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Journal articles on the topic 'Organizational Behavior In Business'

Author: Grafiati

Published: 4 June 2021

Last updated: 24 January 2023

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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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File, Karen Maru, Russ Alan Prince, and M. J. Rankin. "Organizational Buying Behavior of the Family Firm." Family Business Review 7, no. 3 (September 1994): 263–72. http://dx.doi.org/10.1111/j.1741-6248.1994.00263.x.

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Although there is increasing reason to believe that the organizational goals of family businesses distinguish them from nonfamily businesses, there has been little development of these implications for marketing management. This study demonstrates the applicability of family business theory to marketing management by assessing the organizational buying behavior of high-end family businesses through a process of segmenting them by organizational goals that include family as well as business objectives. Results confirm that insights from the rapidly developing body of knowledge in the family business field have relevance to providers who have targeted the family business market.

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J.N.G., Sreenivas, and Dr Kalpana Koneru. "A Descriptive Study of Organizational Citizenship Behavior in Contemporary Business." Journal of Advanced Research in Dynamical and Control Systems 11, no. 11 (November 20, 2019): 33–38. http://dx.doi.org/10.5373/jardcs/v11i11/20193165.

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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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Andrasik, Frank. "Organizational Behavior Modification in Business Settings:." Journal of Organizational Behavior Management 10, no. 1 (March 29, 1989): 59–77. http://dx.doi.org/10.1300/j075v10n01_04.

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6

Ferro-Soto, Carlos, Luz Macías-Quintana, and Paula Vázquez-Rodríguez. "Effect of Stakeholders-Oriented Behavior on the Performance of Sustainable Business." Sustainability 10, no. 12 (December 11, 2018): 4724. http://dx.doi.org/10.3390/su10124724.

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This study focuses on stakeholder-oriented behavior, throughout organizational culture and organizational behavior, and its effects on the performance of sustainable organizations managed according to Corporative Social Responsibility (CSR) criteria. The investigation demonstrates that the sustainability efforts of a wide range of stakeholders exert various effects on business performance. This investigation tests two integrated conceptual models: (a) Stakeholder Orientation Model estimates the relationships among organizational culture components and their effects on stakeholder-oriented organizational behavior. That is, it estimates the influence of values on norms and artifacts, and their effects on stakeholder-oriented organizational behavior; (b) Performance model estimates the association between stakeholder-oriented organizational behavior and financial and market performance, reputation, and commitment. Using Structural Equation Modelling, both models were estimated from primary data collected from large- and medium-sized multi-sector Colombian companies involved in business sustainability practices. The findings reveal that values are antecedents of norms, but neither values nor norms are predictors of artifacts. Furthermore, norms and artifacts exert direct effects on stakeholder-oriented organizational behavior. In turn, stakeholder-oriented organizational behaviors are predictors of both market performance and commitment. Nevertheless, stakeholder-oriented organizational behaviors are not direct antecedents of both financial performance and reputation.

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Kim, Ji-Hee, and Yun-Cheol Lee. "Performance Feedback and Organizational Search Behaviors of Emerging Market Business Group Affiliates." Korea International Trade Research Institute 18, no. 4 (August 31, 2022): 55–72. http://dx.doi.org/10.16980/jitc.18.4.202208.55.

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Purpose - The purpose of this paper is to investigate the effect of performance feedback on market vs. technology search behavior of business group affiliates in Korea. Design/Methodology/Approach - This study use panel data and the system GMM to analyze the relationship of performance feedback and search behavior, using data from large business group affiliates of 2001-2011. Findings - We show that organizational form influences the relationship between performance feedback and search behavior. Contrary to the firms’ usual response to the negative performance feedback, emerging market business group affiliates appear to expedite market search relative to technology search in an effort to rapidly recover their performance vis-à-vis peer affiliates. When the performance is above its aspiration level, the affiliates tend to reserve technology search that accompanies higher risk. We also examine how certain characteristics of business groups interact with the search behavior of its affiliates. We also find that the level of diversification of the business group negatively influences the search behaviors when the performance is below the aspiration level. Research Implications - The result of this research implies that the managers of affiliates pay more attention on improving their short term performances, responding more sensitively to internal peer evaluation of within the business group. This result also implies that more diversified business groups induce the more passive searches, since they increase dependency to internal information.

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Apsalone, Madara, and Ricardo Martín Flores. "Ethical Behavior and Organizational Innovation: Analysis of Small and Medium-Sized Enterprises in Latvia." Economics and Business 32, no. 1 (April 28, 2018): 74–88. http://dx.doi.org/10.2478/eb-2018-0006.

