The existing literature on the relationship between organizational commitment and ethical decision making suggests that ethical decision makers with higher organizational commitment are less likely to engage in ethically questionable behaviors. The ethical behaviors previously studied in an organizational commitment context have been organization-harm issues in which the organization was harmed and the individual benefited (e.g., overstating an expense report). There is another class of ethical issues in an organizational context, however. These other issues, termed organization- (...) class='Hi'>gain issues, focus on the organization obtaining a benefit while outsiders, such as investors, are harmed (e.g., overstating reported revenue). We explore whether individuals with higher organizational commitment are more or less likely to engage in questionable behaviors that benefit the organization. Results of our study indicate that individuals with higher organizational commitment are less likely to engage in ethically questionable behaviors, regardless of whether the behaviors are organization-harm or organizational-gain issues. (shrink)

The aim of this longitudinal study was to investigate the temporal dynamics of ethical organisational culture and how it associates with well-being at work when potential changes in ethical culture are measured over an extended period of 6 years. We used a person-centred study design, which allowed us to detect both typical and atypical patterns of ethical culture stability as well as change among a sample of leaders. Based on latent profile analysis and hierarchical linear modelling we found longitudinal, concurrent (...) relations and cumulative gain and loss cycles between different ethical culture patterns and leaders’ well-being. Leaders in the strongest ethical culture pattern experienced the highest level of work engagement and a decreasing level of ethical dilemmas and stress. Leaders who gave the lowest ratings on ethical culture which also decreased over time reported the highest level of ethical dilemmas, stress, and burnout. They also showed a continuous increase in these negative outcomes over time. Thus, ethical culture has significant cumulative effects on well-being, and these longitudinal effects can be both negative and positive, depending on the experienced strength of the culture’s ethicality. (shrink)

This article describes a study that examined the experiences of 27 individuals who frequented an Open Access homeless shelter in Toronto, Canada. The overarching aim of this study was to map the social organisation of health care in Toronto, with particular regards to the ways in which literacy, or the lack of literacy, mediates the experiences of homeless individuals attempting to gain access to health care. While terms such as “literate” or “illiterate” might be seen to reflect an individual’s (...) level of acquired education or competence, critical social theorists argue that such terms instead more accurately reflect an individual’s relative class or position within the social hierarchy. Individuals who possess literacy are able to read into texts for their implicit understandings, directives, and power structures. Furthermore, they are able to translate and decode texts as potential pretexts for coordination or control. This study draws on a Freirean critical standpoint, which acknowledges that knowledge and power are inextricably interconnected. This study asked: How does literacy, or the lack of literacy, facilitate or impede access to health care for homeless individuals? What are the social consequences of illiteracy? (shrink)

In this article I look at CR (critical realism)1 as chiefly exhibited in the seminal theory of Ron Bhaskar – in particular, his early theory of transcendental realism. I examine its mechanisms of thought and pick out some difficulties with the theorisation relative to its deployment by OS theorists and relative to recent attempts to deploy CR as a theory which can bridge the fork in the constructivist and realist areas known as a form of ‘divide’ in the discipline (fault (...) line). I also try and attempt a more in-depth philosophical analysis of the ideas of CR to gain an insight into its nature and what it can offer both as an apodictic system of philosophical insights with aspects of a belief system – but also relative to its realist-related claims towards veridical knowledge of kinds. I make comparisons with other theorists and philosophers including Kant, Derrida, Hume and Aristotle. I close with insights into how a closer scrutiny of CR thought as it is entering OS is necessary to understand the evolving nature of the inter-relationship of ontology and the ontic, in relation to the fault line described. (shrink)

Maria Triassi,1 Elena Giancotti,2 Antonio Nardone,1 Giulia Mancini,3 Fabiana Rubba1 1Public, Preventive and Social Medicine School, University Federico II of Naples, Naples, Italy; 2Procurement and Transplantation Coordination, Naples, Italy; 3Sociology Unit, G D'annunzio University, Chieti-Pescara, Italy Introduction: The growing disparity between organ availability for transplantation and the number of patients in need has challenged the donation and transplantation community to develop innovative processes, ideas, and techniques to bridge this gap. Advances in the sharing of best practices in the donation community (...) have contributed greatly to this aim over the past 5 years. Studies published during the past five years were analyzed to gain insight on the evolving organizational areas and tools that the procurement and transplantation pathways have been focused on. The hypothesis assessed is that networking and efficacious handling of this complex path may be ameliorated by an adaptive organizational toolbox. Methods: A thorough search has been conducted using various databases, ie, Cochrane library, PubMed, EMBASE, Federico II University Open Archive. The evidence was considered following the Effective Practice and Organization of Care Group checklist. Prevalent organizational attitudes and areas were assessed, and various scenarios were analyzed. Initially, all titles and abstracts were screened. In the next phase, the full text of all abstracts considered potentially relevant by at least one of the reviewers was evaluated. Inconsistencies in decision-making within this second phase were solved based on consensus between both reviewers. In this phase, for every study we defined whether the organization was considered relevant and what the scenario was. The information was extracted from each study based on bibliographic details. As many as 1,071 studies were analyzed, and 81 were selected as potentially relevant. Results: We found three prevalent areas of interest focused on organizational elements: global organizational strategies scenario, clinical hospital organization, and citizenship and social scenario. Conclusion: We reached the conclusion that organization has a central role in different scenarios of procurement and transplantation in a continuum from government to hospital and finally among citizens. A standardized hospital pathway definitely remains the essential step in order to ameliorate either procurement or transplantation. Keywords: transplant procurement, management, organizational tool, network. (shrink)

