Journal articles: '3507 Strategy, management and organisational behaviour'

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Ali, Abbas J., and Emil Albert. "Organisational Environment and Strategy‐making Behaviour." Management Research News 15, no. 3 (March 1992): 23–28. http://dx.doi.org/10.1108/eb028199.

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Salaman, Graeme. "Organisational behaviour for hospitality management." Tourism Management 16, no. 5 (August 1995): 399–400. http://dx.doi.org/10.1016/0261-5177(95)90091-8.

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Khaola, Peter. "Organisational citizenship behaviour within learning environments." International Journal of Management Education 7, no. 1 (October 29, 2008): 73–80. http://dx.doi.org/10.3794/ijme.71.219.

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Carnall, Colin A. "Book Review: Managing Organisational Behaviour." Journal of General Management 13, no. 2 (December 1987): 121–22. http://dx.doi.org/10.1177/030630708701300211.

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Al-Madadha, Amro, Ahmad Samed Al-Adwan, and Fida Amin Zakzouk. "Organisational Culture and Organisational Citizenship Behaviour: The Dark Side of Organisational Politics." Organizacija 54, no. 1 (February 1, 2021): 36–48. http://dx.doi.org/10.2478/orga-2021-0003.

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Abstract Background and Purpose: Organisational politics can have a substantial negative effect on employees’ performance, however many organisations still do not pay attention to this organisational behaviour. In our study, we aim to examine the relationship between organisational culture and organisational citizenship behaviour through how employees perceive political behaviour within organisations. Methods: Convenience sampling technique has been employed, quantitative data were collected from 532 employees in the Jordan banking industry via online surveys. Structural equation modelling (SEM) was employed to test the hypotheses of the study. Results: Analyses showed that organisational culture within the banking industry has an effect on how employees perceive political behaviour. A negative perception of political behaviour by employees, in turn, has a negative influence on employees’ citizenship behaviour. These findings answer previous calls to investigate the destructive effect of organisational politics on employee outcomes. Conclusion: Organisations should pay more attention to the destructive effect of organisational politics and try to minimise such behaviour. Organisational citizenship behaviour, in contrast, benefits organisational performance, and the enhancement of this is recommended through the implementation of more effective policies and strategies.

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AL-Abrrow, Hadi, Hasan Abdullah, and Nadia Atshan. "Effect of organisational integrity and leadership behaviour on organisational excellence." International Journal of Organizational Analysis 27, no. 4 (September 2, 2019): 972–85. http://dx.doi.org/10.1108/ijoa-08-2018-1518.

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Purpose The purpose of this paper is to study the effect of organisational integrity and leadership behaviour on organisational excellence by considering the mediating role of work engagement in the banking sector. Design/methodology/approach The quantitative (questionnaire survey) design was used to gather data from 285 employees of the banking sector in Southern and Central Iraq. Findings The findings revealed a partial mediation role of work engagement in the relation between organisational integrity and organisational excellence and a full mediation role between leadership behaviour and organisational excellence. Research limitations/implications Managers need to understand that the impact of their leadership behaviour on organisational outcomes; they also have to understand how people think and what motivates them positively. Therefore, managers must deal with employees as internal customers and realise that their satisfaction and performance is the satisfaction of external customers. Originality/value Few studies have dealt with this topic in the in developing countries such as Iraq. The increases the strength of competition in the Iraqi banking sector pays more attention to the search for excellence. Therefore, more research efforts are needed for achieving organisational excellence in this sector.

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Williams, Harry. "Developing a positive organisational culture using a management development strategy." Australian Health Review 25, no. 6 (2002): 190. http://dx.doi.org/10.1071/ah020190.

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This paper evaluates a management development program, which was piloted at Albury Base Hospital during 2001 for nurse managers. The program uses quantitative assessments of participants using a lifestyle inventory tool and enables managers to identify opportunities and strategies to assist them to become more effective managers. The program also helps identify management 'blind spots" and increased awareness of the effect of management's behaviour on team efficiency. The program was evaluated as being relevant to managers from any health discipline and was a means by which workplace culture and behaviour could be improved.

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Huczynski, Andrezej. "Portrayals of management fashions in contemporary management and organisational behaviour textbooks." International Journal of Management Education 9, no. 3 (August 10, 2011): 61–75. http://dx.doi.org/10.3794/ijme.93.342.

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Isfahani, Ali Nasr, and Ali Rezaei. "The impact of perceived organisational support on organisational citizenship behaviour: the mediating role of organisational trust." International Journal of Business Excellence 13, no. 4 (2017): 441. http://dx.doi.org/10.1504/ijbex.2017.10008195.

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Warner, Malcolm. "Book Review: Encyclopaedia Dictionary of Organisational Behaviour." Journal of General Management 22, no. 1 (September 1996): 88–89. http://dx.doi.org/10.1177/030630709602200107.

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Rezaei, Ali. "The impact of perceived organisational support and organisational citizenship behaviour on turnover intention: an empirical investigation." International Journal of Applied Management Science 11, no. 2 (2019): 153. http://dx.doi.org/10.1504/ijams.2019.10018984.

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Zakliki, Mohammad, and Chris Christodoulou. "The Impact of CEO Role Behaviour on Firm Performance." Journal of Management & Organization 2, no. 2 (March 1996): 30–47. http://dx.doi.org/10.1017/s1833367200006088.