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Abstract Innovations can provide small and medium-sized enterprises (SMEs) a significant competitive advantage considering the ambiguous business environment. SMEs may face lower capacity and more constrained funding for long-term investments, however, understanding innovation in a broader sense and looking into organizational structures, behaviors and processes, SMEs have an opportunity to become more competitive. This study analyzes the impact of ethical behavior as a part of an organizational culture on organizational innovation performance in SMEs. Six hundred SMEs in Latvia were surveyed to assess whether employees follow the principles of business ethics in their work and what is the organizational innovation performance in these enterprises. We found that more ethical behavior leads to better organizational innovation performance, and that the size of enterprise is the most significant factor affecting this relationship. The study proposes insights that contribute to theoretical and practical discussions on fostering small businesses innovation in small economies.

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Ge, Jianhua, Xuemei Su, and Yan Zhou. "Organizational socialization, organizational identification and organizational citizenship behavior." Nankai Business Review International 1, no. 2 (June 4, 2010): 166–79. http://dx.doi.org/10.1108/20408741011052573.

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Fox, Stephen, and Adrian Kotelba. "Organizational Neuroscience of Industrial Adaptive Behavior." Behavioral Sciences 12, no. 5 (May 3, 2022): 131. http://dx.doi.org/10.3390/bs12050131.

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Organizational neuroscience is recognized in organizational behavior literature as offering an interpretive framework that can shed new light on existing organizational challenges. In this paper, findings from neuroscience studies concerned with adaptive behavior for ecological fitness are applied to explore industrial adaptive behavior. This is important because many companies are not able to manage dynamics between adaptability and stability. The reported analysis relates business-to-business signaling in competitive environments to three levels of inference. In accordance with neuroscience studies concerned with adaptive behavior, trade-offs between complexity and accuracy in business-to-business signaling and inference are explained. In addition, signaling and inference are related to risks and ambiguities in competitive industrial markets. Overall, the paper provides a comprehensive analysis of industrial adaptive behavior in terms of relevant neuroscience constructs. In doing so, the paper makes a contribution to the field of organizational neuroscience, and to research concerned with industrial adaptive behavior. The reported analysis is relevant to organizational adaptive behavior that involves combining human intelligence and artificial intelligence.

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Thibadoux, G. M., and M. M. Helms. "Teaching Organizational Behavior Issues in Technical Business Courses." Journal of Management Education 14, no. 1 (January 1, 1990): 152–54. http://dx.doi.org/10.1177/105256298901400115.

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12

Strobel, Maria, Andranik Tumasjan, and Isabell Welpe. "Do Business Ethics Pay Off?" Zeitschrift für Psychologie / Journal of Psychology 218, no. 4 (January 2010): 213–24. http://dx.doi.org/10.1027/0044-3409/a000031.

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The ability to attract highly qualified employees constitutes a significant competitive advantage, and is ultimately linked to an organization’s economic success. Creating and maintaining organizational attractiveness is therefore crucial to organizations. While previous research has demonstrated that an organization’s ethical conduct (e.g., corporate social responsibility) enhances its attractiveness for potential employees, there is no empirical evidence on whether the ethical behavior of an organization’s leaders can also affect organizational attractiveness. Using both experimental and correlational data we investigate the influence of leader ethical behavior on organizational attractiveness and examine the underlying mechanisms behind this relationship. In line with our hypotheses, ethical leader behavior leads to significantly higher ethical leadership ratings and to significantly higher ratings of organizational attractiveness. Furthermore, higher ethical leadership ratings were associated with stronger intentions to pursue employment with the respective organization. This effect was simultaneously mediated by organizational prestige and the general attractiveness of the organization.

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13

Yohana, Corry. "The effect of leadership, organizational support and organizational citizenship behavior on service quality." Problems and Perspectives in Management 15, no. 2 (June 30, 2017): 197–203. http://dx.doi.org/10.21511/ppm.15(2-1).2017.03.

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The purpose of this research is to study the effect of leadership, organizational support and organizational citizenship behavior on service quality of the Chairman of the study program at the State University of Jakarta. This research used a quantitative approach with a survey method. The research population was Chairmen of the study program of Universities Jakarta. The research sample was 64 Chairmen of the study program selected randomly. Data were obtained from questionnaires and, then, analyzed using descriptive statistics, path analysis and inferential statistics. These results indicate that the Leadership has a direct positive effect on Service Quality, Organizational Support has a direct positive effect on Service Quality, Organizational Citizenship Behavior (OCB) has a direct positive effect on Service Quality, Leadership has a direct positive effect on Organizational Citizenship Behavior (OCB), Organizational Support has a direct positive effect on Organizational Citizenship Behavior (OCB) and the Leadership has a direct positive effect on Organizational Support. Thus, to improve the service quality, the Leadership, as well as the Organizational Support and OCB, should be improved.