This article uses social dominance theory (SDT) to explore the dynamic and systemic nature of the initiation and maintenance of organizational corruption. Rooted in the definition of organizational corruption as misuse of power or position for personal or organizational gain, this work suggests that organizational corruption is driven by the individual and institutional tendency to structure societies as group-based social hierarchies. SDT describes a series of factors and processes across multiple levels of analysis that systemically (...) contribute to the initiation and maintenance of social hierarchies and associated power inequalities, favoritism, and discrimination. I posit that the same factors and processes also contribute to individuals’ lower awareness of the misuse of power and position within the social hierarchies, leading to the initiation and maintenance of organizational corruption. Specifically, individuals high in social dominance orientation, believing that they belong to superior groups, are likely to be less aware of corruption because of their feeling of entitlement to greater power and their desire to maintain dominance even if that requires exploiting others. Members of subordinate groups are also likely to have lower awareness of corruption if they show more favoritism toward dominant group members to enhance their sense of worth and preserve social order. Institutions contribute to lower awareness of corruption by developing and enforcing structures, norms, and practices that promote informational ambiguity and maximize focus on dominance and promotion. Dynamic coordination among individuals and institutions is ensured through the processes of person-environment fit and legitimizing beliefs, ideologies, or rationalizations. (shrink)

The debate on the notion of function has been historically dominated by dispositional and etiological accounts, but recently a third contender has gained prominence: the organizational account. This original theory of function is intended to offer an alternative account based on the notion of self-maintaining system. However, there is a set of cases where organizational accounts seem to generate counterintuitive results. These cases involve cross-generational traits, that is, traits that do not contribute in any relevant way to the (...) self-maintenance of the organism carrying them, but instead have very important effects on organisms that belong to the next generation. We argue that any plausible solution to the problem of cross-generational traits shows that the organizational account just is a version of the etiological theory and, furthermore, that it does not provide any substantive advantage over standard etiological theories of function. (shrink)

The structure of ethics work in a hospital is complex. Professional ethics, research ethics and clinical ethics committees (CECs) are important parts of this structure, in addition to laws and national and institutional codes of ethics. In Norway all hospital trusts have a CEC, most of these discuss cases by means of a method which seeks to include relevant guidelines and laws into the discussion. In recent years many committees have received more cases which have concerned questions of principle. According (...) to Ellen Fox and co-authors the traditional CEC model suffers from a number of weaknesses. Therefore, in their organization a separate body deals with organizational matters. In this paper, we discuss what is gained and what is lost by creating two separate bodies doing ethics consultation. We do this through an analysis of detailed minutes of CEC discussions in one CEC during a 6-year period. 30 % of all referrals concerned matters of principle. Some of these discussions originated in a dilemma related to a particular patient. Most of the discussions had some consequences within the hospital organization, for clinical practice, for adjustment of guidelines, or may have influenced national policy. We conclude that a multiprofessional CEC with law and ethics competency and patient representation may be well suited also for discussion of general ethical principles. A CEC is a forum which can help bridge the gap between clinicians and management by increasing understanding for each others’ perspectives. (shrink)

We assess the organizational culture in the finance industry in relation to the global financial crisis and consider the potential of cultural change to improve the financial sector. To avoid biases, we build on the person–organization fit literature and develop a novel, indirect method for assessing organizational culture that revolves around relationships between employees’ personal traits and their career success in the industry or organization under study. We analyze personal values concerning the pursuit of private gain versus (...) personal values concerning caring for others and consider whether employees that value self-enhancement more and self-transcendence less enjoy more career success relative to their peers when working in finance than when working in other industries. Results do not reveal any sort of cross-industry differences that would implicate the finance industry’s culture in the financial crisis. Instead, we find the opposite, namely that strong self-enhancement values and weak self-transcendence values go together with less career success in the finance industry compared to other industries. Hence, if anything, the culture in the finance industry does not seem to resonate well with professionals that seek to pursue personal gain at the expense of clients’ welfare. Implication is that cultural change has little potential to improve the financial system. Meanwhile, the method for assessing organizational culture indirectly by analyzing relationships between employees’ traits and their career outcomes has wider applicability, particularly when relying on scores or measures obtained directly from the people concerned is likely to render biased evidence. (shrink)

The focus of this research concentrated on ascertaining the presence of ethical climate types and the level of analysis from which ethical decisions were based as perceived by lodging managers. In agreement with Victor and Cullen (1987, 1988), ethical work climates are multidimensional and multi-determined. The results of this study indicated that: (a) benevolence is the predominate dimension of ethical climate present in the lodging organization as perceived by lodging managers, and (b) the local level of analysis (e.g. immediate workplace (...) norms and values) is the predominate determinant of ethical decisions in the organization.The implication of this study is that the knowledge gained from understanding that ethical decision making in an organization is multidimensional and multi-determined will foster understanding of ethical decision formation in the organizational context. (shrink)

We assess the organizational culture in the finance industry in relation to the global financial crisis and consider the potential of cultural change to improve the financial sector. To avoid biases, we build on the person–organization fit literature and develop a novel, indirect method for assessing organizational culture that revolves around relationships between employees’ personal traits and their career success in the industry or organization under study. We analyze personal values concerning the pursuit of private gain versus (...) personal values concerning caring for others and consider whether employees that value self-enhancement more and self-transcendence less enjoy more career success relative to their peers when working in finance than when working in other industries. Results do not reveal any sort of cross-industry differences that would implicate the finance industry’s culture in the financial crisis. Instead, we find the opposite, namely that strong self-enhancement values and weak self-transcendence values go together with less career success in the finance industry compared to other industries. Hence, if anything, the culture in the finance industry does not seem to resonate well with professionals that seek to pursue personal gain at the expense of clients’ welfare. Implication is that cultural change has little potential to improve the financial system. Meanwhile, the method for assessing organizational culture indirectly by analyzing relationships between employees’ traits and their career outcomes has wider applicability, particularly when relying on scores or measures obtained directly from the people concerned is likely to render biased evidence. (shrink)