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AbstractThe impact of executive leadership on organisational performance has been the focus of study for many years. This study, of CEOs of Australian publicly listed companies, used the Competing Values Framework developed by Hart and Quinn (1993) to measure CEO role behaviour. It consists of four competing roles: Vision Setter, Motivator, Analyser, and Task Master. These roles were tested against three dimensions of firm performance: Financial, Business, and Organisational Effectiveness Performance. The results showed that there was little functional connection between executive leadership and firm performance.Further, the organisational effectiveness factor was the domain of firm performance most influenced by CEOs. Task Master role was the only role behaviour which had a positive relationship with any domain of firm performance.Behavioural complexity of leadership behaviour had a positive relationship with organisational effectiveness performance in large firms and for firms following an analyser type of strategy. Behavioural complexity also had a positive relationship with business performance for firms following an analyser type of strategy. However, there was no association between behavioural complexity and financial performance regardless of situational factors.These findings suggest that effective CEOs are required to demonstrate paradoxical skills, and that any approach for developing management skills must involve a heavy dose of practical application.

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Nguyen, Tuyet-Mai, Liem Viet Ngo, and Gary Gregory. "Motivation in organisational online knowledge sharing." Journal of Knowledge Management 26, no. 1 (October 18, 2021): 102–25. http://dx.doi.org/10.1108/jkm-09-2020-0664.

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Purpose This paper aims to examine the influence of intrinsic motives (self-efficacy, reputation and reciprocity) on online knowledge sharing behaviour. Additionally, this research investigates the moderating role of individual innovation capability and top management support. Design/methodology/approach The methodology adopted was a questionnaire survey of employees working in Vietnamese telecommunications companies. A total of 501 employees completed a self-administered anonymous survey using a cross-sectional design. Confirmatory factor analysis and ordinary least squared – based hierarchical regression was used to test the conceptual framework. Findings Self-efficacy, reputation and reciprocity significantly impact online knowledge sharing behaviour. Specifically, self-efficacy has an inverted U-shape association while reputation and reciprocity have a positively, returns-to-scale association with online knowledge sharing behaviour. Individual innovation capability moderates the effect on these associations as does top management support, but to a lesser extent. Research limitations/implications Data were obtained at a single point in time and self-reported. Furthermore, this study was conducted in a specific industry in Vietnam, i.e. telecommunications, which limits the generalisability of the research. Practical implications Organisations need to create a favourable environment for online knowledge sharing to foster reciprocal relationships and interpersonal interactions of employees. Encouraging and rewarding employees to actively engage in knowledge exchange will help facilitate reciprocal online knowledge sharing behaviour. Originality/value This study contributes to knowledge-sharing behaviour by uncovering an inverted U-shape association and positively, returns-to-scale associations between intrinsic antecedents and online knowledge sharing behaviour. Additionally, individual innovation capability was an important moderator which has been overlooked in past research.

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Ramsay, John, and Beverly A. Wagner. "Organisational Supplying Behaviour: Understanding supplier needs, wants and preferences." Journal of Purchasing and Supply Management 15, no. 2 (June 2009): 127–38. http://dx.doi.org/10.1016/j.pursup.2009.02.001.

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Parumasur, Sanjana Brijball, and Patsy Govender. "Empirical study on the link between corporate citizenship behaviour and spirituality in the corporate environment." Risk Governance and Control: Financial Markets and Institutions 6, no. 3 (2016): 81–92. http://dx.doi.org/10.22495/rcgv6i3c2art11.

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This study explores the relationship between spirituality in the corporate environment and corporate or organisational citizenship behaviour. The relationships amongst the sub-dimensions of workplace spirituality (meaningfulness of work, sense of community, alignment with organisational values) and the sub-dimensions of corporate or organisational citizenship behaviour (altruism, conscientiousness, sportsmanship, courtesy, civic virtue) are also examined. The extent to which the sub-dimensions of organisational citizenship behaviour predict workplace spirituality are analysed. The study was undertaken in a retail products outlet that focuses on quality and professionalism. The sample was drawn using cluster sampling and the adequacy of the sample was assessed using the Kaiser-Meyer-Olkin Measure and Bartlett’s Test of Sphericity. Data was collected using a closed-ended, established questionnaire and analysed using descriptive and inferential statistics. The results reflect that the organisation is fairly high on workplace spirituality with the focus being on meaningfulness of work and, on corporate or organisational citizenship behaviour with altruism and civic virtue being its greatest strength. There is a significant relationship between spirituality in the corporate environment and corporate or organisational citizenship behaviour, with sportsmanship and civic virtue being strong predictors of workplace spirituality. The results therefore, display the dynamic relationship between spirituality in the corporate environment and corporate or organisational citizenship behaviour, which when nurtured has the potential to enhance both bottom-lines of profits and people as well as society as a whole.

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Adamonienė, Rūta, Lienite Litavniece, Laima Ruibytė, and Evelina Viduolienė. "Influence of individual and organisational variables on the perception of organisational values." Engineering Management in Production and Services 13, no. 2 (June 1, 2021): 7–17. http://dx.doi.org/10.2478/emj-2021-0008.

