Relevant bibliographies by topics / Organizational behavior

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Organizational behavior'

Author: Grafiati
Published: 4 June 2021
Last updated: 9 June 2025

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Journal articles on the topic "Organizational behavior"

1

Sadeghi, Ghasem, Masoud Ahmadi, and Maryam Taghvaee Yazdi. "The relationship between organizational citizenship behavior and market orientation in organizations (case study: Agricultural Jihad Organization of Mazandaran Province)." Problems and Perspectives in Management 14, no. 3 (September 15, 2016): 372–79. http://dx.doi.org/10.21511/ppm.14(3-si).2016.10.

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The main purpose of this study is analyzing the relationship between organizational citizenship behavior and market orientation. This study is an applied research in terms of the purpose based on a descriptive correlational method. The statistical population included all employees of Agricultural Jihad Organization of Mazandaran province consisting of 1923 persons. 391 people (male and female) were selected using random stratified sample. Data were collected through two standard questionnaires: Podsakoff’s (2003) organizational citizenship behavior and Kohli, Jaworski, Narver, and Slater’s (1990) market orientation. Validity of questionnaires was confirmed by experts and reliability of them was confirmed using Cronbach’s coefficient alphabet. Cronbach’s alpha for the organizational citizenship behavior and market orientation was calculated by 0.80 and 0.91. Components of organizational citizenship behavior included civic virtue, altruism, conscientiousness, sportsmanship, and courtesy. Components of market orientation included customer orientation, competitor orientation, and intra-functional coordination. Data were analyzed using descriptive and inferential statistics through SPSS software. The results of the study showed that there is a significant relationship between organizational citizenship behavior and market orientation in organizations. Keywords: organizational citizenship behavior, market orientation, employees, Agricultural Jihad, Mazandaran Province. JEL Classification: D23, M10, M12, M31
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Sadeghi, Ghasem, Masoud Ahmadi, and Maryam Taghvaee Yazdi. "The relationship between organizational citizenship behavior and organizational performance (case study: Agricultural Jihad Organization of Mazandaran Province)." Problems and Perspectives in Management 14, no. 3 (September 15, 2016): 317–24. http://dx.doi.org/10.21511/ppm.14(3-si).2016.03.

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The main purpose of this study is analyzing the relationship between organizational citizenship behavior and market orientation. This study is an applied research in terms of the purpose based on a descriptive correlational method. The statistical population included all employees of Agricultural Jihad Organization of Mazandaran province consisting of 1923 persons. 391 people (male and female) were selected using random stratified sample. Data were collected through two standard questionnaires: Podsakoff’s (2003) organizational citizenship behavior (24 questions) and Fazel’s (2012) organizational performance (13 questions). Validity of questionnaires was confirmed by experts and reliability of them was confirmed using Cronbach’s coefficient alphabet. Cronbach’s alpha for the organizational citizenship behavior and organizational performance was calculated by 0.80 and 0.87. Components of organizational citizenship behavior included civic virtue, altruism, conscientiousness, sportsmanship, and courtesy. Components of organizational performance included customer satisfaction, employee satisfaction, organizational effectiveness, and financial results and the market. Data were analyzed using descriptive and inferential statistics through SPSS software. The descriptive statistics included frequency, percentage, mean, and standard deviation and inferential statistics included Kolmogorov-Smirnov, Spearman’s rank correlation coefficient, Fisher’s z-distribution using SPSS software. Keywords: organizational citizenship behavior, employees, organizational performance, Agricultural Jihad, Mazandaran Province. JEL Classification: D23, M12, M10
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GÜVEN, Bülent. "A RESEARCH ON DETERMINATION OF THE RELATIONSHIP BETWEEN ORGANIZATIONAL SUPPORT AND ORGANIZATIONAL CITIZENSHIP BEHAVIOR." Business & Management Studies: An International Journal 6, no. 3 (November 29, 2018): 275–92. http://dx.doi.org/10.15295/bmij.v6i3.304.

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Organizational support has become an increasingly important issue for organizations to become more productive and reaching targets. Members of the organization provide a significant contribution to the extent they feel they are supported by their organizations. However, an organization member who thinks that organizational support has been provided is one step ahead of their work. Organizational citizenship behavior (OCB) covers a number of factors based on voluntary but non-compulsory behaviors and attitudes of the organization's members. Whether the organizational support that employees perceive affects organizational citizenship behavior or not is subject worth to study. This study on the relationship between organizational citizenship behavior with its dimensions and perceived organizational support was revealed by a survey among glass factory employees operating in Ankara. In the study conducted, it was concluded that there is a positive relationship between organizational citizenship behaviors and perceived organizational support. In this context, as the perceptions of organizational support increase, the exhibitions of organizational citizenship behaviors towards the organization and individual also increase.
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Guslina, Indri. "Impact of Positive Organizational Behavior on Self-Efficacy in Improving The Quality of Work of PT Kareta Sabila Employees." Eduvest - Journal of Universal Studies 3, no. 3 (March 20, 2023): 647–55. http://dx.doi.org/10.59188/eduvest.v3i3.766.