The topic of spirituality is gaining an increasing visibility in organizational studies. It is the authors contention that every theory of organization has explicit or implicit views of spirituality in the workplace. To analyze the presence of spiritual ideologies in management theories, they depart from Barley and Kunda's Administrative Science Quarterly article and analyze management theories as spirituality theories with regard to representations of people and the organization. From this analysis, we extract two major dimensions of people (as dependent (...) or independent workers) and the organization (as spiritually informed or spiritually uninformed) that, in combination, result in a typology that advances four organizational types of spirituality: the soulful organization, the holistic organization, the ascetic organization, and the professional organization. The expression of spirituality in each of these forms is discussed with the aim of contributing to a critically informed analysis of organizational spirituality. (shrink)

Little is known about employees' responses to their organizations' initiatives in corporate social responsibility (CSR). Academics have already identified a few outcomes regarding CSR's impact on employees' attitudes and behaviours; however, studies explaining the underlying mechanisms that drive employees' favourable responses to CSR remain largely unexplored. Based on organizational identification (OI) theory, this study surveyed 155 employees of a petrochemical organization to better elucidate why, how and under which circumstances employees might positively respond to organizations' CSR initiatives in the (...) controversial oil industry sector. Findings first support that perceived CSR (i.e. environmental CSR) positively relates to employees' OI which is known as an important antecedent of employees' outcomes (Riketta, J Vocat Behavior, 66(2):358, 2005). Furthermore, results highlighted that the relationship between perceived CSR and employees' OI is mediated by organizational trust. Finally, this study also revealed that some contingency factors such as employees' attributions of self-centred motives to their organization's investment in environmental issues can moderate the relationship between perceived CSR and organizational trust. Based on these findings, it is argued that CSR initiatives can support organizations' efforts to maintain a strong relationship with their employees, and gain their support even in a controversial industry sector. (shrink)

Although neuroscience is currently gaining wide acceptance in organization science and management studies, some important questions remain unanswered and may hinder the development of so-called organizational neuroscience. Specifically, it appears that the usefulness and the applications of neuroscience methods to organization science are still unclear. Hence, the paper addresses this by examining the role of psychophysiology in investigating implicit emotional experience in organizational behaviors and by discussing how concepts from affective sciences and psychophysiological methods could provide a more (...) complete picture of emotion in organization. Finally, we discuss some important points that should be carefully considered before using psychophysiological measurements in organization science. (shrink)

Traditionally, learning organizations face certain constraints related to both exogenous and endogenous factors. This paper models three well-established constraints that employees face while being part of their organizations. One is an explicit constraint on their natural behavior, and two implicit constraints on their endeavor to acquire new knowledge and perform new actions. The implicit constraints, which are elaborated, are related to their relative performance in acquiring new knowledge and by their consecutive actions based on the new knowledge gained. Therefore, this (...) paper attempts to underline such limitations which the agents face under organizational culture and suggest possible strategic initiatives that would effectively counteract such binding limitations to stimulate positive performances from their end. (shrink)

The selling environment is becoming more and more competitive and organizations are trying to gain edge over the other companies. Producing quality goods is not enough. In such a scenario, organizations are trying to make improvements in their salesforce which can be made by making them more ethical. Therefore, it becomes important for the organization to know the factors affecting salesforce ethical behavior. This paper makes an attempt in this regard and explores the organizational antecedents of salesforce ethical (...) behavior. The findings of the review reveal that there are various organizational factors which have an impact on salesforce ethical behavior such as compensation plan, quota, top management, code of ethics, salesforce control system, ethical climate, and ethics training. Based on the findings, the implications and directions for future research are stated. (shrink)

Little is known about employees’ responses to their organizations’ initiatives in corporate social responsibility (CSR). Academics have already identified a few outcomes regarding CSR’s impact on employees’ attitudes and behaviours; however, studies explaining the underlying mechanisms that drive employees’ favourable responses to CSR remain largely unexplored. Based on organizational identification (OI) theory, this study surveyed 155 employees of a petrochemical organization to better elucidate why, how and under which circumstances employees might positively respond to organizations’ CSR initiatives in the (...) controversial oil industry sector. Findings first support that perceived CSR (i.e. environmental CSR) positively relates to employees’ OI which is known as an important antecedent of employees’ outcomes (Riketta, J Vocat Behavior, 66(2):358, 2005). Furthermore, results highlighted that the relationship between perceived CSR and employees’ OI is mediated by organizational trust. Finally, this study also revealed that some contingency factors such as employees’ attributions of self-centred motives to their organization’s investment in environmental issues can moderate the relationship between perceived CSR and organizational trust. Based on these findings, it is argued that CSR initiatives can support organizations’ efforts to maintain a strong relationship with their employees, and gain their support even in a controversial industry sector. (shrink)

The knowledge that organizations possess, produce, and acquire adds to their strategic competency and intelligence. Organizations develop intelligence from practice and learning by doing. There is a definite relationship that exists between organizational learning and productivity that contributes to the development of organizational intelligence. Organizational intelligence is of difference kinds, but almost all of them develop from organizational actions and learning that includes but are not restricted to gaining market information, consumer interactions, business communications, creating new (...) products and services, managing actions, solving emerging problems, etc. Intelligence is the ability to comprehend things or immediate situations and act rationally and according to what the situation demands. In this paper, we examine on what respect organizational intelligence positively relates to organizational competency, and how intelligence help develop strategic competency which adds to their advantage and makes them more robust. We find using a theoretical model that the development of organizational intelligence confers competitive strength to an organization, and contributes to the overall development of higher productivity and organizational competence. (shrink)