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14

Pollard, Hinda Greyser, and Robert A. Giacalone. "Linking Organizational Behavior Simulations." Organizational Behavior Teaching Review 10, no. 2 (July 1986): 19–27. http://dx.doi.org/10.1177/105256298601000203.

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15

Larson, Lars, and Joy Benson. "Internationalization of Organizational Behavior:." Journal of Teaching in International Business 5, no. 3 (September 30, 1994): 63–78. http://dx.doi.org/10.1300/j066v05n03_05.

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16

P. Bandura, Randall, Richard Johnson, and Paul R. Lyons. "Voluntary helpful organizational behavior." European Journal of Training and Development 38, no. 7 (July 29, 2014): 610–27. http://dx.doi.org/10.1108/ejtd-08-2013-0088.

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Purpose – The purpose of the paper is to examine employee-helpful behavior that is voluntary and given freely without anticipation of reward or recognition. The authors have labeled this voluntary behavior in all its forms as v-hob, or voluntary helpful organizational behavior. They seek to define and explain the behavior and attempt to discern measures that will help to discover individual’s predispositions to offer v-hob. Design/methodology/approach – The authors examine current theory/constructs and offer a detailed empirical study in identifying measures that may provide some means for assessing employee predisposition toward helpful, voluntary behavior on the job. The format of the work is reflective of a typical research study with hypotheses. Findings – The authors learned that, within limits, it is possible and practical to identify direct measures to discover one’s predisposition toward v-hob. They also have identified regression equations that use several variables to help predict one’s predispositions toward this valued behavior. Practical implications – This study brings to the manager and/or human resource (HR) practitioner the substance of contextual performance, that is, behavior that goes beyond task performance in the support of individual and organizational goal attainment. This research demonstrates several means by which trainers, managers and HR professionals may assess an employee’s or a recruit’s predisposition to offer voluntary, helpful behavior. Originality/value – This research, unlike most of the empirical, academic research in the domain of contextual performance, speaks directly to practitioners. The authors' definitions, explanations and study clearly demonstrate the practical features of contextual performance.

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Wang, Yongming, Muhammad Toseef, and Yingmei Gong. "IT Process Alignment in Business Strategy: Examining the Role of Transactional Leadership and Organization Culture." Information 12, no. 6 (May 31, 2021): 237. http://dx.doi.org/10.3390/info12060237.

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Information technology (IT) is a competitive path and offers the entrepreneurial opportunity of accumulating business knowledge in capturing consumer behavior. This study employed a conceptual framework to investigate the information processing facet of IT–business alignment under the impact mechanism of transactional leadership in the manufacturing sector of Yunnan Province, China. Specifically, organization culture is taken as a moderating factor extracted from situational theory and has been highlighted as important in previous organizational research. This study aimed at investigating the impact of transactional leadership on IT–business process alignment and studying the moderating effect of organizational culture on the relationship between transactional leadership and IT–business process alignment. The empirical findings reveal that contingent reward and management by exception behaviors of entrepreneurs are significant drivers of IT–business process alignment. Furthermore, market culture had a moderating effect on the relationship between entrepreneurs’ transactional behaviors and IT–business process alignment. Similarly, hierarchy culture exerts a moderating effect on the path between contingent rewarding behavior and IT–business process alignment. Here, it exerts an insignificant moderating effect on the management by exception behavior and IT–business process alignment path. The study findings mainly reveal the association of transactional leadership with IT–business process alignment, along with the moderating role of organizational culture. This study contributes to the literature on business knowledge by showcasing empirical evidence—how information processing aids entrepreneurial behavior to capture market opportunities and consumer behavior.

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Ray, Joshua L., Lakami T. Baker, and Donde Ashmos Plowman. "Organizational Mindfulness in Business Schools." Academy of Management Learning & Education 10, no. 2 (June 2011): 188–203. http://dx.doi.org/10.5465/amle.10.2.zqr188.

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RAY, JOSHUA L., LAKAMI T. BAKER, and DONDE ASHMOS PLOWMAN. "Organizational Mindfulness in Business Schools." Academy of Management Learning & Education 10, no. 2 (June 1, 2011): 188–203. http://dx.doi.org/10.5465/amle.2011.62798929.

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20

SALORIO, EUGENE M., JEAN BODDEWYN, and NICOLAS DAHAN. "Integrating Business Political Behavior with Economic and Organizational Strategies." International Studies of Management & Organization 35, no. 2 (July 2005): 28–55. http://dx.doi.org/10.1080/00208825.2005.11043732.

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21

Gong, Baiyun, Regina A. Greenwood, David Hoyte, Arlene Ramkissoon, and Xin He. "Millennials and organizational citizenship behavior." Management Research Review 41, no. 7 (July 16, 2018): 774–88. http://dx.doi.org/10.1108/mrr-05-2016-0121.