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Abstract A favourable organisational culture founded on the values of employees and organisation leaders must be created to achieve goals, innovate and maintain a well-functioning organisation. Knowing these values and how they are influenced by various factors, such as age, the length of service, and the nature of work, must help to change employee beliefs, norms and behaviour patterns in a way that helps to achieve greater organisational success and efficiency. The study sample size consisted of 172 employees of educational institutions and 242 employees from municipal organisations. Occupational features and occupational behaviour were evaluated using a set of organisational values (Glomseth et al., 2011). The current research aimed (1) to evaluate organisational values and feature dimensions with respect to the inter-institutional level, (2) to evaluate organisational values and feature dimensions and distinguish the most prevalent with respect to the subordination level, (3) to evaluate organisational values and feature dimensions with respect to individual variables (gender, age and the length of occupational experience). The results revealed that task effectiveness, time management and cooperation, employee-orientated behaviour were stronger in educational organisations than municipal. Authoritarian management, formality and restrictions were stronger in municipal rather than educational organisations. Compared to beliefs held by subordinates, superiors claimed that positive organisational values, such as effectiveness, cooperation, and employee-orientated behaviour, were more typical in both types of institutions. Formal communication and restrictions were more typical for employees rather than managers. Subordinates but not superiors tended to perceive and evaluate organisational values, features and behaviour differently depending on gender.

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Salas-Vallina, Andres, Joaquín Alegre, and Rafael Fernandez. "Happiness at work and organisational citizenship behaviour." International Journal of Manpower 38, no. 3 (June 5, 2017): 470–88. http://dx.doi.org/10.1108/ijm-10-2015-0163.

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Purpose The purpose of this paper is to examine the relationship between happiness at work (HAW), organisational learning capability (OLC) and organisational citizenship behaviour. Design/methodology/approach Through structural equation models, a sample of 167 allergists of public health services was analysed. Findings Results suggest that the relationship between HAW and organisational citizenship behaviour is fully mediated by OLC. Hence, OLC has a critical role to describe how HAW improves organisational citizenship behaviour. Basically, HAW promotes motivation for learning, and a better quality of the interactions between employees, which results in pro-social behaviours. Research limitations/implications The sample is focussed in a knowledge-intensive context. Future research might consider other service sectors, such as a private business sector. In addition it would be interesting to examine a longitudinal perspective of the model. Practical implications The results confirm the direct and positive effect of HAW on organisational citizenship behaviour. Nevertheless, showing positive attitudes as HAW does not assure to achieve perceived service quality. It is needed to take into account certain conditions that promote learning. Originality/value Current attitudinal theories do not contemplate environments that promote learning to explain pro-social attitudes. The research offers a theoretical model and provides evidence that the attitudes-behaviours relationship needs to be explained bearing in mind OLC.

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Afram, Joseph, Alba Manresa, and Marta Mas-Machuca. "The impact of employee empowerment on organizational performance: A mediating role of employee engagement and organisational citizenship behaviour." Intangible Capital 18, no. 1 (March 28, 2022): 96. http://dx.doi.org/10.3926/ic.1781.

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Purpose:The aim of the study is to assess the mediating role of employee engagement and organisational citizenship behaviour on the relationship between employee empowerment (structural, psychological) and organisational performance in non-commercial banks in Ghana.Design/Methodology/ approach: SEM (EQS) was used to test the proposed hypothesis based on 304 employees selected from eight non-commercial banks in the Bono Region, Ghana.Findings: Organisational citizenship behaviour was a significant mediator on the relationship between employee empowerment (structural and psychological) and organisational performance. However, employee engagement showed no positive effect on the relationship between employee empowerment (structural, psychological) and organisational performance.Research limitations/Implications: This study assists managers and leaders to understand how employee empowerment influences organisational performance in the current business environment. The study was conducted in a particular area; Ghana, making it difficult to generalise the results across other countries. Practical implication: The study provides practical knowledge to managers and leaders on the role of organisational citizenship behaviour and employee engagement on the relationship between employee empowerment (structural, psychological) and organisational performance that facilitates the decision-making process.Originality and value: The originality of the present study relays on the interaction among structural and psychological empowerment, organisational citizenship behaviour, employee engagement and organisational performance in a developing economy where this research has not been done before.

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Dominic, Elizabeth, Vijay Victor, Robert Jeyakumar Nathan, and Swetha Loganathan. "Procedural Justice, Perceived Organisational Support, and Organisational Citizenship Behaviour in Business School." Organizacija 54, no. 3 (August 1, 2021): 193–209. http://dx.doi.org/10.2478/orga-2021-0013.

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Abstract Background/Purpose: The effectiveness of a Business School depends on the extra role behaviours or Organ-isational Citizenship Behaviour (OCB) of its committed academics. The social exchange theory postulates that employees tend to display OCB when they know how their organisation would treat them. As B-School academics’ inclination towards OCB is less understood, this study examines the interaction between Procedural Justice (PJ), Perceived Organisational Support (POS) and Organisational Citizenship Behaviour (OCB) among B-School academics. Methods: A survey was carried out to collect data from B-School academics, 378 responses were collected from B-Schools from the state of Kerala, India. Data validity and reliability analyses, and direct and indirect effects of research variables were tested using Partial Least Square (PLS) path modelling. Results: The results indicate PJ positively influences POS as well as dimensions of the OCB for B-School academics. Contrary to previous OCB studies, this study finds that POS do not significantly relate to Courtesy. The findings also show that POS fully mediates PJ’s relationship with Altruism, Conscientiousness and Civic Virtues of B-School academics. Conclusion: This research explains the dynamics of PJ and POS towards OCB in a B-School setting. The academic setting of this study provides more insight into the relationships and provides insights into enhancing the organisational citizenship behaviour of academics in enhancing educational outcomes. Further, it also adds to existing understanding of organisational behaviour theory.