Background:Researchers study climate to gain an understanding of the psychological environment of organizations, especially in healthcare institutions. Climate is considered to be the set of recurring patterns of individual and group behaviour in an organization. There is evidence confirming a relationship between ethical climate within organizations and job satisfaction. Objectives: The aim of this study is to describe organizational climate for nursing personnel in public and private hospitals and to confirm the relationships among the climate variables of such (...) hospitals. Materials and methods: A correlational study was carried out to measure the organizational climate of one public hospital and two private hospitals in Granada. The Work Environment Scale was used for data collection. The Work Environment Scale includes 10 scales, ranging from 0 to 9, which were used to evaluate social, demographic and organizational climate variables. In this study, 386 subjects were surveyed in three hospitals. Results: A total of 87% of the participants were female and 16% were male. Most participants were nurses (65.6%), followed by nursing aides (20%), and technicians (14.4%). The results obtained reflected different patterns of organizational climate formation, based on hospital type (i.e. public or private) within the Spanish context. Most of the dimensions were below the midpoint of the scale. Discussion and conclusions: In conclusion, in public hospitals, there is a greater specialization and the organizational climate is more salient than in the private hospitals. In addition, in the public hospitals, the characteristics of the human resources and their management can have a significant impact on the perception of the climate, which gives greater importance to the organizational climate as decisive of the ethical climate. (shrink)

Scholars have long asserted that public relations (PR) professionals should play the role of organizational conscience, but little research has focused on why and how they play this role effectively. We found that PR professionals who played the role of organizational conscience had broadened conceptions of their roles and responsibilities, including a fervent duty to the public interest. This often put them in the position of providing criticism to powerful organizational players. Rather than raising their ethical concerns (...) as persuasive orators, they used subtle, resourceful, and experiential approaches to persuasion. Playing the role of organizational conscience typically necessitated gaining access to informal coalitions since access to dominant power coalitions often was limited or late. Organizations with participative cultures supported the role of organizational conscience. (shrink)

Although theory refers to organizational culture as an important variable in corrupt organizations, only little empirical research has addressed the characteristics of a corrupt organizational culture. Besides some characteristics that go hand in hand with unethical behavior and other features of corrupt organizations, we are still not able to describe a corrupt organizational culture in terms of its underlying assumptions, values, and norms. With a qualitative approach, we studied similarities of organizational culture across different corrupt organizations. (...) In this study, we performed content analysis on interviews of 14 independent experts about their experience with corrupt organizations. With this approach, we gained insights about different corrupt organizations spanning different branches (e.g., government, foreign trade, pharmacy, sports, building industry). We found that corrupt organizations perceive themselves to fight in a war, which leads to their taken-for-granted assumption that “the end justifies the means”. This assumption inspires many values and norms of the organizational culture. An important value in a corrupt organization is “security”, and an important norm is punishment of deviant (i.e., non-corrupt) behavior. Furthermore, managers and employees differ in their perception of organizational culture. While the management endorses values, such as success, results, and performance, and implements these values in their norms of goal setting, employees make use of rationalization strategies and endorse values of security and team spirit. (shrink)

Management scholars and social scientists investigate dynamics of subjective fairness perceptions in the workplace under the umbrella term “organizational justice.” Philosophers and ethicists, on the other hand, think of justice as a normative requirement in societal relationships with conflicting interests. Both ways of looking at justice have neither remained fully separated nor been clearly integrated. It seems that much could be gained and learned by more closely integrating the ethical and the empirical fields of justice. On the other hand, (...) it may simply not be possible to bridge the divide between the subjective empirical and the normative prescriptive justice as both fields pose different questions and rely on different assumptions and methods. In this paper, we propose a “reconciliation” model, as a third way of considering justice in the workplace, taking into account normative and psychological issues pertaining to justice. Through applying a reconciliation model, we provide a new way of looking at the interconnections between justice philosophy and organizational justice that could advance future research in both fields. Our model also implies that justice researchers can and should be concerned with the moral implications of their own subject of research. (shrink)

According to deontic justice theory, individuals often feel principled moral obligations to uphold norms of justice. That is, standards of justice can be valued for their own sake, even apart from serving self-interested goals. While a growing body of evidence in business ethics supports the notion of deontic justice, skepticism remains. This hesitation results, at least in part, from the absence of a coherent framework for explaining how individuals produce and experience deontic justice. To address this need, we argue that (...) a compelling, yet still missing, step is to gain further understanding into the underlying neural and psychological mechanisms of deontic justice. Here, we advance a theoretical model that disentangles three key processes of deontic justice: The use of justice rules to assess events, cognitive empathy, and affective empathy. Together with reviewing neural systems supporting these processes, broader implications of our model for business ethics scholarship are discussed. (shrink)

The new features of the business environment have expanded the concept of organizational learning capability. In today’s competitive business environment, OLC has been recognized as an essential means to gain a sustainable competitive advantage. However, the effective development of that capability has not been sufficiently analyzed in the organizational learning literature. Prompted by a recent paradigm shift in the organizational sciences, this research explores the link between altruism and OLC testing a wider picture that includes two (...) intermediate steps: Relationship Conflict and Organizational Trust. To check our hypotheses, we used structural equations to analyze data from a survey of Spanish firms with recognized excellence in human resource management. Results indicate that organizational trust mediates on the altruism—OLC relationship; however, such linkage is not mediated by relationship conflict. Findings suggest that altruism and trust should be promoted in organizations in order to boost OLC. (shrink)

Feldman (Organization Science 11(6): 611–629, 2000) describes the striving mechanism as a mode of routine change driven by successful organizational routines. Striving describes a process by which organization members gain a better understanding of the ideals undergirding their actions. In turn, this insight drives changes within routines. In this paper, I argue that the rational actor model, especially as articulated in Donald Davidson’s (1963) theory of action, is unable to account for the striving mechanism of endogenous routine change (...) identified by Feldman (Organization Science 11(6): 611–629, 2000). Drawing upon Brewer’s (2011) criticisms of propositional theories of desire, the account of meta-language intentional attitudes developed by List and Pettit (2011), and MacIntyre’s (2007) theory of social practices, I introduce an expanded framework for conceptualizing agency at the individual level, and aggregation at the organization level, that better accounts for the striving mechanism as a process of endogenous routine change. (shrink)