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Purpose Growing up in the technology era and heavily invested in longer full-time education, the millennial workforce holds unique characteristics that may influence important job outcomes. Building on the recent research on workforce generations, this paper aims to investigate not only the overall effect of the millennial generation on organizational citizenship behavior (OCB) but also the nuanced effect of how workforce generations may interact with two factors in career development (i.e. job crafting and career anchor) in predicting OCB. Design/methodology/approach An online survey was conducted among full-time workers in the USA, 321 (64 per cent) of whom were millennials. Hierarchical regression was used to test the hypotheses. Findings Results indicated that millennials appeared to be less interested in OCB compared to earlier generations in the workforce. Nevertheless, some dimensions of OCB increased when millennials conducted resource-related job crafting or when they held a career anchor on service. In addition, both of these career development factors were positively correlated with OCB. Research limitations/implications This study offers important implications to researchers as well as practitioners and highlights the significance of career development factors in motivating millennials toward desired job outcomes. Originality/value This research is among the initial attempts to assess the impact of job design and career factors on OCB among millennial workers. The findings highlight millennials’ unique perspectives toward OCB and how job crafting and career anchor may play influencing roles on OCB. With millennials becoming the largest generation in the workforce, such knowledge is critical.

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Nielsen, Richard P. "Changing Unethical Organizational Behavior." Academy of Management Perspectives 3, no. 2 (May 1989): 123–30. http://dx.doi.org/10.5465/ame.1989.4274762.

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23

Kernodle, Thomas A., and Deborah Noble. "Organizational Citizenship Behavior: Its Importance In Academics." American Journal of Business Education (AJBE) 6, no. 2 (February 20, 2013): 235–40. http://dx.doi.org/10.19030/ajbe.v6i2.7688.

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The purpose of this paper is to support Organizational Citizenship Behavior (OCB) as an essential area of study in the field of business education that is often neglected.OCB has been defined as individual behavior that is discretionary, not directly or explicitly recognized by the formal reward system, and that in the aggregate promotes the effective functioning of the organization (Organ, 1988).The inclusion of OCB in business education could be beneficial to both managers and organizations by educating the manager, as well as by developing employees.OCB is typically discussed in Organizational Behavior (OB) courses; however, it is often a relatively small part of the coursework. There are also several other relevant areas of management that fail to include OCB as part of academic content.

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Widodo, HY Sri. "PENGARUH KOMITMEN ORGANISASIONAL TERHADAP SENJANGAN ANGGARAN DENGAN IDEOLOGI ETIS SEBAGAI VARIABEL PEMODERASI." KINERJA 19, no. 2 (February 21, 2017): 162. http://dx.doi.org/10.24002/kinerja.v19i2.542.

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Dysfunctional Behavior, mainly Corruption, pervasively happens in Indonesia. Business people believeÂ in â€œThe Myth of Amoral Businessâ€, in which the meaning of business is profit. The focus of business is to getmaximum profit because profit is perceived as an ultimate goal. Business people always separate business fromÂ ethical dimension.Â In budgeting, dysfunctional behavior manifests in the form of Budgetary Slack. Middle and Low levelÂ managers create slack in their budget proposals by underestimating revenues and overestimating expensesÂ intentionally. The objectives of this behavior are anticipating uncertainties and increasing bonuses.Â Dysfunctional behavior can be weakened by strengthening Ethical Ideology of managers involved inÂ budgeting. Managers with strong Ethical Ideology will behave in the best interest of the company as a whole;on the other hand, managers with weak ethical ideology will maximize their own interest in the expense ofÂ companiesâ€™ interest.The objective of this research is to examine the effects of organizational commitment on budgetary slackÂ and the role of ethical ideology in moderating these two variables. For this purpose, the data are collected fromÂ 187 middle level and top level private companyâ€™s managers via questionnaire. The result of this research showsÂ that Ethical Ideology weakens the effect of Organizational Commitment on Budgetary Slack.Keywords: organizational commitment, ethical ideology, dysfunctional behavior, budgetary slack

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Kaptangil, Kerem, Kübra Asan, and Aysun Gargaci Kinay. "The effect of the cyberloafing behaviors of tourism business employees on business motivations and organizational identification." Tourism & Management Studies 17, no. 1 (January 31, 2021): 31–43. http://dx.doi.org/10.18089/tms.2021.170103.

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With the development of communication technologies, cyberloafing, which means the use of tools such as telephone, tablet, or Internet for business or individual purposes, has become a subject of debate. From this point of view, the cyberloafing behavior of employees in tourism enterprises was examined. It was aimed to investigate the effects of cyberloafing on business motivations and organizational identification in tourism businesses. For this purpose, field research was conducted on hotel management employees in the cities of Sinop and Samsun in Turkey. The data collected through questionnaires were analyzed by factor analysis and Partial Least Squares Structural Modeling (PLS). Findings indicate that cyberloafing has partially and relatively low impact on job motivation and organizational identification. The results of the study contribute to the literature of organizational behavior in the context of cyberloafing, and offer suggestions for hotel managers.