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Shahi, Bhupendra Jung, Rewan Kumar Dahal, and Bhanu Bhakta Sharma. "Flourishing Organisational Citizenship Behaviour through Job Characteristics." Journal of Business and Social Sciences Research 7, no. 2 (December 31, 2022): 29–46. http://dx.doi.org/10.3126/jbssr.v7i2.51490.

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Researchers' contributions in identifying predictors of organisational citizenship behaviours are appreciable, and still, contextual study of job characteristics as an antecedent of enhancing employees' citizenship behaviours will be valuable for the banking and insurance sectors. This study is an endeavour to investigate the way of association and influence of perceived job characteristics on organisational citizenship behaviours (OCBs). Cross-sectional survey data were obtained from 221 employees involved in varying natures of jobs in the Nepalese Banking and Insurance industry. Correlation analysis revealed the positive association of perceived job characteristics with organisational citizenship behaviours. Similarly, the regression analysis suggested that perceived overall job characteristics positively and significantly predicted organisational citizenship behaviours (OCB-I, OCB-O, and overall OCB). The study is expected to add value to job design considerations for flourishing citizenship behaviours from the context of the Nepalese banking and insurance sectors.

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Sridhar, Kaushik. "An empirical analysis into the reframing approach of organisational behaviour." International Journal of Business Excellence 4, no. 3 (2011): 245. http://dx.doi.org/10.1504/ijbex.2011.040104.

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Shahid, Sehrish, and Michael K. Muchiri. "Positivity at the workplace." International Journal of Organizational Analysis 27, no. 3 (July 8, 2019): 494–523. http://dx.doi.org/10.1108/ijoa-05-2017-1167.

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Purpose Recognising the value of positive organisational behaviour at the workplace, this paper aims to provide a major review of the current state of research on positivity, and subsequently proposes new pathways for more theory building relating to important constructs conceptually related to positivity. Following the integration of emerging but disparate research on workplace positivity and related concepts, the paper develops a conceptual framework depicting the relationships amongst authentic leader behaviours, organisational virtuousness, psychological capital, thriving and job performance. Design/methodology/approach The paper offers a systematic critical review of published studies representing the literature addressing authentic leadership, organisational virtuousness, thriving, psychological capital and job performance. The paper relied on computerised keyword searches in the main business source databases of Emerald, ProQuest, ScienceDirect, EBSCOhost and SpringerLink. Findings This paper leads to a conceptual framework proposing direct relationships between authentic leadership, psychological capital, organisational virtuousness and job performance. Further, authentic leadership is proposed to potentially nurture organisational virtuousness, psychological capital, employee thriving and job performance, given the theoretical linkages between these conceptually relevant variables related to positivity. Additionally, organisational virtuousness and psychological capital are projected to mediate the relationship between authentic leadership and employee thriving. Finally, organisational virtuousness, psychological capital and employee thriving are designated as mediators of the relationship between authentic leadership and job performance. Research limitations/implications This paper proposes a conceptual framework focusing on one form of positive leader behaviour and also assumes specific causal pathways using a positivistic research approach to understanding the leadership–performance relationship. The paper did not examine all possible antecedents of positivity at the workplace. Practical implications The proposed conceptual framework should form the basis of many organisational interventions, especially in relation to boosting authentic leadership, organisational virtuousness, psychological capital, employee thriving and job performance. By suggesting the association between authentic leadership, psychological capital and organisational virtuousness, this paper highlights potential benefits from effective leaders’ commitment to enhancing psychological capital and organisational virtuousness and engendering thriving behaviour and job performance. Originality/value This novel paper has the potential to stimulate the empirical studies on workplace positivity through the association of authentic leadership, psychological capital, organisational virtuousness and thriving.

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Zakliki, Mohammad, and Chris Christodoulou. "The Impact of CEO Role Behaviour on Firm Performance." Journal of the Australian and New Zealand Academy of Management 2, no. 2 (March 1996): 30–47. http://dx.doi.org/10.5172/jmo.1996.2.2.30.

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AbstractThe impact of executive leadership on organisational performance has been the focus of study for many years. This study, of CEOs of Australian publicly listed companies, used the Competing Values Framework developed by Hart and Quinn (1993) to measure CEO role behaviour. It consists of four competing roles: Vision Setter, Motivator, Analyser, and Task Master. These roles were tested against three dimensions of firm performance: Financial, Business, and Organisational Effectiveness Performance. The results showed that there was little functional connection between executive leadership and firm performance.Further, the organisational effectiveness factor was the domain of firm performance most influenced by CEOs. Task Master role was the only role behaviour which had a positive relationship with any domain of firm performance.Behavioural complexity of leadership behaviour had a positive relationship with organisational effectiveness performance in large firms and for firms following an analyser type of strategy. Behavioural complexity also had a positive relationship with business performance for firms following an analyser type of strategy. However, there was no association between behavioural complexity and financial performance regardless of situational factors.These findings suggest that effective CEOs are required to demonstrate paradoxical skills, and that any approach for developing management skills must involve a heavy dose of practical application.

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Hyde, Paula, Claire Harris, and Ruth Boaden. "Pro-social organisational behaviour of health care workers." International Journal of Human Resource Management 24, no. 16 (September 2013): 3115–30. http://dx.doi.org/10.1080/09585192.2013.775030.