The goal of this paper is to examine the impact of leadership and promotion regulatory focus on employees’ willingness to engage in unethical pro-organizational behavior . Building from a person–situation interactionist perspective, we investigate the interaction of leadership style and how leaders frame messages, as well as test a three-way interaction with promotion focus. Using an experimental design, we found that inspirational and charismatic transformational leaders elicited higher levels of UPB than transactional leaders when the leaders used loss framing, (...) but not gain framing. Furthermore, followers’ promotion regulatory focus moderated this relationship such that the effect held for followers with low promotion focus, but not for individuals with high promotion focus. Our findings extend the understanding of UPB, offer theoretical mechanisms to explain when this behavior occurs, and contribute to leadership theory and research on ethical decision making. (shrink)

Being different from the Western concept of "relationship," Chinese concept of "relationship," that is, guanxi profoundly influences Chinese society in commercial activities, business ethics, and organizational behaviors. Moreover, firms can develop their networks of guanxi to gain competitive advantages. Highlighting the cultural and organizational antecedents oí guanxi, namely Confucianism and organizational ethical climate, this study examines the influence of these two antecedents on guanxi and makes comparisons of guanxi, Confucianism and organizational ethical climate between Taiwan (...) and Mainland China. The results show that Taiwan, where preserves more Confucian culture, tends to put much emphasis on guanxi than Mainland China, especially with respect to mianzi. Concerning ethical climate, Taiwan tends to have instrumental, and law and code ethical climate. (shrink)

Why does workplace gender diversity matter? Here, we provide a review of the literature on both justice‐based and organizational benefits of workplace gender diversity that, importantly, is informed by evidence regarding sex differences and their relationship with vocational behavior and outcomes. This review indicates that the sexes are neither distinctly different, nor so similar as to be fungible. Justice‐based gains of workplace gender diversity include that it may cause less sex discrimination and may combat androcentrism in products and services. (...) We then consider potential instrumental benefits of workplace gender diversity to organizations, including for team and firm performance, innovation, occupational well‐being, and corporate governance. The evidence of positive association is currently strongest for occupational well‐being and governance. We recommend that policy makers ground gender diversity initiatives in this comprehensive and evidence‐based understanding of the benefits of workplace gender diversity. (shrink)

This study investigates the complexities in the relationship between perceptions of organizational politics and performance ratings by examining the moderating effect of impression management on that relationship. Expectancy theory was employed to better understand the moderating effect. We proposed that two kinds of impression management tactics occurred: supervisor-focused and job-focused, respectively. It was hypothesized that increased exercise of impression management would mitigate the negative effects of perceptions of organizational politics and performance ratings. Data were collected from 290 full-time (...) employees of ten state-owned enterprises in Taiwan. Hierarchical moderated regression analysis of data revealed that the job-focused tactics exerted a significant moderating effect on the relationship between perceptions of organizational politics and performance ratings. When perceptions of organizational politics are low, employees who engage in high levels of job-focused impression management tactics are more likely to gain better ratings than those who employ low-level tactics. (shrink)

Product innovation integrates technology, knowledge, management practices, and market innovation, making it essential to gain a competitive advantage. Effective management of dynamic knowledge, which is the foundation of and driving force for product innovation, is a powerful tool that allows a firm to successfully innovate, adapt to environmental changes, and improve its competitiveness. In the “nanosecond age,” unlearning and learning in an organization is crucial to a firm’s ability to promptly update its organizational knowledge and maintain innovation vitality. (...) Based on the dynamic knowledge management perspective, this study integrates and constructs a theoretical model with environmental dynamism as the moderating variable, discusses the impact of organizational unlearning on product innovation performance, and empirically analyzes 208 valid questionnaires in the Yangtze River Delta using the multiple regression method. The results show that organizational unlearning shares a positive relationship with dynamic capabilities and product innovation performance. Dynamic capability is positively related to product innovation performance and has a partial mediating effect on the relationship between organizational unlearning and product innovation performance. Environmental dynamism shares a positive moderating effect on the relationship between organizational unlearning and product innovation performance. This study deepens the existing research on the factors that influence product innovation performance, which may help firms improve their dynamic knowledge management and product innovation performance. (shrink)

Over the last 20 years, organizations have attempted numerous innovations to create more openness and to increase ethical practice. However, adult students in business classes report that managers are generally bureaucratically oriented and averse to constructive criticism or principled dissent. When organizations oppose dissent, they suffer the consequences of mistakes that could be prevented and they create an unethical and toxic environment for individual employees. By distinguishing principled dissent from other forms of criticism and opposition, managers and leaders can perceive (...) the dissenter as an important organizational voice and a valued employee. The dissenter, like the whistleblower, is often highly ethically motivated and desires to contribute to the organization’s wellbeing. Recognizing and protecting principled dissent provides the means of transforming organizations. By restoring dignity to the individual, organizations gain more productive and loyal employees, and they create an environment that promotes critical thinking, learning, and a commitment to ethics. (shrink)

The focus of this paper is to further a discussion of codes of ethics as institutionalized organizational structures that extend some form of legitimacy to organizations. The particular form of legitimacy is of critical importance to our analysis. After reviewing various theories of legitimacy, we analyze the literature on how legitimacy is derived from codes of ethics to discover which specific form of legitimacy is gained from their presence in organizations. We content analyze a sample of codes to consider (...) the question of whether a strategic, self-interested rationale lies behind the adoption of a code of ethics. We propose that the process of employing codes of ethics in this strategic manner has become, through isomorphism, an institutionalized practice that itself confers a cognitive form of legitimacy to the organization and further distances the codes from their moral foundation. (shrink)