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Positive Organizational Behavior has a wide reach, from the organization's past buried in by business ideology, through the present with urgent needs and emerging opportunities. This qualitative study aims to find out positive organizational behavior on self-efficacy. Positive Organizational Behavior is not just explicit knowledge, skills, and abilities that can only be built through educational and training programs, or even through work experience. Positive Organizational Behavior is also not equivalent to organization-specific tacit knowledge built by managers and employees over time by taking time and immersing themselves in the socialization process to build motivation in improving the quality of employee work. Positive Organizational Behavior also brings new and exciting opportunities above and above that are provided by social relationships and networks across individuals, departments, and organizations. Positive Organizational Behavior has triggered a paradigm shift far from just a negative emphasis on pathology that fills handbooks, dictionaries and classification systems of clinical psychologists. Similarly, Positive organizational behaviour offers organizational behaviour and human resource management researchers and practitioners a new positive perspective, far from the 'gloom and doom' focusing on dysfunctional employees, aggression in the workplace, incompetent leaders, stress and conflict, unethical behaviour, ineffective strategies and counterproductive organizational structures and cultures
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Yulfiantie Hartono, Syahla, Widya Parimita, and Agung Wahyu Handaru. "Pengaruh Iklim Organisasi, Motivasi Kerja dan Keadilan Organisasi Terhadap Organizational Citizenship Behaviour Pada Karyawan Perusahaan Umum di Jakarta dan Banten." Jurnal Bisnis, Manajemen, dan Keuangan 3, no. 1 (October 21, 2022): 1–15. http://dx.doi.org/10.21009/jbmk.0301.01.

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The purpose of the study was to find out whether the organization's climate, work motivation, and organizational fairness had an effect on organizational citizenship behavior. This study took a sample of 111 employees of Perum Bulog Kanwil DKI Jakarta and Banten. This study used descriptive and multiple linear regression analysis. The results of this study indicate that organizational climate has a positive and significant effect on organizational citizenship behavior, work motivation has a positive and significant effect on organizational citizenship behavior and organizational justice has a positive and significant impact organizational citizenship behavior. Simultaneously organizational climate, work motivation and organizational justice has an impact on organizational citizenship behavior. 
 
 Tujuan penelitian ini adalah untuk mengetahui apakah iklim organisasi, motivasi kerja dan keadilan organisasi berpengaruh terhadap organizational citizenship behaviour. Penelitian ini mengambil sampel sebanyak 111 karyawan Perum Bulog Kanwil DKI Jakarta dan Banten Penelitian ini menggunakan analisis deskriptif dan analisis regresi berganda. Hasil penelitian ini menunjukan bahwa iklim organisasi memiliki pengaruh positif dan signifikan terhadap organizational citizenship behavior, motivasi kerja memiliki pengaruh positif dan signifikan terhadap organizational citizenship behavior, dan keadilan organisasi memiliki pengaruh positif dan signifikan terhadap organizational citizenship behavior. Secara simultan, iklim organisasi, motivasi kerja, dan keadilan organisasi berpengaruh secara signifikan terhadap organizational citizenship behavior.
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Schneider, Benjamin. "Organizational Behavior." Annual Review of Psychology 36, no. 1 (January 1985): 573–611. http://dx.doi.org/10.1146/annurev.ps.36.020185.003041.

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Ilgen, D. R., and H. J. Klein. "Organizational Behavior." Annual Review of Psychology 40, no. 1 (January 1989): 327–51. http://dx.doi.org/10.1146/annurev.ps.40.020189.001551.

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Wilpert, B. "Organizational Behavior." Annual Review of Psychology 46, no. 1 (January 1995): 59–90. http://dx.doi.org/10.1146/annurev.ps.46.020195.000423.

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Ghanayem, Magd. "Exploring Organizational Behavior in Israeli Public Organizations During the War on Gaza." International Journal of Science and Research (IJSR) 13, no. 3 (March 5, 2024): 269–71. http://dx.doi.org/10.21275/es24306111950.

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Mazin, Aledeinat, and Alrfou Hana. "The Effects of Organizational Support and Organizational Commitment on Organizational Citizenship Behaviour: (A conceptual framework)." International Journal of Management Sciences and Business Research 6, no. 5 (May 31, 2017): 01–09. https://doi.org/10.5281/zenodo.3470708.

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In recent times, organization have been striving to achieve excellence in relation to the effectiveness and efficiency of employees. The behavior of individuals can help organizations to achieve this goal. It has been noted by several researchers that organizational citizenship behavior is a workplace behavior, which is optional because when individuals engage in this kind of behavior they voluntarily do more than is, expected of them for the organization and this in turn increases their performance as well as that of the entire organization. It has been mentioned by many researchers that organizational commitment and organizational support are two factors that can significantly affect the sustainability of organizations as well as the organizational citizenship behavior while increasing the competitive advantage of the organization. Based on the fact organizations strive to support their employees as well as strengthen their commitment. In general, findings of past studies have argued that organizational citizenship behaviour is directly determined by organizational commitment and organizational support. By highlighting the effects of organizational support and organizational commitment on the organizational citizenship behaviour, the direct and indirect effects on employee performance are explained in this article.
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Dissertations / Theses on the topic "Organizational behavior"

1

Newland, Sarah J. "Organizational Citizenship Behavior- Individual or Organizational Citizenship Behavior- Organization: Does the Underlying Motive Matter?" TopSCHOLAR®, 2012. http://digitalcommons.wku.edu/theses/1159.

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Organizational Citizenship Behavior (OCB) is considered behavior that benefits others, but is not a part of the employee’s job description. Research has indicated that OCB can be divided into two categories, behavior that is directed towards other individuals (OCBI) and behavior that is directed towards the organization (OCBO). Research has also suggested that there are three different motives behind OCB, impression management, prosocial values, and organizational concern. This study examines the relationship between the motives and the type of OCB that is performed. The results failed to indicate that motives matter in determining which type of OCB is performed. Additionally, participants in all three motives were more likely to engage in OCBO behavior than in OCBI behavior.
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Warren, Taryn R. "Person-organization fit and organizational outcomes." Diss., Georgia Institute of Technology, 1996. http://hdl.handle.net/1853/29186.

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Delich, Joshua T. "Organizational Behavior: Perceptions Analysis of Micro and Macro Organizational Behavior in an Organizational Setting." Thesis, University of North Texas, 2015. https://digital.library.unt.edu/ark:/67531/metadc822756/.