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Nguyen, Tuyet-Mai, and Ashish Malik. "Cognitive processes, rewards and online knowledge sharing behaviour: the moderating effect of organisational innovation." Journal of Knowledge Management 24, no. 6 (June 13, 2020): 1241–61. http://dx.doi.org/10.1108/jkm-12-2019-0742.

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Purpose Online knowledge sharing is a critical process for maintaining organisational competitive advantage. This paper aims to develop a new conceptual framework that investigates the moderating impacts of innovation on self-efficacy, extrinsic and intrinsic rewards on employees’ online knowledge sharing behaviour in public and private sector companies. Design/methodology/approach This research analysed 200 responses to test the moderating effects of organisational innovation on the relationship between self-efficacy and rewards and online knowledge sharing behviours. The analysis was carried out using component-based partial least squares (PLS) approach and SmartPLS 3 software. Findings The results reveal that self-efficacy significantly affects online knowledge sharing behaviour in firms, regardless of the organisation type. Extrinsic rewards encourage employees in private companies to share knowledge online, whereas intrinsic rewards work effectively in public companies. Additionally, the study found the moderating role of organisational innovation in examining the relationship between rewards and online knowledge sharing behaviour. Research limitations/implications Future research may consider different dimensions such as knowledge donating and collecting behaviours as well as motives, such as self-enjoyment, reciprocity or social interaction ties, which may be investigated to get a deeper understanding of online knowledge sharing behaviour. Practical implications Firms must tailor training and rewards to suit employees’ abilities and needs so as to align with organisation type and innovation. Originality/value The study’s distinctive contribution is the under-researched context of Vietnamese public and private sector banks for investigating the moderating effects of organisational innovation on micro and meso factors on online knowledge sharing behaviour.

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Xerri, Matthew J., and Yvonne Brunetto. "Fostering innovative behaviour: the importance of employee commitment and organisational citizenship behaviour." International Journal of Human Resource Management 24, no. 16 (September 2013): 3163–77. http://dx.doi.org/10.1080/09585192.2013.775033.

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Tangaraja, Gangeswari, Roziah Mohd Rasdi, Maimunah Ismail, and Bahaman Abu Samah. "Fostering knowledge sharing behaviour among public sector managers: a proposed model for the Malaysian public service." Journal of Knowledge Management 19, no. 1 (February 9, 2015): 121–40. http://dx.doi.org/10.1108/jkm-11-2014-0449.

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Purpose – This paper aims to propose a conceptual model of knowledge sharing behaviour among Malaysian public sector managers. Design/methodology/approach – An extensive literature review method was used to identify and analyse relevant literature in order to propose a knowledge sharing model. Findings – The authors identified three potential predictor groups of knowledge sharing behaviour among Malaysian public sector managers. The groups are intrinsic motivational factors, extrinsic motivational factors and organisational socialisation factors. The paper proposes organisational commitment as the mediating variable between the identified predictors and knowledge sharing behaviour (knowledge donating and knowledge collecting). Research limitations/implications – The paper offers a number of propositions, which leads to a knowledge sharing model. Future research should validate and examine the predictive power of the proposed model. Practical implications – Upon model validation, the paper could offer practical interventions for human resource development (HRD) practitioners to assist organisations towards fostering knowledge sharing behaviour. The paper highlights the importance of employee’s organisational commitment in order to engage in organizational-related behaviours such as knowledge sharing. Originality/value – The paper used a new approach in theorising knowledge sharing behaviour by integrating the General Workplace Commitment Model, Self-Determination Theory and Social Capital Theory. The suggestion of public service motivation as one of the intrinsic motivational factors could provide new insights to the HRD practitioners on fostering knowledge sharing behaviour in the public service subject to model validation.

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Chang, Kirk, Bang Nguyen, Kuo-Tai Cheng, Chien-Chih Kuo, and Iling Lee. "HR practice, organisational commitment & citizenship behaviour." Employee Relations 38, no. 6 (October 3, 2016): 907–26. http://dx.doi.org/10.1108/er-12-2015-0218.

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Purpose The purpose of this paper is to examine the relationships between HR practice (four aspects), organisational commitment and citizenship behaviour at primary schools in Taiwan. The four human resource (HR) aspects include: recruitment and placement (RP), teaching, education and career (TEC) development, support, communication and retention (SCR), and performance and appraisal (PA). Design/methodology/approach With the assistance from the school HR managers and using an anti-common method variance strategy, research data from 568 incumbent teachers in Taiwan are collected, analysed and evaluated. Findings Different from prior studies, highlighting the merits of HR practice, the study discovers that HR practice may not necessarily contribute to citizenship behaviour. Teachers with positive perceptions of RP and TEC are more likely to demonstrate citizenship behaviour, whereas teachers with positive perceptions of SCR and PA are not. In addition, the study finds three moderators: affective organisational commitment (AOC), rank of positions, and campus size. The analysis shows that teachers with more AOC, higher positions and from smaller campus are more likely to demonstrate organisational citizenship behaviour (OCB). Originality/value The study provides a closer look at the HR-OCB relationship in Taiwan. It reveals that a positive perception of HR practice may not necessarily contribute to OCB occurrence. In addition, the results indicate that teachers have different views about varying HR aspects. Specifically, aspects of RP and TEC development receive relatively higher levels of positive perception, whereas aspects of SCR and PA receive relatively lower levels of positive perception. Questions arise as to whether HR practice may lead to more OCB at primary schools. If this statement is true, school managers shall think further of how to promote OCB using other policies, rather than relying on the HR practice investigated here.