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Ilmi, Zainal, Robiansyah Robiansyah, Michael Hadjaat, Saida Zainurossalamia ZA, and Dio Caisar Darma. "Determinants of Leadership and Organizational Culture in Implementing Business Strategies." SEISENSE Business Review 1, no. 1 (January 12, 2021): 10–17. http://dx.doi.org/10.33215/sbr.v1i1.542.

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Leadership and organizational culture are essential factors in the sustainability of a business. The two things' strategy becomes a concept that is often used as a foundation by various companies in running their activities. This article aims to discuss the role of leadership and organizational culture in implementing business strategy. Societal, cultural norms influence leader attributes and behaviors. Leader attributes and actions can be affected by the organization's corporate environment, size, and technology. Leader attributes and behaviors can determine the organizational form and organizational culture, and vice versa.

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Matosek, Mirosław. "CULTURAL FRAMEWORK OF ORGANIZATIONAL BEHAVIOR OF GERMANS AND POLES." International Journal of New Economics and Social Sciences 3, no. 1 (June 30, 2016): 0. http://dx.doi.org/10.5604/01.3001.0010.3882.

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The article describes the cultural framework of organizational behavior of Germans and Poles. Presented attitudes and behavior patterns according to the concept of Lewis, Hofstede, Trompenaars and Hampden - Turner, Gesteland, Mole and Tomalin and Nicks. Cultural knowledge of partners and the respect of fundamental principles in the civilized world of business is the foundation of building relationships and good business for both sides. The following are barriers to intercultural communication and ways of overcoming them. The author defends that the big cultural differences need not be an obstacle to doing business.

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O’Connor, Dennis. "The Organizational Behavior Future Search." Journal of Management Education 25, no. 1 (February 2001): 101–12. http://dx.doi.org/10.1177/105256290102500109.

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Kenworthy-U'Ren, Amy, and Anthony Erickson. "Adventure Racing and Organizational Behavior." Journal of Management Education 33, no. 4 (October 29, 2007): 420–43. http://dx.doi.org/10.1177/1052562907309157.

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Blank, W., and G. Blau. "Developing Organizational Behavior Ph.D. Students." Journal of Management Education 11, no. 3 (August 1, 1987): 29–43. http://dx.doi.org/10.1177/105256298701100303.

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Tjosvold, D. "Controversy for Learning Organizational Behavior." Journal of Management Education 11, no. 3 (August 1, 1987): 51–59. http://dx.doi.org/10.1177/105256298701100306.

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Inkson, K. "Challenging Hegemony in Organizational Behavior ____." Journal of Management Education 13, no. 1 (January 1, 1989): 1–9. http://dx.doi.org/10.1177/105256298801300102.

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Summers, Debra J., David M. Boje, Robert F. Dennehy, and Grace Ann Rosile. "Deconstructing the Organizational Behavior Text." Journal of Management Education 21, no. 3 (August 1997): 343–60. http://dx.doi.org/10.1177/105256299702100306.

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Liu, Zhiqiang, Liang Ge, and Wanying Peng. "How organizational tenure affects innovative behavior?" Nankai Business Review International 7, no. 1 (March 7, 2016): 99–126. http://dx.doi.org/10.1108/nbri-01-2016-0001.

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Purpose – The purpose of this paper was to examine the relationship between organizational tenure and employee innovative behavior and the influence of culture difference and status-related moderators (i.e. status hierarchy and status stability) on the linkage. Design/methodology/approach – By using a meta-analysis method that included 76 empirical studies, this study examines the relationship of organizational tenure and innovative behavior. In this study, 79 samples (N = 21659) derived from 76 empirical studies that met the inclusion criteria in the meta-analysis. Findings – The results show that organizational tenure has a weak positive effect on employee innovative behavior (r = 0.04), and status hierarchy, position tenure, culture difference and measurement ways influence the relationship between the two. In addition, a three-way interaction among status hierarchy, position tenure and organizational tenure is found to jointly affect innovative behavior; specifically, for those who are low in status hierarchy and short in position tenure, their organizational tenures are positively related to innovative behavior, but for those with a longer position tenure in organizations, their organizational tenure may relate to innovative behavior negatively, whatever their status hierarchies are (high or low). This study is helpful in providing theoretical foundation and practical skills to such issues regarding how to trigger innovative behavior efficiently at different career stages. Research limitations/implications – Limitations include tenure range of participants and no longitudinal samples in our studies. Future research should examine more contextual factors which influenced the relationship between organizational tenure and innovative behavior. Practical implications – The results of this study show that long organizational tenure is not negatively related to innovative behaviors. For managers, do not ignore the contribution of long-tenured employees to innovation. Through promotion or job rotation to increase employees’ job satisfaction and innovative willing. Originality/value – To authors’ knowledge, this is the first study to examine status attribute class variables in the relationship between organizational tenure on innovative behavior. The study is helpful in providing theoretical foundation and practical skills to such issues regarding how to trigger innovative behavior at different career stages correctly.