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Understanding organizational behavior (OB) has profoundly influenced organizational performance and how people behave in organizations. Researchers have suggested various micro and macro organizational behaviors to be the impetus for high-performing organizations. Through a policy capturing approach this study builds on these findings by specifically examining the perceptions of micro and macro organizational behaviors in an organizational setting. The participants (n =181) completed a Micro and Macro Organizational Behavior Perceptions Questionnaire. Results showed perception differences exist between subordinates and supervisors. Additionally, participants perceived job satisfaction to be the most important micro organizational behavior, whereas organizational design was perceived to be the most important macro organizational behavior. However when comparing hierarchal positions in the organization, supervisors weighted leadership as the most important and subordinates weighted job satisfaction as the most important organizational behavior. While these findings only scratch the surface as to how organizational behavior is perceived, the implications challenge leaders to close the OB perception gap. Correspondingly, organizational behavior thinking may result in improving individual and organizational performance.
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Wiard, Theodore John. "Leadership Behaviors in the Midst of an Organizational Change Initiative| A Case Study." Thesis, Grand Canyon University, 2018. http://pqdtopen.proquest.com/#viewpdf?dispub=10826393.

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<p> The purpose of this qualitative, single case study was to understand leadership behaviors that motivate internal stakeholders to trust a leader&rsquo;s vision, embrace change, facilitate employee willingness to passionately implement actions needed for an organizational change initiative and willingly sustain a change initiative. A sample of 20 internal stakeholders was studied, five leaders and 15 followers within an organization of 800+ employees, located in the southwestern region of the United States, which is currently undergoing a change initiative. The research questions were based upon Kurt Lewin&rsquo;s three-step model of change: unfreezing, transitioning, and refreezing. This research asked how leadership behaviors facilitated employee willingness to trust a leader&rsquo;s vision and embrace change, passionately implement actions needed for a change, and sustain a change initiative, making an implemented initiative the new normal for the organization. Three themes emerged to address the research questions: 1) know your audience and walk your talk; 2) communication, vision, trust, and buy-in; and 3) residual passion and perseverance. Findings suggested that leadership behaviors influence internal stakeholders in relation to a change initiative and that leaders who are hands-on, consistent, and demonstrate a clear vision increased the possibility of gleaning passion and trust to increase the potential for success during an organizational change initiative. </p><p>
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Lee, Jooa. "Essays in Organizational Behavior." Thesis, Harvard University, 2015. http://nrs.harvard.edu/urn-3:HUL.InstRepos:14226103.

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How do organizations create an environment to motivate their employees to be healthy, productive, and competent decision makers? My dissertation identifies the underlying factors that could prevent organizations from achieving their goals, and takes on three research projects to address such barriers to successful organizational functioning. To provide a theoretical foundation for my research, I bring together conceptual and methodological streams from various disciplines including organizational behavior, behavioral decision research, and cognitive and affective psychology. I then employ multiple methods, including laboratory experiments involving psychophysiology as well as field research. Three essays compose this dissertation. My first essay examines the role of emotion-regulation processes in moral decision making. That is, emotion-regulation strategies (concealing and rethinking emotions) influence the decision maker’s preference for utilitarian choice. Using a process-dissociation approach, I also show emotion regulation selectively reduces deontological inclinations, leading to greater preference for utilitarian decisions. My second essay utilizes data from a large-scale field data as well as data from laboratory and online labor market. This research shows how seemingly irrelevant, uncontrollable factors—such as rain—may influence employee productivity by eliminating potential cognitive distractions. My third essay focuses on an intervention designed to invoke individuals’ psychosocial resources. Using a method called the Reflected Best-Self Exercise, I empirically test a set of hypotheses at the individual and team level. This research demonstrates that this intervention not only has positive health and stress-buffering effects, but also has implications for individual-level creativity, team-level functioning and performance. Across three essays, I argue that organizational performance should be understood in terms of the functioning of individual employees and teams. Thus, my work lays groundwork for organizational leaders to counteract the three barriers to organizational functioning.
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Schroeder, S. Tyler. "An organizational assessment of Department A of University XYZ." Menomonie, WI : University of Wisconsin--Stout, 2005. http://www.uwstout.edu/lib/thesis/2005/2005schroeders.pdf.

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Peters-Van, Havel Karla Ruth. "The sense of community in a geo-dispersed corporate functional subgroup." Thesis, Fielding Graduate University, 2016. http://pqdtopen.proquest.com/#viewpdf?dispub=10099664.

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<p> The deep-seated qualities of the psychological sense of community (PSOC) are sometimes considered vital to human function and without them we would suffer isolation, loneliness, depression, and alienation (Sarason, 1974; Pretty, Andrews, &amp; Collett, 1994). In the late 1980s and early 1990s studies of the psychological sense of community began in the workplace (Pretty &amp; McCarthy, 1991; Klein &amp; D&rsquo;Aunno, 1986. Understanding this phenomenon, what it is, and the implications for those who feel a sense of community and those who do not can be a strength or benchmark for teams and groups of geographically dispersed organizations to build models for improvement. While PSOC is generally measured by an individual&rsquo;s perception of a referent community to which they belong, cohesion is the collective look at PSOC (Buckner, 1988; E. E. Sampson, 1988; R. J. Sampson, 1991). This study evaluates the sense of community in the context of a geographically dispersed community, where PSOC is both relational and locational. A mixed methods approach to the case study is done through the use of surveys, ethnographic observation, and interviews. Key findings in this study include 16 unique descriptive characteristics for FSPSOC, a strong linear correlation between cohesion and the PSOC, and ambiguity in the term <i>community</i>. In addition, it was established that employees perceive geographic dispersion as directly impacting PSOC. </p>
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Russomano, John. "A Grounded-Theory Study Exploring the Emergence of Leadership in Dispersed Teaming as Organizations Seek Effectiveness in an Increasingly Complex World." Thesis, The Chicago School of Professional Psychology, 2018. http://pqdtopen.proquest.com/#viewpdf?dispub=10838984.

