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1 – 4 of 4Sarah McCallum, Jarrod Haar and Barbara Myers
Organizational climates reflect employee perceptions of the way organizational culture is actualized and most studies explore one or two climates only. The present study uses a…
Abstract
Purpose
Organizational climates reflect employee perceptions of the way organizational culture is actualized and most studies explore one or two climates only. The present study uses a positive organizational behavior approach and conservation of resources theory to explore a global positive climate (GPC) encompassing five climates: perceive organizational support, psychosocial safety climate, organizational mindfulness, worthy work and inclusion climate. The GPC is used to predict employee engagement and job satisfaction, with psychological capital as a mediator. Beyond this, high performance work systems (HPWS) are included as a moderator of GPC to test the potential way HR practices might interact with positive climates to achieve superior outcomes.
Design/methodology/approach
A large sample (n = 1,007) of New Zealand workers across a wide range of occupations and industries. Confirmatory factor analysis (CFA) of the data was used and moderated mediation tests were conducted.
Findings
GPC is significantly related to psychological capital, employee engagement and job satisfaction, and while psychological capital also predicts the outcomes, and has some mediation effects on GPC influence, GPC remains significant. HPWS is significantly related to psychological capital only and interacts with GPC leading to the highest psychological capital and employee engagement. Significant moderated mediation effects are found, with the indirect effect of GPC increasing as HPWS increase.
Research limitations/implications
This research is important because it provides empirical evidence around a GPC and shows how organizations and HRM managers can enhance key employee attitudes through building a strong climate and providing important HR practices.
Originality/value
Beyond unique effects from GPC, the findings provide useful theoretical insights toward conservation of resources theory.
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Foster B. Roberts, Milorad M. Novicevic and John H. Humphreys
The purpose of this study is to present ANTi-microhistory of social innovation in education within Robert Owen’s communal experiment at New Harmony, Indiana. The authors zoom out…
Abstract
Purpose
The purpose of this study is to present ANTi-microhistory of social innovation in education within Robert Owen’s communal experiment at New Harmony, Indiana. The authors zoom out in the historical context of social innovation before zooming into the New Harmony case.
Design/methodology/approach
The authors used ANTi-microhistory approach to unpack the controversy around social innovation using the five-step procedure recently proposed by Mills et al. (2022), a version of the five-step procedure originally proposed by Tureta et al. (2021).
Findings
The authors found that the educational leaders of the New Harmony community preceded proponents of innovation, such as Drucker (1957) and Fairweather (1967), who viewed education as a form of social innovation.
Originality/value
The authors contribute to the history of social innovation in education by exploring the New Harmony community’s education society to uncover the enactment of sustainable social innovation and the origin story of humanistic management education.
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Ellie Norris, Shawgat Kutubi, Steven Greenland and Ruth Wallace
This study explores citizen activism in the articulation of a politicised counter-account of Aboriginal rights. It aims to uncover the enabling factors for a successful challenge…
Abstract
Purpose
This study explores citizen activism in the articulation of a politicised counter-account of Aboriginal rights. It aims to uncover the enabling factors for a successful challenge to established political norms and the obstacles to the fullest expression of a radical imagining.
Design/methodology/approach
Laclau and Mouffe's theory of hegemony and discourse is used to frame the movement's success in challenging the prevailing system of urbanised healthcare delivery. Empirical materials were collected through extensive ethnographic fieldwork.
Findings
The findings from this longitudinal study identify the factors that predominantly influence the transformational success of an Yaṉangu social movement, such as the institutionalisation of group identity, articulation of a discourse connected to Aboriginal rights to self-determination, demonstration of an alternative imaginary and creation of strong external alliances.
Originality/value
This study offers a rich empirical analysis of counter-accounting in action, drawing on Aboriginal governance traditions of non-confrontational discourse and collective accountability to conceptualise agonistic engagement. These findings contribute to the practical and theoretical construction of democratic accounting and successful citizen activism.
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The aim of this paper is to explore the stakeholder exclusion practices of responsible leaders.
Abstract
Purpose
The aim of this paper is to explore the stakeholder exclusion practices of responsible leaders.
Design/methodology/approach
An interpretive multiple case analyses of seven responsibly led organisations was employed. Twenty-two qualitative interviews were undertaken to investigate and understand perceptions and practice of responsible leaders and their approach to stakeholder inclusion and exclusion.
Findings
The findings revealed new and surprising insights where responsible leaders compromised their espoused values of inclusivity through the application of a personal bias, resulting in the exclusion of certain stakeholders. This exclusivity practice focused on the informal evaluation of potential stakeholders’ values, and where they did not align with those of the responsible leader, these stakeholders were excluded from participation with the organisation. This resulted in the creation and continuity of a culture of shared moral purpose across the organisation.
Research limitations/implications
This study focussed on responsible leader-led organisations, so the next stage of the research will include mainstream organisations (i.e. without explicit responsible leadership) to examine how personal values bias affects stakeholder selection in a wider setting.
Practical implications
The findings suggest that reflexive practice and critically appraising management methods in normative leadership approaches may lead to improvements in diversity management.
Originality/value
This paper presents original empirical data challenging current perceptions of responsible leader inclusivity practices and indicates areas of leadership development that may need to be addressed.
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