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Wen, Ji, Yina Li, and Pingping Hou. "Customer mistreatment behavior and hotel employee organizational citizenship behavior." Nankai Business Review International 7, no. 3 (August 1, 2016): 322–44. http://dx.doi.org/10.1108/nbri-02-2016-0009.

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Purpose This study mainly aims to examine the mediating effect of perceived organizational support (POS) and the moderating effect of locus of control and job autonomy on the relationship between customer mistreatment behavior and organizational citizenship behavior. Design/methodology/approach Through a questionnaire survey of 231 employees and their direct supervisors of five hotels in Guangzhou. This paper analyzed five variables (customer mistreatment, POS, locus of control, job autonomy and organizational citizenship behavior) relationships through a variety of data analysis. Findings Results indicate that customer mistreatment behavior has a negative effect on employees’ organizational citizenship behavior. The relationship between customer mistreatment behavior and employees’ organizational citizenship behavior is partially mediated by employees’ POS. Staffs’ locus of control and job autonomy can modulate the relationship between customers’ mistreatment behavior and POS. Furthermore, the indirect mediating effect of POS on customer mistreatment behavior is revealed. The organizational citizenship behavior linkage is significant only to staff who perceived they have a high level of job autonomy and a high locus of control. Practical implications Hotels are advised to provide organizational support and the management of customer mistreatment behavior so as to reflect their employees’ value, seek service innovation and promote production efficiency in practice. Furthermore, it maintains and promotes operational efficiency for service organizations and means the organization pays more attention to meet the social, emotional and psychological needs of its employees. Originality/value This article reveals the mechanism relationship between customer mistreatment behavior and employee organizational citizenship behavior. First, it defines the concept of customer mistreatment in the hotel industry and enriches the related research. Second, the study, from the perspective of customer mistreatment, has opened up a new view of organizational citizenship behavior research. Third, we built a research model and it is helpful to grasp the inner mechanism between customer mistreatment and employees’ organizational citizenship behavior. Fourth, this research benefits service organizations so as to maintain and improve their operation efficiency. Furthermore, it can have theoretical guidance for service-oriented organizations to develop a harmonious consumption culture and organizational culture.

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Kilani, Yanal M. "Smart Business Characteristics as an Approach to Develop Business Performance." WSEAS TRANSACTIONS ON ENVIRONMENT AND DEVELOPMENT 18 (May 26, 2022): 584–94. http://dx.doi.org/10.37394/232015.2022.18.57.

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The current study aimed at examining the impact of smart business networks' characteristics on organizational performance from the perspective of industrial sector's decision makers in Jordan. Variables of (Adaptability, Agility, Innovation, Ability to meet requirements, and Robust Behavior) were adopted as the main and most obvious characteristics of SBN. Quantitative approach was adopted and (112) general managers, projects managers and operations managers responded to the questionnaire. Results of study indicated that respondents within industrial sector in Jordan had very positive and supportive attitudes towards the idea of SBN among organizations; they also seemed to have been a part of an SBN of an industrial nature and they have experienced its positive impacts on their and their organizational performance. Results of study also indicated that all hypotheses of study were accepted and characteristics of SBN were supportive in developing organizational performance, among the most influential variables of study appeared to be the robust behavior which seemed to have influences the long-term plans that are adopted by the organization through robustly supporting every milestone adopted. Study recommended granting extra attention to IT infrastructure within organizations in order to be able to cope with the concept of SBN and benefit from all its ramifications.

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U. Putra, Ida Bagus, and Ida Bagus Gede P. Putra. "Organizational Citizenship Behavior Determinants." International Journal of Business 27, no. 2 (April 30, 2022): 1–16. http://dx.doi.org/10.55802/ijb.027(2).002.

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The hotel is developing very rapidly, but the occupancy rate fluctuates and decreases. This study investigates job satisfaction, organizational commitment, and OCB on employee performance with moderated spiritual leadership. The research was conducted at 185 non-star hotels in 4 sub-districts of Denpasar city. The sampling method was multistage sampling so that a sample of 127 hotels in Denpasar was determined. The data analysis tool was performed using the SEM-PLS program. The results showed that job satisfaction, OCB, and commitment significantly affect employee performance. Meanwhile, satisfaction and commitment did not significantly affect OCB during spiritual leadership as a moderator on job satisfaction and OCB commitment. This research is expected to be able to make a practical contribution to hospitality practitioners in improving OCB in the hospitality sector.