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<p> Complexity and turbulence create intensifying pressures on 21<sup> st</sup>-century organizations seeking growth through globalization and operating efficiencies. Organizations are responding by engaging dispersed teams in expanding operations and enabling efficiencies from &ldquo;anywhere, any time, any form&rdquo; teaming. The use of dispersed teaming enables new opportunities for organizational growth; however, may introduce the need for change in the organization&rsquo;s leadership mindset and approach to leading. The purpose of this qualitative grounded theory research study is to explore and seek a deeper understanding of the emergence of leadership in dispersed teams and the resulting points of tension that potentially affect the process of leading and team effectiveness as organizations address complexity. Findings from the study are based on the lived experiences of virtual team leaders and members and provide insights on the theoretical and practical guiding practices exploring the supportive and hindering forces that enable an ideal environment for the act of leading shifting from an entity or person to a shared process with members of dispersed teams. The findings explore the importance of relational leadership and the role of appointed leaders when fostering shared leading. The outcomes of the research provide insight to organizations, leaders, and members of dispersed teams on the importance of operating collectively in an environment where individuals can maximize their capabilities despite geographical separation; while understanding the importance of situational readiness and adaptability when seeking team effectiveness. The research study provides theory describing the ideal aspirational environment that will enable shared leading and guiding principles that introduce practical considerations reflecting the situational realities, ambiguities, and humanistic complexities influencing today&rsquo;s organization when seeking growth and effective outcomes through dispersed teaming.</p><p>
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Arikan, Elif. "The Relationship Between Organizational Citizenship Behavior, Organizational Culture And Organizational Commitment." Thesis, METU, 2011. http://etd.lib.metu.edu.tr/upload/12613784/index.pdf.

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Organizational citizenship behaviors are extra-role behaviors that are neither enforced on the basis of formal role obligations nor guarantee compensation such as promotion or salary. Previous researches focused on organizational commitment as an antecedent and a predictor and organizational culture as a predictor of organizational citizenship behavior. However, there has not been any detailed research exploring the relationship between organizational citizenship behavior, organizational commitment, and organizational culture<br>which is the main purpose of this study. Moreover, this study searched the mediating effect of organizational commitment on the relationship between organizational culture and organizational commitment, organizational commitment as being one of the most prominent and potential mediators of the relationship between job characteristics and organizational citizenship behavior. A sample of 125 academicians from Middle East Technical University (METU), Ankara, was selected and conducted a survey. In accordance with the hypotheses, the results indicated, organizational culture with its several dimensions predicted organizational citizenship behavior and its dimension of civic virtue and sportsmanship. Organizational commitment predicted organizational citizenship behavior, whereas, only affective commitment dimension of organizational commitment predicted organizational citizenship behavior and the dimensions of OCB<br>altruism, civic virtue, conscientiousness, sportsmanship but not courtesy. The effect of organizational culture on organizational commitment was partially supported. It is supported that organizational culture and only its dimension of mission predicted organizational commitment, and its dimensions of affective and normative commitment. Finally, for the mediating role of organizational commitment, only affective commitment has a mediating role between organizational culture and organizational citizenship behavior.
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Griffith, Cameron. "Organizational Identity Dynamics| The Emergence of Micro-level Factors in Organizational Identity Processes for an Acquired Organization." Thesis, The George Washington University, 2015. http://pqdtopen.proquest.com/#viewpdf?dispub=3732580.

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<p> This single case study examined the construct of organizational identity, defined as that which is central (i.e., fundamental to the organization), enduring (i.e., persisting over time), and distinctive (i.e., uniquely descriptive) about an organization&rsquo;s character (Albert &amp; Whetten, 1985). Specifically, the study addressed the research question: <i>What are the organizational identity processes occurring in an acquired organization?</i> While past research has addressed the construction of organizational identity, little research has examined this phenomenon after an organizational acquisition. The organizational identity dynamics model by Hatch and Schultz (2002) provided the theoretical underpinnings for this research and was utilized to establish the conceptual framework for this study.</p><p> This qualitative research study explored how organizational identity was constructed for members of an acquired organization as they initially learned of the acquisition and as they assimilated into their new organizational environment. Data were collected through semistructured interviews, document and archival review, and artifact review. This methodology maintained research integrity by establishing reliability and trustworthiness, with data triangulation used to validate study results and findings. The setting for this research was a private, family-owned transportation organization that had recently acquired a competing company.</p><p> This research study yielded three primary findings. First, individual-level variables such as personal anxiety or career status were significant factors in the organizational identity processes. Second, sensemaking was critical in the identity process for members of AcquiredCo. Findings indicated that sensemaking was enacted through several key factors, including organizational image, sensegiving by the acquiring organization, comparison processes, social learning, artifacts, and critical incidents. Last, the preacquisition environment of the acquired organization had a significant role in the identity-related processes.</p><p> This research study contributes to both theory and practice, expanding theoretical knowledge of identity construction for members of an acquired organization. Additionally, the research findings provide significant benefits to organizations that seek to more effectively assimilate members of an acquired organization into the acquiring organization, ultimately with a greater understanding of &ldquo;who we are&rdquo; (Gioia, 1998) as an organization.</p>
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Books on the topic "Organizational behavior"

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Lapygin, YUriy. Organization theory and organizational behavior. ru: INFRA-M Academic Publishing LLC., 2017. http://dx.doi.org/10.12737/23755.

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Kreitner, Robert. Organizational behavior. 4th ed. Boston, Mass: Irwin/McGraw-Hill, 1998.