There has recently been a growth in research that examines how corporations respond to allegations of unethical actions. Although scholars have gained much insight about the range of responses available to and used by organizations, there has been almost no study of why firms choose one response over another. In this article, the authors present a framework of likely organizational response choices to allegations of wrongdoing; we propose that response choices are based on the degree of reputational risk from (...) stakeholder withdrawal of support and on perceived threats to the firm’s primary or secondary identity. (shrink)

Although leaders in the field of ethics have for many years pointed to the crucial role that organizations play in shaping healthcare ethics, organizational ethics remains a relatively undeveloped area of ethics activity. Clinical ethics committees are an important source of potential expertise, but new skills will be required. Clinical ethics committees seeking to extend their purview to organizational issues will have to respond to three challenges—how to gain sanction and support for addressing controversial and sensitive issues, (...) how to develop an acceptable process, and how to make a difference on the ground. The article presents practical suggestions for how clinical ethics committees meet these challenges. (shrink)

For three decades, scholars have investigated the phenomena of organizational misconduct (OM) in the fields of business ethics, management, and organization studies. In recent years, the construct has gained increased attention due to widely reported corruption, bribery, crime, violations, and other acts of immorality undertaken by organizations, especially in emerging markets. Despite its popularity, review studies on OM are sparse, and no systematic review of research on OM in the context of emerging markets exists. This article attempts to fill (...) this void by analyzing the literature on OM in the specific context of emerging markets based on a systematic review methodology and integration approach. Based on the findings of our literature review, we develop an integrative model of the antecedents and consequences of OM in emerging markets and discuss important moderators that may curtail the development of OM and alleviate its consequences. In doing so, we provide scholars with a conceptual model and overview of the current knowledge and findings on the topic. We further discuss important gaps in the literature and provide fruitful avenues for future work that we believe are promising to advance our understanding of OM in the context of emerging markets. (shrink)

This article tracks Corporate Social Responsibility (CSR) as an emergent organizational process that places the employee at its center. Predominantly, research on CSR tends to focus on external pressures and outcomes leading to a neglect of CSR as a dynamic and developing process that relies on the involvement of the employee as a major stakeholder in its co-creation and implementation. Utilizing case study data drawn from a study of a large multinational energy company, we explore how management relies on (...) employees' interaction with CSR as the process of initiation → implementation → maturation develops. Employee involvement grows from a minor element in the CSR initiation stage to a vital contributory factor in CSR's success in the later stages of the process. The article offers new insights into a processual and interactional approach to CSR that accounts for the actions of different actors involved at each stage. Most unusually, it also recognizes the dual impact this has on broader issues concerning the management and involvement of employees through CSR actions, and gaining legitimacy in the eyes of not only external stakeholders but internal too. (shrink)

Schools are interesting as complex organizations in and of themselves but even more so for how they refract the societal dynamics by which inequality is reproduced, an enduringly vexing question (Fligstein & McAdam, 2012:3). Educational attainment is core to socioeconomic status and connected to outcomes in housing, health, and employment. Unequal schools in fields characterized by stratification are often the subject of reform attempts (Tyack, 1974). We examine how a wealthier and a poorer school responded to a state-level regulatory mandate (...) for change, in the U.S. context of schools as putative engines of opportunity. Bourdieu’s “master concepts” of field, habitus, and cultural capital (Swartz, 2008) are often applied, and we used them to answer frequent but still relatively unanswered calls in the literature: first, to use the master concepts together rather than singularly, and second, to attend specifically to the organization level and what it refracts (Dobbin, 2008; Emirbayer & Johnson, 2008; Hallett & Gougherty, 2018; Lounsbury & Ventresca, 2003; Mohr, 2013). For this integrative and organizational level approach, we derived the concept of “class signature,” which enabled us to focus on practices in organizations. This lens revealed “resistant compliance” in the wealthier school and “compliant resistance” in the poorer school, both of which reshaped the stratified field, even if stratification was not rectified. These responses appeared to reproduce inequality, not simplistically, we argue, but along a winding path fraught with practical experiments, protection against penalties, redefinition of the reform’s terms, and some small gains to remedy intra-organizational inequalities. (shrink)

The purpose of this article is to explain the differences between neo-Aristotelian virtue and positive organizational virtuousness from the virtue ethics perspective. Most studies use virtues and virtuousness interchangeably. A few others try to explain their differences from the positive organizational science perspective. Although closely related, we believe that these two notions are not identical. If we understand neo-Aristotelian virtue correctly, then it cannot be judged exclusively on what is externally verifiable, as is the case with virtuousness. For (...) these reasons, we attempt our own differentiation, highlighting the gains and losses realized in the migration from neo-Aristotelian virtue to positive organizational virtuousness, and establishing guideposts to meaningfully combine the strengths of both concepts. (shrink)

In the mid-1990s, fairtrade-organic registration data showed that only 9 % of Oaxaca, Mexico’s organic coffee ‘farm operators’ were women; by 2013 the female farmer rate had increased to 42 %. Our research investigates the impact of this significant increase in women’s coffee association participation among 210 members of two coffee producer associations in Oaxaca, Mexico. We find that female coffee organization members report high levels of household decision-making power and they are more likely than their male counterparts to report (...) control over their coffee income. These significant advances in women’s agency within the household are offset by the fact that the women experience significant time poverty as they engage in coffee production while bearing a disproportionate share of domestic labor obligations. The women coffee producers view organizational labor as a third burden on their time, after their reproductive and productive labor. The time poverty they experience limits their ability to fully participate in coffee organizational governance and consequently there are few women leaders at all levels of the coffee producer businesses. This is problematic because it limits women’s ability to fully benefit from organizational membership: when women fully participate in governance they gain valuable business and leadership skills and producer associations with active female members may also be more likely to develop and maintain programs and policies that enhance gender equity. Our findings indicate that targeted agricultural development programs to improve gender equity among agricultural smallholders should involve creative ways to ease women’s labor burdens and reduce their time poverty in order to facilitate full organizational participation. The research findings fill a gap in existing studies of agricultural global value chains (GVCs) by demonstrating how the certified coffee GVC depends on women’s under and un-paid labor not only within the household but also within producer organizations. (shrink)