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Khusniyah Indrawati, Nur, and Sri Muljaningsih. "Achieving competitive advantage through spiritual capital, innovation work behavior, and organizational learning." Problems and Perspectives in Management 20, no. 2 (June 23, 2022): 426–37. http://dx.doi.org/10.21511/ppm.20(2).2022.35.

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Spiritual capital is one of the essential intellectual capital that drives individuals and organizations to run the business following the law and standards. As a result, organizations can gain trust and integrity by following the rules and affecting their competitive advantages. This study analyzes competitive advantage based on spiritual capital, innovative work behavior, and organizational learning, which are reflected in two dimensions: exploratory and exploitative learning. The research population was 53 businesspersons of handicraft industries in the Malang City of Indonesia selected by saturated sampling techniques. A research instrument collected data in a structured questionnaire distributed to business people; the data were analyzed with SmartPLS 3.0. The results are interesting because they showed that spiritual capital did not significantly affect competitive advantage, both directly with a coefficient of 0.090 and as a mediator with a coefficient of 0.030 for innovative work behavior on competitive advantages. Other results of this study concluded that innovative work behavior was affected significantly by exploratory learning with a coefficient of 0.412 and exploitative learning with a coefficient of 0.139. Indirectly, exploratory and exploitative learning have a significant impact on spiritual capital with a coefficient of 0.139 for exploratory learning and 0.112 for exploitative learning. Spiritual capital was affected significantly by innovative work behavior with a coefficient of 0.331, and innovative work behavior affected competitive advantages with a coefficient of 0.371.

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Manafe, Leonard Adrie, and Jaka Nugraha. "KARAKTERISTIK BUDAYA ORGANISASI UNGGUL SEBAGAI UPAYA MENINGKATKAN KINERJA FREELANCERS PADA PT INDAH JAWARA UTAMA." Jurnal Valuasi: Jurnal Ilmiah Ilmu Manajemen dan Kewirausahaan 1, no. 2 (July 18, 2021): 451–68. http://dx.doi.org/10.46306/vls.v1i2.37.

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The fourth industrial revolution directs people to increasingly realize the importance of digitization. PT Indah Jawara Utama is a corporate in the digital business world which has many competitors. To ensure the suitability measurement, strategy, duty, and the resultant impact, the company must possess a good organizational behaviour. Organizational behaviour refers to a system which distinguishes an organization to others. It indicates that an organization upholds a set of characteristics of organizational behavior. This study aimed to identify the characteristic of strong organizational behaviors in PT Indah Jawara Utama as a company which engages in the production house, agency media, and event organizer. This study used a qualitative method with focused interview approach. The samples were determined by saturated sampling (census). Results obtained from this study states that six of seven characteristics of organizational behaviors are found in PT Indah Jawara Utama. Those are innovation and risk taking, attention to detail, outcome orientation, people orientation, team orientation, and stability.

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Ahmad Bodla, Ali, Ningyu Tang, Rolf Van Dick, and Usman Riaz Mir. "Authoritarian leadership, organizational citizenship behavior, and organizational deviance." Leadership & Organization Development Journal 40, no. 5 (July 8, 2019): 583–99. http://dx.doi.org/10.1108/lodj-08-2018-0313.

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Purpose The purpose of this paper is to examine the relationships between authoritarian leadership, organizational citizenship behavior toward one’s supervisor (OCBS) and organizational deviance. The authors hypothesized curvilinear relationships between authoritarian leadership and OCBS, and between authoritarian leadership and organizational deviance. Design/methodology/approach The authors analyzed two-source survey data of 240 employee–supervisor dyads collected from seven organizations in Pakistan. Findings Employees exhibited most OCBS and least organizational deviance at intermediate levels of authoritarian leadership. Employees’ perception of a benevolent climate at work moderated the curvilinear relations. Research limitations/implications The authors cannot draw causal inferences because of cross-sectional data. Furthermore, the authors’ results may be limited to cultures with high collectivism and high power distance. Practical implications This study envisions and illuminates a new avenue of curvilinear relationships among authoritarian leadership, OCBS and organizational deviance. Originality/value The two sources (employee–supervisor dyads) data collected from seven organizations supported a unique curvilinear relationship between authoritarian leadership, OCBS and organizational deviance.

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Duchon, Dennis, and Brian Drake. "Organizational Narcissism and Virtuous Behavior." Journal of Business Ethics 85, no. 3 (May 8, 2008): 301–8. http://dx.doi.org/10.1007/s10551-008-9771-7.