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Vecchio, Robert P. Organizational behavior. 2nd ed. Chicago: Dryden Press, 1991.

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Schermerhorn, John R. Organizational behavior. 7th ed. [Phoenix]: University of Phoenix, 2002.

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Reznik, Semen. Organizational behavior. ru: INFRA-M Academic Publishing LLC., 2020. http://dx.doi.org/10.12737/1089957.

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The textbook discusses the processes of managing the labor behavior of personnel in a modern organization. Special attention is paid to the qualities and competencies of the Manager, organizational and administrative and socio-psychological methods of management, relationships with subordinates and managers, delegation of authority, conflict management, formation of the Manager's team, leadership, change management and reputation of the organization. Meets the requirements of the Federal state educational standards of higher education of the latest generation. For students studying in the areas of training "personnel Management", "Economics", "Management".
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Champoux, Joseph E. Organizational Behavior. 5 Edition. | New York : Routledge, 2016. | Revised edition of the author’s: Routledge, 2016. http://dx.doi.org/10.4324/9781315669304.

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Balabanova, Evgeniya. Organizational behavior. ru: INFRA-M Academic Publishing LLC., 2022. http://dx.doi.org/10.12737/1048688.

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The textbook presents the main classifications of people's behavior in the workplace and consistently examines groups of factors that affect labor behavior in the organization. These factors are grouped into individual-personal, organizational-managerial and institutional-cultural. Particular attention is paid to the contradictions between the economic and social efficiency of organizations. The results of modern research devoted to the search for a balance between the economic efficiency of management activities and the social well-being of employees are presented.&#x0D; Meets the requirements of the federal state educational standards of higher education of the latest generation.&#x0D; It is addressed to students studying in the direction of "Management", as well as to students of sociology to study the courses "Sociology of Labor" and "Sociology of Management". It may also be of interest to a wide range of readers whose professional activity involves working with people.
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Wagner, John A., and John R. Hollenbeck. Organizational Behavior. Third Edition. | New York : Routledge, 2021. | Revised edition of the authors’ Organizational behavior, 2015.: Routledge, 2020. http://dx.doi.org/10.4324/9781003009580.

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Kreitner, Robert. Organizational behavior. 3rd ed. Chicago: Irwin, 1995.

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Champoux, Joseph E. Organizational Behavior. Sixth edition. | New York, NY : Routledge, 2020.: Routledge, 2020. http://dx.doi.org/10.4324/9781003000587.

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Book chapters on the topic "Organizational behavior"

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Wagner, John A., and John R. Hollenbeck. "Organizational Behavior." In Organizational Behavior, 3–14. Third Edition. | New York : Routledge, 2021. | Revised edition of the authors’ Organizational behavior, 2015.: Routledge, 2020. http://dx.doi.org/10.4324/9781003009580-2.

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Singh, Chandrani, and Aditi Khatri. "Organizational Behavior." In Principles and Practices of Management and Organizational Behavior, 295–323. London: Routledge India, 2023. http://dx.doi.org/10.4324/9781032634258-9.

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Sapiro, Arão. "Organizational Behavior." In Classroom Companion: Business, 91–119. Cham: Springer International Publishing, 2024. http://dx.doi.org/10.1007/978-3-031-55669-2_5.

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Hill, Peter C. "Organizational Behavior." In Encyclopedia of Sciences and Religions, 1576–79. Dordrecht: Springer Netherlands, 2013. http://dx.doi.org/10.1007/978-1-4020-8265-8_1482.

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Champoux, Joseph E. "Organizational Design." In Organizational Behavior, 436–60. Sixth edition. | New York, NY : Routledge, 2020.: Routledge, 2020. http://dx.doi.org/10.4324/9781003000587-26.

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Champoux, Joseph E. "Organizational Culture." In Organizational Behavior, 72–93. Sixth edition. | New York, NY : Routledge, 2020.: Routledge, 2020. http://dx.doi.org/10.4324/9781003000587-5.

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Champoux, Joseph E. "Organizational Socialization." In Organizational Behavior, 128–53. Sixth edition. | New York, NY : Routledge, 2020.: Routledge, 2020. http://dx.doi.org/10.4324/9781003000587-9.

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Dai, Xiaotian. "Organizational Processes." In Organizational Behavior, 217–41. Cham: Springer International Publishing, 2023. http://dx.doi.org/10.1007/978-3-031-31356-1_8.

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Wagner, John A., and John R. Hollenbeck. "Efficiency, Motivation, and Quality in Work Design." In Organizational Behavior, 161–85. Third Edition. | New York : Routledge, 2021. | Revised edition of the authors’ Organizational behavior, 2015.: Routledge, 2020. http://dx.doi.org/10.4324/9781003009580-10.

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Wagner, John A., and John R. Hollenbeck. "Interdependence and Role Relationships." In Organizational Behavior, 187–219. Third Edition. | New York : Routledge, 2021. | Revised edition of the authors’ Organizational behavior, 2015.: Routledge, 2020. http://dx.doi.org/10.4324/9781003009580-11.

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Conference papers on the topic "Organizational behavior"

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Al-Fajri, Latifa Isa, and Khairi Mohamed Omar. "The Impact of Prosocial Motivation on Organizational Citizenship Behavior." In 2024 International Conference on Decision Aid Sciences and Applications (DASA), 1–10. IEEE, 2024. https://doi.org/10.1109/dasa63652.2024.10836464.

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Tania Pratiwi, Rani, and Iyan Setiawan. "Organizational Citizenship Behavior." In 2nd International Conference on Economic Education and Entrepreneurship. SCITEPRESS - Science and Technology Publications, 2017. http://dx.doi.org/10.5220/0006889505590565.