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Vijayalakshmi, P., and M. V. Supriya. "Self-reports of organisational citizenship behaviour: a researchers' dilemma." International Journal of Knowledge-Based Development 8, no. 1 (2017): 68. http://dx.doi.org/10.1504/ijkbd.2017.082431.

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Zheng, Ping. "Book Review: The Latest Trends and Research in Organisational Behaviour." Journal of General Management 36, no. 4 (June 2011): 94–95. http://dx.doi.org/10.1177/030630701103600409.

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Olsen, Espen. "Influence from organisational factors on patient safety and safety behaviour among nurses and hospital staff." International Journal of Organizational Analysis 26, no. 2 (May 14, 2018): 382–95. http://dx.doi.org/10.1108/ijoa-05-2017-1170.

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Purpose Hospital systems are expected to influence patient safety outcomes. The purpose of this study is to explore organisational factors influencing patient safety and safety behaviour among nurses and other hospital staff. Design/methodology/approach Based on a theoretical model, six dimensions were selected from the hospital survey on patient safety culture. Moreover, one standardized dimension measuring safety behaviour was included. The data were collected from 1,703 hospital workers completing a cross-sectional survey. Findings Confirmatory factor analysis and supplementary statistics supported the use of measurement concepts applied in the study. A two-step statistical approach using structural equation modelling resulted in a satisfactory final model illustrating direct and indirect influence of the explanatory factors used. Research limitations/implications The limitation of this study is the use of a cross-sectional survey design. Practical implications The study illustrates how organisational factors are interconnected. The theoretical model developed and tested can be applied to improve safety behaviour and patient safety in hospital settings. Social implications The social implications of this study include the social relationships within the hospital setting, illustrating how organisational factors influence both safety behaviour and perception of patient safety levels. Originality/value A new theoretical model is developed and tested among hospital staff. The paper adds a new perspective on how organisational factors influence perceived safety outcomes in hospital settings.

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Bakar, Raida Abu, Safiah Omar, and Sharmila Jayasingam. "Does positive organisational behaviour and career commitment lead to work happiness." International Journal of Business Excellence 19, no. 1 (2019): 44. http://dx.doi.org/10.1504/ijbex.2019.10023217.

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Omar, Safiah, Sharmila Jayasingam, and Raida Abu Bakar. "Does positive organisational behaviour and career commitment lead to work happiness." International Journal of Business Excellence 19, no. 1 (2019): 44. http://dx.doi.org/10.1504/ijbex.2019.101707.

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Larsson, Johan, Ingela Backstrom, and Hakan Wiklund. "Leadership and organisational behaviour – similarities between three award-winning organisations." International Journal of Management Practice 3, no. 4 (2009): 327. http://dx.doi.org/10.1504/ijmp.2009.026960.

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XERRI, MATTHEW J., and YVONNE BRUNETTO. "THE IMPACT OF THE PERCEIVED USEFULNESS OF WORKPLACE SOCIAL NETWORKS UPON THE INNOVATIVE BEHAVIOUR OF SME EMPLOYEES: A SOCIAL CAPITAL PERSPECTIVE." International Journal of Innovation Management 15, no. 05 (October 2011): 959–87. http://dx.doi.org/10.1142/s1363919611003350.

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This research includes an examination about the impact of three organisational factors upon the perceived usefulness of workplace social networks for problem solving in engineering SMEs. As well this research examines the impact of the perceived usefulness of workplace social networks upon the innovative behaviour of engineering SME employees. More specifically, the dimensions of Social Capital Theory are applied as a lens to develop an understanding into the effect of the strength of workplace social network ties, sociability and organisational culture upon the perceived usefulness of workplace social networks for problem solving. This study examines the proposed model by applying mixed methods. The research method includes a survey with engineering employees' and interviews with senior management. The findings confirm that the organisational factors tested (tie strength, sociability and organisational culture) impact upon the perceived usefulness of workplace social networks for problem solving. Furthermore, the findings also confirmed that the perceived usefulness of workplace social networks affects the innovative behaviour of engineering SME employees. Therefore, this research adds to the current body of literature by providing insight into the usefulness of workplace social networks for problem solving and the impact this has on the innovative behaviour of engineering SME employees.

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Asthana, Anand N. "Organisational Citizenship Behaviour of MBA students: The role of mindfulness and resilience." International Journal of Management Education 19, no. 3 (November 2021): 100548. http://dx.doi.org/10.1016/j.ijme.2021.100548.

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Corea, Stephen. "Information Technology and the Modalisation of Organisational Behaviour: A Theoretical Framework." Journal of Information Technology 21, no. 2 (June 2006): 86–98. http://dx.doi.org/10.1057/palgrave.jit.2000060.

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Information technologies can transform an organisation's capacity to act effectively and achieve its performance aims. This theoretical paper presents a framework, adapted from the work of the semiotician A.J. Greimas, for qualitatively analysing this shaping of organisational behaviour and effectiveness around the use of IT. This framework permits various forms of capability or constraint in organisational action to be distinguished, in terms of the functional capacities of IT systems or key dimensions of social structure. A multi-faceted consideration of positive and negative outcomes of IT-based activities is thus supported. The use of this framework is demonstrated through brief case examples that illustrate its utility in providing a dynamic perspective on organisational performance and alignment in the use of IT. This theoretical framework equips IS interpretive studies to analyse the shaping of IT-based organisational activity from a standpoint of structures of behaviour or significance in a context of purposeful action.