Human resources management is essential to ensure the success of any organization which is based on the belief that an organization gains competitive advantage by using its people effectively and efficiently. But HR professionals need organizational support to make the employees more committed and passionate about their work. In this study, the researchers aim to examine the moderating effect of organizational support in the relationship between human resource professionals’ competencies, HR professionals’ willingness, and HR professionals’ effectiveness. HR Professionals’ (...) competencies such as credible activist, talent manager, culture and change steward, strategy architect, business ally, and operational executor nurture HR professionals’ effectiveness. Besides, HR professionals’ willingness is a significant predictor of HR professionals’ effectiveness. To test the relationships, the researcher collected data through survey questionnaire from 183 managers from commercial banks of Pakistan. For statistical analysis, Partial least squares-structural equation modeling is used to analyze the data and test the hypotheses. The findings reveal the positive and significant impact of HR professionals’ competencies and HR professionals’ willingness on HR professionals’ effectiveness. Additionally, the moderating impact of organizational support was also significant among HR professionals’ competencies, HR professionals’ willingness, and HR professionals’ effectiveness relationship. The study contributes in the literature of HR professionals’ effectiveness and organizational support in the banking sector of local context. The study also discusses the implications and future directions. One of them is that the research framework provides guidelines for HR professionals about what competencies are needed to enhance HR professional effectiveness. The present study recommends HR professionals of the banking sector to be involved in strategic planning and implementation in their organization. (shrink)

Today, organizations are facing a high rate of attrition which is a serious issue for human resource managers. Gaining the commitment of employees towards their organization, though challenging, is rewarding as organizational commitment (OC) is a precursor to employee engagement. Another challenge is about maintaining an ethical climate. Ethical misconduct by organizations not only brings them a heavy monetary price but also incurs non-monetary price in terms of customer and employee attrition and diminished business reputation. In the new workplace (...) with greater emphasis on flexibility, teams and a strong customer orientation, we feel that development of emotional intelligence (EI) of the workforce can be the key to meet these challenges. This paper explores these three critical constructs viz., EI, workplace ethics and OC together, and tests whether workplace ethics mediates the EI–OC relationship using structural equation modelling. We conducted an empirical study in Guwahati, a fast-growing tier II city in India and a business hub for north-east India, on a sample of 400 managers working in the service sector. Our study found that emotional intelligence is a strong predictor of ethical perception and organization commitment. Also, ethical perception significantly affects organizational commitment. Although we reject the hypothesis that ethics mediates the EI–OC relationship, the importance of workplace ethics cannot be undermined as it can build intangible organizational assets such as goodwill and public image. Since individual ethical standards create ethical climate, organizations need to teach their people how to recognize morally questionable situations and the consequence of unethical conduct. (shrink)

ABSTRACT:The language of virtue is gaining wider appreciation in the philosophical, psychological, and management literatures. Ethicists and social scientists aim to integrate normative and empirical approaches into a new “science of virtue.” But, I submit, they are talking past each other; they hold radically different notions of what a virtue is. In this paper, I shall examine two conflicting conceptions of virtue, what I call the reductive and the non-reductive accounts of virtue. I shall critically study them and argue that (...) the non-reductive view is the best philosophical account of virtue and the only one that can account for the way we talk about virtue in business and in everyday life. We can only understand what it means to act virtuously through the examination of the attitudes, beliefs, desires, and inclinations of the virtuous agent. I shall illustrate the differences between the reductive and non-reductive accounts by considering the virtue of gratitude. (shrink)

Breaches of research integrity have gained considerable attention due to high-profile scandals involving questionable research practices by reputable scientists. These practices include plagiarism, manipulation of authorship, biased presentation of findings and misleading reports of significance. To combat such practices, policymakers tend to rely on top-down measures, mandatory ethics training and stricter regulation, despite limited evidence of their effectiveness. In this study, we investigate the occurrence and underlying factors of questionable research practices (QRPs) through an original survey of 3,005 social and (...) medical researchers at Swedish universities. By comparing the role of the organizational culture, researchers´ norms and counter norms, and individual motivation, the study reveals that the counter norm of Biasedness—the opposite of universalism and skepticism—is the overall most important factor. Thus, Biasedness was related to 40–60% of the prevalence of the questionable practices. The analysis also reveals the contradictory impact of other elements in the organizational environment. Internal competition was positively associated with QRP prevalence, while group-level ethics discussions consistently displayed a negative association with such practices. Furthermore, in the present study items covering ethics training and policies have only a marginal impact on the prevalence of these practices. The organizational climate and normative environment have a far greater influence. Based on these findings, it is suggested that academic leaders should prioritize the creation and maintenance of an open and unbiased research environment, foster a collaborative and collegial climate, and promote bottom-up ethics discussions within and between research groups. (shrink)

We explore psychological contracts as mechanisms by which individuals gain influence in organizations. Using two distinct research settings and longitudinal analysis, we demonstrate that ideological contracts endow individuals with increased centrality in the organization’s influence network. More generally, we propose that an important outcome of different psychological contract types may be how they affect the nature of influence in organizations.

