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21 – 30 of 203Marjorie H. McEntire and Joseph C. Bentley
Mergers, frequent and disruptive business practices, are increasing in the U.S. and abroad. A qualitative inquiry of a newly‐merged travel agency revealed six acculturation…
Abstract
Mergers, frequent and disruptive business practices, are increasing in the U.S. and abroad. A qualitative inquiry of a newly‐merged travel agency revealed six acculturation themes: identity, reputation, leadership, membership, information, and appearance. These themes suggest an acculturation agenda for the long period of turmoil that follows a merger.
Rebecca M. Guidice, Joyce Thompson Heames and Sheng Wang
The purpose of this paper is to conceptually demonstrate that the relationship between turnover and innovation is not direct as some research suggests, but rather indirect, with…
Abstract
Purpose
The purpose of this paper is to conceptually demonstrate that the relationship between turnover and innovation is not direct as some research suggests, but rather indirect, with organizational learning as the prerequisite social mechanism that ties the two phenomena together.
Design/methodology/approach
This paper integrates research across a number of related areas to develop a model of the immediate and indirect organizational consequences of different rates of knowledge worker turnover.
Findings
The paper finds that certain conditions and mechanisms must first be in place to pave the way to innovation. Grounded in social capital theory, this paper describes how turnover rates and organizational learning can be curvilinearly related with respect to ambidextrous learning; how betweenness centrality and learning culture can moderate this relationship; and why organizational learning should mediate the turnover‐innovation relationship.
Research limitations/implications
Faulty decisions based on simplified beliefs place organizational performance in a precarious position. Studies must consider how changes in personnel affect activities where interpersonal relationships are critical. Turnover that beneficially breathes diversity, critical evaluation, and creativity should result in benefits that more than offset its costs.
Originality/value
By taking an in‐depth look at previously disconnected research, the paper offers a unified model that more accurately depicts the processes and outcomes that intercede and explain how knowledge worker turnover rates come to influence innovation.
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Gregory A. Cranmer, Zachary W. Goldman and Jeffery D. Houghton
The purpose of this paper is to explore newcomers as active participants within their own socialization, through the influence of self-leadership on proactivity and subsequently…
Abstract
Purpose
The purpose of this paper is to explore newcomers as active participants within their own socialization, through the influence of self-leadership on proactivity and subsequently organizational socialization and organizational commitment.
Design/methodology/approach
Data collected from 193 organizational newcomers (i.e. individuals within their first year at an organization) working in a variety of industries were examined within three serial mediation models in PROCESS.
Findings
The results of these analyses suggest that self-leadership influences organizational newcomers’ adjustment and subsequent commitment by assisting them in seeking organizational resources.
Research limitations/implications
This study answers calls to explore both the mediating mechanisms through which self-leadership processes influence organizational outcomes and the complex relationships between human workplace interactions and the proximal and distal outcomes of socialization.
Practical implications
The findings indicate that organizational stakeholders should enhance the self-leadership abilities of newcomer, thereby easing the socialization burden on organizations.
Originality/value
This paper offers a novel framework (i.e. self-leadership) for understanding newcomer socialization and provides an encompassing model that recognizes individual capacities, communicative behaviors, adjustment and subsequent organizational attitudes.
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Ard-Pieter de Man and Dave Luvison
The aim of this paper is to analyze the way in which organizational culture affects alliance performance. The literature has begun to focus on intra-firm antecedents of alliance…
Abstract
Purpose
The aim of this paper is to analyze the way in which organizational culture affects alliance performance. The literature has begun to focus on intra-firm antecedents of alliance success, but so far has mainly focused on structural aspects like the presence of an alliance department. This paper proposes that interrelated processes of sense-making in alliances and sense-making about alliances shape organizational culture to make it more supportive of alliances.
Design/methodology/approach
A survey was developed to operationalize an alliance supportive culture construct. Results from 179 alliance managers were analyzed to investigate the inter-relationship of alliance experience, alliance supportive culture and alliance performance.
Findings
Alliance supportive culture was found to fully mediate the relationship between alliance experience and performance. This finding suggests that experience with alliances leads to better alliance performance when this experience is translated into the organizational culture.
Research limitations/implications
Further research may explore how alliance culture interacts with structural elements of alliance management as identified in the alliance capability literature. The interaction between alliance culture and alliance capability is as yet unexplored. In addition, research may take place to explore which elements determine sense-making about alliances.
Practical implications
Managers should not only focus on tools and processes to improve their alliance success. They should also augment the sense-making process about alliances and remove cultural impediments to working with alliances.
Originality/value
Many studies have found a relationship between alliance experience and success. This paper shows this is not a direct relationship, but that it operates via cultural change based on sense-making about alliance experience. This mediation effect has not been established before.
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Darticléia Almeida Sampaio da Rocha Soares, Eduardo Camargo Oliva, Edson Keyso de Miranda Kubo, Virginia Parente and Karen Talita Tanaka
This paper aims to assess the relationship between cultural profiles and the economic, environmental and social dimensions of electricity companies’ reporting based on the Global…
Abstract
Purpose
This paper aims to assess the relationship between cultural profiles and the economic, environmental and social dimensions of electricity companies’ reporting based on the Global Reporting Initiative’s (GRI) sustainability framework.
