational literature. This study identifies altruism and relationship conflict as antecedents of organizational learning capability.
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Jacob Guinot, Adrián Monfort and Ricardo Chiva
In the last few years a new management style and paradigm has emerged with the aim of improving employee motivation, commitment and satisfaction through participatory management…
Abstract
Purpose
In the last few years a new management style and paradigm has emerged with the aim of improving employee motivation, commitment and satisfaction through participatory management practices and more democratic organizational structures. Based on this new paradigm, this study examines the consequences of participative decision making for job satisfaction and trust.
Design/methodology/approach
To examine the proposed relationships structural equation modelling was used on a sample of 3,364 employees conducted by the European Foundation for the Improvement of Living and Working Conditions (Eurofound).
Findings
Results confirm that participative decisions positively influence job satisfaction both directly and indirectly by means of employees' perception of trust.
Originality/value
Based on democratic management style, this study shows how participative decisions and trust can increase job satisfaction.
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