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Prakoso, Benedictus. "Organizational Citizenship Behavior." In 2nd International Conference of Strategic Issues on Economics, Business and, Education (ICoSIEBE 2021). Paris, France: Atlantis Press, 2022. http://dx.doi.org/10.2991/aebmr.k.220104.027.

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Jorovlea, Elvira. "Some factors of organizational behavior in the formation of bidirectional relations." In 26th International Scientific Conference “Competitiveness and Innovation in the Knowledge Economy". Academy of Economic Studies of Moldova, 2023. http://dx.doi.org/10.53486/cike2022.10.

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People need to understand, anticipate, and influence the behavior of others in the workplace. Employees want to understand why certain events occur, what to expect in the future, in order to activate as efficiently as possible and benefit from the best results. The field of organizational behavior provides a scientific basis, which helps to improve anticipation of events in organizations under certain conditions. Identifying and explaining these events is more complex, because employee decisions and actions are driven by a multitude of factors and therefore require a specific response. Or, to the extent that a behavior can be explained and anticipated, it can also be influenced. If we enumerate and analyze the factors of organizational behavior, we will start from the idea that in the work process takes place the interaction between people, between organizational and technological structures, the elements being influenced by the external environment, and they, in turn, influence this. medium. Therefore, human nature, the nature of the organization, technology, the external environment are the factors that determine organizational behavior. We note, therefore, that organizational behavior means the study of human behavior, attitudes, and performance in the organizational environment. The study is based on the theory, methods and principles of disciplines such as psychology, sociology, cultural anthropology, etc. with which information is accumulated about individual perceptions, values, learning abilities and actions while working in groups and throughout the organization. Organizational behavior analyzes the effects of the external environment on the organization and its human resources, missions, objectives and strategies.
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Buga, Lorina. "Strengthening organizational behavior under the conditions of a turbulent environment." In The 8th International Conference "Management Strategies and Policies in the Contemporary Economy". Academy of Economic Studies of Moldova, 2023. http://dx.doi.org/10.53486/icspm2023.24.

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This paper examines how to strengthen organizational behavior in turbulent environments. A conceptual framework includes significant theories and models of organizational behavior, essential elements and dimensions of organizational behavior, and the importance of non-verbal communication and psychosomatic techniques. Techniques for strengthening organizational behavior are discussed, including building resilience and adaptability, enhancing communication and collaboration, fostering a positive organizational culture, and leveraging psychosomatic techniques. Case studies of successful strategies and techniques implemented by organizations operating in turbulent environments are also provided. The findings have implications for organizational behavior research and practice, as organizations can benefit from a holistic approach to strengthening organizational behavior. Future studies could investigate the effectiveness of different strategies and techniques for strengthening organizational behavior in different contexts and industries, with potential applications including the development of tailored training and development programs and employee wellness programs.
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de Andreis, Federico, and Federico Leopardi. "SITUATIONAL LEADERSHIP AND ORGANIZATIONAL BEHAVIOR." In Sixth International Scientific-Business Conference LIMEN Leadership, Innovation, Management and Economics: Integrated Politics of Research. Association of Economists and Managers of the Balkans, Belgrade, Serbia, 2020. http://dx.doi.org/10.31410/limen.2020.223.

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In the organizations and their management, an important fundamental role is played by the "leadership style", since administrating the working relationships in complex organizations, influences their final results. The decision-making process, in fact, within the organization is influenced by managerial leadership. Before going into the analysis of the various models through which we can propose to read the phenomenal complexity of leadership within business management, this research aims to identify what is leadership and also the roles and dimensions within an organization. The goal of the analysis is to explore the study of leadership styles, from the more formal and authoritarian to the more participative, and to demonstrate the situational leadership approach, which does not presume a unique approach to every situation in order to be successful.
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Barriga Medina, Holger Raúl, Ronald Enrique Campoverde Aguirre, Milton Ismael Paredes Aguirre, and Victor Hugo Gonzalez Jaramillo. "Absorptive Capacity, Organizational Citizenship Behavior and Innovative Behavior." In 20th LACCEI International Multi-Conference for Engineering, Education and Technology: “Education, Research and Leadership in Post-pandemic Engineering: Resilient, Inclusive and Sustainable Actions”. Latin American and Caribbean Consortium of Engineering Institutions, 2022. http://dx.doi.org/10.18687/laccei2022.1.1.605.

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Al Majzoub, Khaled, and Vida Davidavičienė. "ORGANIZATION BEHAVIOR CHANGES CAUSED BY INFORMATION AND COMMUNICATION TECHNOLOGIES." In Business and Management 2018. VGTU Technika, 2018. http://dx.doi.org/10.3846/bm.2018.15.

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The development and use of Information and communication technology(ICT) is growing at a rapid speed across the world. The number of internet (as well as other technologies) users increased by 27,750% from 1993 (14 million) until 2017 (3,885,567,619) users according to internetworldstats. ICT is becoming essentials in all organization, and organizations cannot survive or compete without using these technologies. Although some researches were done on the effects of these technologies on organizations behaviours, they still in initial stages. The following article examine the effect of ICT on organizational behaviours, especially on Organizational Design how ICT changes the organizational structure and what are the organizations formed, Intelligence in what way knowledge is created and strategically used, and Decision Making how it will affect the speed and accuracy of decision making. Methods used in the article are scientific literature analysis, synthesis and comparison.
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Gao, Wenyi. "Gender and Organizational Citizenship Behavior." In 5th International Symposium on Social Science (ISSS 2019). Paris, France: Atlantis Press, 2020. http://dx.doi.org/10.2991/assehr.k.200312.006.

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Prasetya, Richa, Lenny Nawangsari, and Ahmad Sutawijaya. "Organizational Citizenship Behavior for Environment." In Proceedings of the 1st MICOSS Mercu Buana International Conference on Social Sciences, MICOSS 2020, September 28-29, 2020, Jakarta, Indonesia. EAI, 2021. http://dx.doi.org/10.4108/eai.28-9-2020.2307557.