Design/methodology/approach
The authors used the competing values framework, developed by Cameron and Quinn, as the theoretical starting point, with primary data collected through surveys that assessed organizational culture and with secondary data collected through the GRI indicators reported by the companies.
Findings
First, the framework shows whether a company’s organizational culture corresponds with one of the following options: clan, adhocracy, market or hierarchy. The results show that most of the companies’ organizational cultures were hierarchical, characterized by a greater need for stability and control and a formal work environment. Clans were the second most popular type of organizational culture, characterized as having greater internal flexibility, more informal environments and fewer hierarchical levels. Second, by combining the above results with the assessment of the GRI indicators in the companies’ sustainability reports, the study checked whether the companies had strong (balanced) or non-balanced cultures. The results show that there was a greater correlation between a strong (balanced) culture and the total value of the reported indicators, compared to a non-balanced culture.
Originality/value
The paper takes an innovative approach by correlating two different but well-recognized methodologies as a way to create a more holistic assessment that can help stakeholders to understand both the way these companies work and how this choice reflects the transparency of their reporting.
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Rosemary J. Perez, L. Wesley Harris, Jr, Claire K. Robbins and Cheryl Montgomery
The purpose of this study was to explore how graduate students demonstrated agency after having oppressive or invalidating experiences based on their socially constructed…
Abstract
Purpose
The purpose of this study was to explore how graduate students demonstrated agency after having oppressive or invalidating experiences based on their socially constructed identities during graduate school and the effects of leveraging agency.
Design/methodology/approach
This study used critical constructivist qualitative methods (i.e. interviews and visual methods) to explore how 44 graduate students across an array of disciplines and fields at two public research institutions in the USA demonstrated agency after having oppressive or invalidating experiences targeting one or more of their socially constructed identities.
Findings
In response to oppressive or invalidating experiences related to their socially constructed identity, participants engaged in self-advocacy, sought/created support via community, conserved their psychological and emotional energy and constructed space for identity-conscious scholarship and practice. Although participants leveraged their agency, the strategies they used were often geared toward surviving environments that were not designed to affirm their identities or support their success.
Research limitations/implications
This study highlights the need for additional research to complicate educators’ understandings of how graduate students respond to oppressive or invalidating experiences and the nature of bi-directional socialization processes.
Practical implications
The findings of this study reinforce the need to foster equitable and inclusive graduate education experiences where students may use their agency to thrive rather than to survive.
Originality/value
Few studies examine graduate students’ agency during their socialization to their disciplines and fields. This study adds complexity to researchers’ understandings of bi-directional socialization processes in the context of graduate education.
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Benjamin J. Thomas and Spencer Harris
The status quo for managing deviant workplace behavior is underperforming. The current research offers a new approach for scholars and managers in approaching these misbehaviors…
Abstract
Purpose
The status quo for managing deviant workplace behavior is underperforming. The current research offers a new approach for scholars and managers in approaching these misbehaviors. Namely, we outline how system justification theory, which holds that people are motivated to rationalize and justify the systems—including workplaces—to which they belong even when those systems disadvantage them or others, offers value in explaining and addressing the prevalence of such misbehaviors and contemporary failures in managing them.
Design/methodology/approach
This conceptual research explores the situated role of onlookers to patterns of workplace misbehavior, like harassment. We explore existing scholarship on why and how onlookers respond to such actions, including cultural elements, and draw parallels between those accounts and the foundational concepts of system justification theory to demonstrate an unrealized theoretical overlap valuable for its immediate applications in research.
Findings
The current paper establishes clear links between system justification theory and efforts to manage misbehavior, establishing system justifications as freezing forces in the culture of a workplace that must be unfrozen to successfully implement strategies for managing misbehavior. Further, we describe how organizational onlookers to misbehavior are subject to system justifications, which limit prescribed means of stopping these patterns of wrongdoing.
Originality/value
Very limited organizational scholarship has utilized system justification theory, despite calls for such applications. Given the existing shortcomings in scholarship and management approaches to workplace misbehavior, the current research breaks from the status quo and offers an established theory as a new way to approach these misbehaviors.
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Diana L. Deadrick, R. Bruce McAfee and Paul J. Champagne
Illegal workplace harassment has become an increasingly significant issue. While most articles have focused on the legal and/or practical steps necessary for employers to avoid…
Abstract
Illegal workplace harassment has become an increasingly significant issue. While most articles have focused on the legal and/or practical steps necessary for employers to avoid litigation, a neglected issue is how to prevent illegal harassment more effectively. Describes an organization change approach to developing an environment of mutual respect. When harassment prevention is examined from this perspective, the critical issues involve how to increase awareness about harassment, how to incorporate employee input and involvement in the change process, and how to develop employee responsibility for maintaining a harassment‐free work environment. Recommendations encourage managers to change the way they approach the problem of harassment.
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