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Tayeb, Monir. "Book Reviews: Prayag Mehta: Bureaucracy, Organisational Behaviour, and Development." Organization Studies 12, no. 2 (April 1991): 315–16. http://dx.doi.org/10.1177/017084069101200212.

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HÜGEL, SUSANNE, and MARKUS KREUTZER. "THE IMPACT OF ORGANISATIONAL SLACK ON INNOVATIVE WORK BEHAVIOUR: HOW DO TOP MANAGERS AND EMPLOYEES DIFFER?" International Journal of Innovation Management 24, no. 03 (April 18, 2019): 2050022. http://dx.doi.org/10.1142/s136391962050022x.

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In this paper, we advance our understanding of the relationship between slack and innovation in two ways. We distinguish between different slack types on the organisational level, and hypothesise and empirically test how they influence innovative work behaviour (IWB) of both employees and top managers on the individual level. Applying a multigroup analysis in PLS-SEM, we test our model with a sample of 403 individuals, 155 top managers and 248 employees, from the German real estate industry. We find support for our central argument that the influence of organisational slack on individuals’ IWB differs according to the type of slack and the organisational role of the individual.

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Harish, K. A., and B. Jeya Prabha. "Impact of transformational and transactional leadership behaviour on the organisational performance." International Journal of Intellectual Property Management 12, no. 3 (2022): 305. http://dx.doi.org/10.1504/ijipm.2022.124632.

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Harish, K. A., and B. Jeya Prabha. "Impact of transformational and transactional leadership behaviour on the organisational performance." International Journal of Intellectual Property Management 1, no. 1 (2020): 1. http://dx.doi.org/10.1504/ijipm.2020.10034105.

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Holtham, Clive, and Iain L. Mangham. "Organisation Analysis and Development: A Social Construction of Organisational Behaviour." Journal of the Operational Research Society 39, no. 3 (March 1988): 318. http://dx.doi.org/10.2307/2582616.

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Holtham, Clive. "Organisation Analysis and Development: A Social Construction of Organisational Behaviour." Journal of the Operational Research Society 39, no. 3 (March 1988): 318. http://dx.doi.org/10.1057/jors.1988.51.

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Jaakson, Krista, Maaja Vadi, and Ilona Baumane-Vītoliņa. "The effect of negative work outcomes and values on the perceived likelihood of employee dishonest behaviour." Baltic Journal of Management 13, no. 4 (October 1, 2018): 605–22. http://dx.doi.org/10.1108/bjm-03-2018-0091.

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Purpose Employee dishonesty is problematic for businesses in general, particularly for retailers. The purpose of this paper is to empirically analyse selected factors associated with the perceived likelihood of dishonest behaviour among retail employees. Specifically, the role of three negative work outcomes – insufficient pay, boredom, and perceived injustice – is investigated, as well as the effect of individual values and espoused organisational values. Design/methodology/approach The sample consisted of 784 retail employees from six retail organisations located in Estonia and Latvia. A survey questionnaire that used manipulated scenarios of work outcomes and organisational values was administered. Findings The study concludes that perceived injustice produces more dishonesty than other negative work outcomes (insufficient pay and boredom), whereas boredom was a surprisingly strong trigger for the perceived likelihood of dishonest behaviour. Individual ethical values determined the perceived likelihood of dishonest behaviour as hypothesised while sensation-seeking values did not. Espoused organisational values had no significant effect on the perceived likelihood of dishonest behaviour. Practical implications The results imply that the breach of distributional and procedural justice simultaneously associates most with employee dishonesty, and retail employee selection is the key to curbing dishonest behaviour in the workplace. Originality/value The paper makes a contribution to behavioural ethics literature by studying dishonest employee behaviour in the post-communist context while addressing various forms of dishonest behaviour, in addition to stealing. Also, the effect of espoused organisational values has been scarcely studied before.

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Tohidinia, Zahra, and Mohammad Mosakhani. "Knowledge sharing behaviour and its predictors." Industrial Management & Data Systems 110, no. 4 (April 27, 2010): 611–31. http://dx.doi.org/10.1108/02635571011039052.

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PurposeThis paper aims to evaluate the influence of different factors on knowledge donation and collection. The examined factors are among those determinants which comprise different aspects of knowledge sharing behaviour in an organisational context.Design/methodology/approachBased on the widely accepted theory of planned behaviour (TPB), we tried to develop a comprehensive model. The model covered different individual and organisational factors. Responses to a total of 502 questionnaires were considered. Structural equation modelling was then used to test the research model and hypotheses.FindingsThis research evaluated the influence of a series of potential factors on knowledge sharing behaviour. While perceived self‐efficacy and anticipated reciprocal relationships had a positive impact on attitude toward knowledge sharing, expected extrinsic rewards did not show a significant relationship with this variable. Organisational climate had a positive impact on subjective norms about knowledge sharing. In addition, the level of information and communication technology usage reflected a positive effect on knowledge sharing behaviour. Finally, significant relationships were found between the TPB elements.Originality/valueThis paper has tried to provide a comprehensive understanding about knowledge sharing facilitators in the oil industry. Since there was a lack of such research in an Iranian context, this paper can provide theoretical basis for future researches as well as practical implications for managers and practitioners.