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Reports on the topic "Organizational behavior"

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Bauer, Travis L., and Tom Rego Brounstein. Inferring Organizational Structure from Behavior. Office of Scientific and Technical Information (OSTI), February 2015. http://dx.doi.org/10.2172/1494636.

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Bergeron, Diane. Organizational Wives – The Career Costs of Helping. Center for Creative Leadership, April 2025. https://doi.org/10.35613/ccl.2025.2063.

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"Despite comprising nearly half of the global workforce, women are still underrepresented in executive roles across industries and countries. Of the 5,400 companies listed in the S&amp;P Global Corporate Sustainability Assessment, less than 5% had a woman CEO. Although various explanations for gender disparities in career outcomes have been suggested, including unconscious bias, stereotypes, and greater domestic responsibilities, a less explored factor is women's greater engagement in workplace helping. These workplace helping behaviors are known as organizational citizenship behavior (OCB) and are behaviors that exceed job requirements and contribute to the organization. Examples include orienting new employees, helping others accomplish their work, speaking up with suggestions or ideas for improvements, and managing the social environment. These behaviors are positively related to group and organizational performance, efficiency, customer satisfaction, and the quality and quantity of organizational output. Although crucial for organizational functioning, engaging in too much OCB can result in personal sacrifices, such as work-family conflict and working longer hours. OCB can also detract from job behaviors that are more directly linked to rewards and career advancement. Thus, OCB can come at a cost to employees. Research shows that women are expected to engage in more communal, time-consuming OCB than men. Women also receive more requests for help than men and are ‘volunteered’ more for low-promotability tasks. In addition to facing higher expectations, women are often penalized for not performing OCB and receive fewer rewards than men for these behaviors. As such, women often assume a ‘wifely’ role in organizations by taking on necessary, but often invisible, activities that help keep the organization functioning effectively. Gendered expectations, workloads, and rewards result in women shouldering a heavier burden of helping – both at work and at home – which requires more resources and limits their ability to focus on more rewarded tasks that can advance their careers. Women of color face an additional racial burden, known as cultural taxation, where they are expected to take on helping behaviors that assist others of the same race, further impacting their career outcomes. Over time – and across women, organizations, and societies – this collective imbalance restricts women’s global access to power and influence in decision-making. This paper calls for a reevaluation of organizational structures and cultures that maintain inequities, urging a shift from focusing on ""fixing"" women to addressing systemic issues. It calls for organizations and leaders to recognize the value of OCB while ensuring that such work is distributed fairly, paving the way for a more equitable workplace and improved organizational outcomes. This will help enable women to make more meaningful contributions and have greater ability to advocate for organizational and societal changes in the world."
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Martinez, Hector, Kylie Rochford, and Diane Bergeron. Helping You, Helping Me? The Mediating Role of Organizational Citizenship Behavior in the Relationship Between Psychological Capital and Social Network Positions. Center for Creative Leadership, April 2025. https://doi.org/10.35613/ccl.2025.2061.

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Over the past few decades, there has been an increasing shift from focusing on what is wrong with humans and organizations (e.g., problems, maladaptive behavior) to focusing on what is right (e.g., strengths, human and organizational flourishing). In this positive vein, we investigated the explanatory role of organizational citizenship behavior (e.g., helping others, volunteering for tasks that help the group or organization, organizing events, speaking up with ideas) in examining the relationship between psychological capital and social network positions. Psychological capital is an individual’s positive psychological state of development and is composed of four positive psychological resources: self-efficacy, optimism, hope, and resilience (Luthans &amp; Youssef, 2004; Luthans &amp; Youssef-Morgan, 2017). Employees with high levels of psychological capital (PsyCap) believe they have control over their own success (efficacy, hope), expect good things to happen (optimism), and rebound more easily following failure (resilience). In other words, PsyCap represents an individual’s positive evaluation of circumstances and likelihood for success based on their mindset, drive and persistence (Luthans, Avolio, Avey &amp; Norman, 2007). Using social exchange theory, we hypothesized that higher PsyCap individuals, due to their greater citizenship behaviors (helping, speaking up), would be perceived as more attractive social exchange partners, thereby achieving greater social network centrality (i.e., having more relational connections in an organizational network). Network centrality is important because it is related to greater career success due to more access to the information, career sponsorship, and opportunities embedded within social networks. Our findings showed that those with higher PsyCap engaged in more workplace helping behaviors and more voice behaviors (i.e., speaking up, making suggestions). PsyCap was positively correlated with network centrality in the social support network (i.e., relationships based on camaraderie and affection), but not in the advice network (i.e., relationships based on information and assistance exchanges). Finally, helping (but not voice) behaviors mediated the relationship between PsyCap and network centrality across both types of social networks. See Figure 2 on page 4 for our supported empirical model. These insights suggest that fostering PsyCap can enhance an individual’s integration and influence within social support networks, with helping behavior playing a crucial explanatory role. Given the strong links between social network positions and important individual and organizational outcomes (e.g., greater access to the information, career sponsorship and opportunities embedded within social networks), understanding the factors that influence central network positions has implications for individual leaders and organizations. For leaders, higher PsyCap may result in greater network centrality because such individuals require fewer resources. For organizations, greater PsyCap may result in higher-performing teams and organizations – not only due to PsyCap but also to its positive relationship to citizenship behaviors (helping, voice), which research shows are related to greater organizational efficiency, profitability, productivity, and customer satisfaction. As such, leaders and organizations may want to invest in developing this malleable resource and assess the effectiveness of different PsyCap intervention strategies (see Table 4 for a summary). In sum, psychological capital is a source of competitive advantage – both for high PsyCap individuals as well as for the organizations employing them.
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Deal, Jennifer, Kristin Cullen, Sarah Stawiski, William Gentry, and Marian Ruderman. World Leadership Survey Biannual Report on Employee Commitment and Engagement 2013–2014. Center for Creative Leadership, 2015. http://dx.doi.org/10.35613/ccl.2015.2048.