Given the extraordinary politicization of culture in an era of globalization, it is surprising that Sesame Street has gained acceptance and legitimacy in more than fifty countries during the last five decades. Sesame Street’s ubiquity around the world presents us with the question I address in this article: how do partner organizations work together, on the ground, to locally adapt a hybrid cultural product? Using data from real-time interactions between NY staff and partners, I show how teams from different cultures (...) who do not share collective representations are able to create them through transnational interaction by: (1) constructing value to align their interests (2) exchanging complex cultural knowledge to customize and build alliances together. The Sesame Street case, then, allows us to grapple with “culture in interaction” at the transnational level, shedding light on culture in transnational interaction. (shrink)

Businesses often attempt to demonstrate their commitment to diversity, equity, and inclusion (DEI) by showcasing women in their leadership ranks, most of whom are white. Yet research has shown that organizations confer status and power to women who engage in sexist behavior, which undermines DEI efforts. We sought to examine whether women who engage in racist behavior are also conferred relative status at work. Drawing on theory and research on organizational culture and intersectionality, we predicted that a white woman (...) who expresses anti-Black racism is conferred more status in the workplace than a white woman who does not. A pilot study (N = 30) confirmed that making an anti-Black racist comment at work was judged to be more offensive than making no comment, but only for a white man, not a white woman. Study 1 (N = 330) found that a white woman who made an anti-Black racist comment at work was conferred higher status than a white woman who did not, whereas the opposite held true for a white man, with perceived offensiveness mediating these effects. Study 2 (N = 235) revealed that a white woman who made an anti-racist/pro-Black Lives Matter comment was conferred lower status than a white woman who did not, whereas the opposite held true for a white man. Finally, Study 3 (N = 295) showed that people who endorse racist and sexist beliefs confer more status to a white man than to a white woman regardless of speech, but that people low in racism and sexism confer the highest status to a white woman who engages in anti-Black racist speech. These studies suggest that white women are rewarded for expressing support for beliefs that mirror systemic inequality in the corporate world. We discuss implications for business ethics and directions for future research. (shrink)

Background: Recruitment, training and performance management are central processes in Human Resource Management (HRM) for organizational performance. Organizational Culture (OC) also determines these practices based on the nature of hiring, career development, and employee retention. It is essential to have a clear understanding of the relationship to gain the biggest benefits for HRM strategies and organizational results. Aim: Thus, the current research examines how OC affects HRM practices such as RP, TD, PM, EE, RR, and CR. (...) It is desired to identify how OC influences HRM practices and offer recommendations that can help to improve the HRM practices. Method: A questionnaire survey was conducted among 250 respondents using a structured 5-point Likert scale. The survey was based on demographic characteristics and evaluated the OC influence on RP, TD, PM, EE, RR, and CR. The study employed the PLS-SEM technique and T-test with the CFA and psychometric tests to check for reliability. Results: A strong correlation between OC and human resource management practices was established. OC impacted the approach to attracting employees, selecting and developing training programs, assessing performer appraisals, motivating employees, deciding on retention strategies, and handling conflict. These observations show that OC has a strong impact on the range of HRM practices. Conclusion: It is important to understand that organizational culture is an influential component that affects HRM practices. Positive OC affects the ability to attract, develop, manage, engage, retain, and resolve conflicts with employees. The PLS-SEM approach was useful in analysing these relationships and enhancing the HRM strategies with regards to organizational culture. (shrink)

In recent decades, implementing a code of conduct (CoC) as part of an organization's CSR infrastructure has become a sine qua non for gaining trust and fostering credibility. Despite numerous studies aimed at identifying cultural differences in the content of CoCs, little is known about what causes those differences and how they relate to an organization's communicative endeavor to gain trust and strengthen its legitimacy. In response, this article examines potential cultural differences in the public availability, design, and content (...) of CoCs of corporations headquartered in countries in the Confucian Asian versus Anglo cultural clusters from the perspective of strategic communication. Drawing on the concepts of individualist versus collectivist culture and low- versus high-context communication, the findings reveal significant differences, including that Anglo-based companies more often make their CoCs publicly available and, in turn, significantly more comprehensive than Confucian Asian codes. Furthermore, compared with Anglo CoCs, significantly fewer CoCs of companies headquartered in Confucian Asia address the importance of moral values in daily business practices and sensitive issues such as prohibited behavior, whistleblowing, and sanctions following code violations. Those findings indicate significant institutional and cultural differences in companies' communication about ethical principles and corresponding conduct and suggest that, across cultures, CoCs differ in their content and are not accorded equal relevance as a means to foster legitimacy via CSR communication. (shrink)

Purpose driven companies have developed their corporate culture with a commitment to stakeholders, Sustainable Development Goals, and social responsibility, prioritizing the management of organizational intangibles over capital. The overall objective of this research is to gain knowledge regarding the attention and emotional intensity registered by young Spanish university students when visualizing corporate purpose versus corporate visual identity, as well as the image of the Chairman of the main Spanish companies quoted on the IBEX 35. The techniques of eye (...) tracking and galvanic skin response have been used with 31 Spanish university students. The results suggest that brands with the highest brand equity in the Interbrand ranking are also the ones that receive the highest levels of attention and emotional arousal, and that a well-formulated corporate purpose is not enough to satisfy the public if company credibility is low due to previous perceptions of an organization. (shrink)

This article provides a cross-case analysis of four art and design research centres operating within UK universities. Findings from autobiographical and semi-structured interviews with researchers, research managers, and research leaders indicate that they encounter similar issues in trying to establish internal legitimacy within the university alongside the need to gain external support and recognition. In dealing with these challenges, art and design research centres tend to pass through four broadly identifiable phases: (i) Origination (utilising credentials and leadership capacity), (ii) (...) Establishment (securing resources and embedding dedicated systems and processes), (iii) Development (furthering profile, diversifying, and retaining autonomy), and (iv) Sustainability (enhancing research culture, networks, and influence). Many interesting parallels are evident with the way small businesses strive to establish themselves within competitive market environments. Lessons for research managers and directors are explored to consider such similarities in key areas of responsibility that cover leadership, managing people and processes, developing organisational capacity, and building external networks. The research suggests research centre directors must demonstrate many intrapreneurial qualities to overcome obstacles in the development of a successful research team and that university departments can make substantial organisational interventions to help them succeed. (shrink)