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ZURAIK, ABDELRAHMAN, LOUISE KELLY, and LOREN R. DYCK. "INDIVIDUAL INNOVATIVE WORK BEHAVIOUR: EFFECTS OF PERSONALITY, TEAM LEADERSHIP AND CLIMATE IN THE US CONTEXT." International Journal of Innovation Management 24, no. 05 (January 15, 2020): 2050078. http://dx.doi.org/10.1142/s1363919620500784.

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This paper is the first to empirically investigate the connections between the Big Five personality factors, ambidextrous team leadership, organisational climate of US workers that supports innovation, and individual innovative work behaviour. A self-report survey was used to obtain data from 215 team members in US-based corporations. We provide an empirically tested model of the positive influence of Openness to Experiences, Extraversion and Conscientiousness personality traits on individual innovative work behaviour. Results also confirm that supervisors’ leadership behaviours and a supportive organisational climate of innovation have a moderating influence on this set of relationships. Individuals can develop their individual innovative work behaviour. Supervisors can adopt higher levels of opening behaviours and executives can create a climate supportive of innovation to boost individual innovative work behaviour. This study further demonstrates that Big Five personality traits interact with supervisor behaviours and a supportive climate to foster individual innovative work behaviour.

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ABUKHAIT, RAWAN, SHAKER BANI-MELHEM, and FARIDAHWATI MOHD SHAMSUDIN. "DO EMPLOYEE RESILIENCE, FOCUS ON OPPORTUNITY, AND WORK-RELATED CURIOSITY PREDICT INNOVATIVE WORK BEHAVIOUR? THE MEDIATING ROLE OF CAREER ADAPTABILITY." International Journal of Innovation Management 24, no. 07 (October 8, 2019): 2050070. http://dx.doi.org/10.1142/s136391962050070x.

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Scholars suggest that only certain personality traits can easily adapt and react positively to organisational changes and consequently to innovative behaviour. Hence, in this study, we drew upon career construction theory to develop a hypothetical model examining how certain personality traits (i.e., curiosity, focus on opportunity, and resilience) are likely to influence career adaptability and consequently innovative behaviour. To test the model, we used two-wave longitudinal data focusing on 313 frontline employees operating in a random sample of five-star hotels in Dubai. Using Smart-PLS.3, we revealed that employees with a high level of curiosity, focus on opportunity, and resilience tend to increase the likelihood of their career adaptability significantly. In other words, employees with such work-related personality are more likely to adapt to organisational changes and fit different organisational environments. Furthermore, the result of the study found that career adaptability significantly mediated the relationship between these personality traits and innovative behaviour. The findings have significant implications for both theory and practice. They may also be contextual. These implications are discussed.

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Gupta, Bindu. "Employees' knowledge sharing behaviour and work engagement: the role of organisational politics." International Journal of Business Excellence 4, no. 2 (2011): 160. http://dx.doi.org/10.1504/ijbex.2011.038786.

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TENZER, HELENE, and PHILIP YANG. "PERSONALITY, VALUES, OR ATTITUDES? INDIVIDUAL-LEVEL ANTECEDENTS TO CREATIVE DEVIANCE." International Journal of Innovation Management 23, no. 02 (January 27, 2019): 1950009. http://dx.doi.org/10.1142/s1363919619500099.

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Creative deviance, i.e., the violation of a managerial order to stop working on a new idea, is an emerging topic in innovation research. Whereas the outcomes of this nonconforming behaviour are inherently ambiguous, its importance for corporations’ innovative capability is undisputed. We complement prior research on the organisational-level determinants of creative deviance by studying its individual-level antecedents. We hypothesise that risk propensity as a personality trait is positively related, whereas allocentrism as a personal value orientation and organisational commitment as a personal attitude are negatively related to creative deviance. Risk propensity is considered the strongest predictor, as it affects creative deviance both directly and indirectly through allocentrism and commitment. Data from 457 employees in a German high-tech corporation support our hypotheses. Our findings contribute to research on innovation management and organisational behaviour while yielding managerial recommendations for leadership and recruitment.

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Yariv, Itzkovich, and Klein Galit. "Can Incivility Inhibit Intrapreneurship?" Journal of Entrepreneurship 26, no. 1 (February 9, 2017): 27–50. http://dx.doi.org/10.1177/0971355716677386.

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While intrapreneurship is widely researched from the viewpoint of managers, it is scantly investigated from the standpoint of employees. Specifically, thus far, researchers overlooked employees’ perceptions concerning the quality of support they receive from their organisation and its impact on their intrapreneurial behaviour. In the framework of social exchange theory (SET), our study addresses these deficiencies by assessing the relationships between incivility, which represents lack of organisational support, organisational support and intrapreneurship. In line with SET, we hypothesised that incivility decreases employees’ resourcefulness to generate new ideas. Additionally, it was hypothesised that organisational support would enhance intrapreneurship. Moreover, it was hypothesised that organisational support would mediate the relationships between incivility and intrapreneurship. Findings indicated that organisational support is positively correlated with intrapreneurship and that organisational support fully mediates the relationships between incivility and intrapreneurship. Implications of these findings are discussed.

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Journal articles on the topic '3507 Strategy, management and organisational behaviour'

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