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" From the Executive Summary: ""The purpose of the World Leadership Survey (WLS) is to provide a window into how professionals, managers, and executives view their life within the organization. This view of the employee experience will help leaders of organizations understand what employees experience, and what the organization can do to improve commitment and reduce turnover. The good news for organizations in the United States and Canada (the sample for this report) is that respondents are mostly committed to their organizations, satisfied with their jobs and their pay, work more than the typical 40-hour workweek, and do not currently intend to leave their jobs. The professionals, managers, and executives surveyed feel supported by their organization and by their direct supervisor, and think that their organizations are economically stable. Unfortunately they also feel overloaded, with their work disproportionately interfering with the rest of life, and that there is a high level of political behavior within their organization. Both overload and overt political behavior can reduce individual and organizational effectiveness. This report describes the current employee experience, and what organizations can focus on to maintain and improve commitment and engagement."
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Santa, Ricardo. The impact of emotional intelligence on operational effectiveness: the mediating role of organizational citizenship behavior and leadership. CESA, February 2023. http://dx.doi.org/10.57130/fk2/jjzx3r.

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SUN, JUNJIANG, GUOPING QIAN, Shuqi Yue, and Anna szumilewicz. Factors influencing physical activity in pregnant women from the perspective of a socio-ecological model: A systematic review. INPLASY - International Platform of Registered Systematic Review and Meta-analysis Protocols, November 2022. http://dx.doi.org/10.37766/inplasy2022.11.0073.

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Review question / Objective: The main aim of this review is to analyse the impact factors of material physical activity in an ecological model and to analyse differences in influencing factors between pregnant women's PA and moderate-to-vigorous intensity physical activity (MVPA) , provide a reference for the research, intervention, and policy designation of maternal physical activity. Rationale: In combination with McLeroy et al. (1988)behavior is viewed as being determined by the following: (1) Personal level: the internal factors of the individual characteristics,(sociodemographic and biological, behavior, psychological ); (2) interpersonal level: interpersonal processes and primary groups-formal and informal social network and social support systems,(eg: family、public, etc.); (3)organization level: social institutions with organizational characteristics, such as health services, gyms and may also include influences from health care providers and Physical activity consultant, etc.; (4) community level: relationships among organizations, institutions, and informal networks within defined boundaries，（eg： appropriate facilities、living environment, etc.); and finally (5) public policy level: local, state, and national laws and policies.
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Peñaloza, Blanca. Do external inspections of compliance with standards improve quality of care in healthcare organisations? SUPPORT, 2016. http://dx.doi.org/10.30846/161111.

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External inspection systems are used in healthcare to improve adherence to quality standards. They are intended to promote changes in organizational structures or processes, in healthcare provider behavior and consequently in patient outcomes.
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Santa Florez, Ricardo Alberto. Base de datos PlosOne-EI-OCB-Lidership-O. Editorial CESA, 2023. http://dx.doi.org/10.57130/cesa.4947.

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Base de datos para en formato SPSS para el artículo de la revista científica Plos One titulado: The impact of emotional intelligence on operational effectiveness: The mediating role of organizational citizenship behavior and leadership
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Maceira, Daniel, and Maria Victoria Murillo. Social Sector Reform in Latin America and the Role of Unions. Inter-American Development Bank, July 2001. http://dx.doi.org/10.18235/0010797.

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This paper analyzes the reaction of teachers' and doctors' unions to a series of social sector reforms in the region, including administrative decentralization, provider payment mechanisms, and the introduction of performance evaluation and private provision. It combines the literature of economics and political science to understand the conditions that shape different patterns of union behavior and their effect on policy implementation. The paper suggests that the main conditions influencing union behavior in the health sector are related to the structure of the market (size and level of competition) due to the predominance of the private-public mix in its employment. In education, where the public sector is the main employer, political alignments and the organizational features of teachers' associations also play an important role in explaining the behavior of providers' organizations. Considering the exogenous character of most of these variables, the paper concludes by making some policy suggestions to align the objectives of unions and policymakers through regulatory reforms.
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Keefer, Philip, Benjamin Roseth, and Julieth Santamaria. General Skills Training for Public Employees Experimental: Evidence on Cybersecurity Training in Argentina. Inter-American Development Bank, October 2024. http://dx.doi.org/10.18235/0013202.

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Cyberattacks have risen to become one of the most critical global risks. Despite increasing investments to combat cyberattacks, there remains a significant, often unnoticed vulnerability: employees. Previous literature reveals that over two-thirds of cyberattacks within organizations result from employee negligence. While strengthening cybersecurity through employee training is essential, traditional methods often fall short. In this study, we tested different approaches to reduce risk exposure to phishing, one of the most common types of cyberattacks, focusing on a sector and context unaddressed by previous literature: the public sector in a developing country (Argentina). We randomly allocated 1,918 public servants to a control group and two treatment groups to compare the effectiveness of online trainingcommonly used to promote behavior changes on ancillary workplace topics such as ethics, discrimination, and data protectionversus a "learning-by-doing" approach, which involved sending repeated phishing emails followed by educational emails. Our findings indicate that the learning-by-doing approach is superior for enhancing phishing email detection, resulting in fewer phishing emails opened, fewer clicks on phishing links, and improved reporting of suspicious emails. This strategy is particularly effective among permanent public officials compared to contractors, as well as among female employees. These findings not only inform organizational cybersecurity practices but also have broader implications for influencing employee behavior on other important workplace topics.
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