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Barney, Jay B., and Edward J. Zajac. "Competitive Organizational Behavior: Toward an Organizationally-Based Theory of Competitive Advantage." Strategic Management Journal 15, S1 (1994): 5–9. http://dx.doi.org/10.1002/smj.4250150902.

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Gartner, William B., Barbara J. Bird, and Jennifer A. Starr. "Acting as If: Differentiating Entrepreneurial from Organizational Behavior." Entrepreneurship Theory and Practice 16, no. 3 (April 1992): 13–32. http://dx.doi.org/10.1177/104225879201600302.

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This paper suggests that entrepreneurship is the process of “emergence.” An organizational behavior perspective on entrepreneurship would focus on the process of organizational emergence. The usefulness of the emergence metaphor is explored through an exploration of two questions that are the focus of much of the research in organizational behavior: “What do persons in organizations do?” (we will explore this question by looking at research and theory on the behaviors of managers), and “Why do they do what they do?” (ditto for motivation). The paper concludes with some implications for using the idea of emergence as a way to connect theories and methodologies from organizational behavior to entrepreneurship.

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Gagné, Marylène, Pramodita Sharma, and Alfredo De Massis. "The study of organizational behaviour in family business." European Journal of Work and Organizational Psychology 23, no. 5 (April 14, 2014): 643–56. http://dx.doi.org/10.1080/1359432x.2014.906403.

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Wang, Yikai. "Research on Organizational Management Adaptability of Tiktok in Business." BCP Business & Management 34 (December 14, 2022): 249–54. http://dx.doi.org/10.54691/bcpbm.v34i.3021.

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Based on the theories of management and organizational behavior, this paper discusses the organizational management adaptability of Tiktok as an Internet enterprise in the new era from the perspective of enterprise growth. The results show that Tiktok's corporate culture meets the requirements of organizational behavior, but needs further implementation. From the perspective of management, the future development of Tiktok needs to find new economic growth points. Giving full play to the advantages of high-tech enterprises and creating more convenient and efficient online organization and management tools will help improve the management efficiency of Tiktok.

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Chavan, S., and S. Bhattacharya. "Study of employees’ behavior during organizational change: effects of business theatre on Kübler-Ross model." CARDIOMETRY, no. 22 (May 25, 2022): 237–43. http://dx.doi.org/10.18137/cardiometry.2022.22.237243.

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Purpose – This article aims to study the employees’ behavior during organizational change and the effects of business theatre on the Kübler-Ross Model to boost the employees’ spirit so that the efficiency of an organization would increase. Design/methodology/approach – The authors revisit the insights from previous work on the role of organizational change and its effects on employees’ behavior. Classic KüblerRoss Model has been used in this study to analyze employees’ behavior during the change process. Findings – This article shows how business theatre can act as a healer and help employees overcome emotional turmoil. Eventually, the implementation of business theatre may shorten the time taken by the employees when they go through shock-denial-anger-bargaining-depression-acceptance-commitment phases of grief. Originality/value – The paper provides new insights into the role of business theatre in organizational change management. It focuses on the interrelationship between both, with the help of the conceptual framework of the Kübler-Ross Model, which explains employees’ behavior during the organizational change.

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Carkenord, David M. "A Group Exercise to Explore Employee Ethics in Business-Related Psychology Courses." Teaching of Psychology 23, no. 2 (April 1996): 100–102. http://dx.doi.org/10.1207/s15328023top2302_6.

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This article describes an in-class group exercise that allows students in business-related psychology courses to explore issues concerning potentially unethical behaviors of employees. Students individually rate 10 employee behaviors of a questionable ethical nature (from Jones, 1990) and then, in small groups, calculate mean group ratings for each behavior. In addition, the groups determine appropriate consequences for some of the behaviors. Students from two classes (Industrial Psychology and Organizational Behavior) responded positively to the exercise on an anonymous survey.

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Al Faruqi*, Awwab Hafidz. "The Effect of Servant Leadership on Establishment of Organizational Citizenship Behavior (OCB) Through Organizational Commitment of Employee in PT. Awam Bersaudara." Airlangga Development Journal 3, no. 2 (October 20, 2020): 180. http://dx.doi.org/10.20473/adj.v3i2.19304.

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Organizational Citizenship Behavior (OCB) is seen as an alternative strategy for companies in managing human resource behavior, including family businesses that have their own characteristics. The family company is currently actively making changes as the implication of the dynamic business world and intense competition. Therefore we need Organizational Citizenship Behavior (OCB) applied by the employees to improve work productivity and maintain the company's existence. The leadership characteristics or servant leadership and organizational commitment are external factors in the formation of employee’s Organizational Citizenship Behavior (OCB). This research was conducted to test, analyze and determine the effect of servant leadership on the formation of Organizational Citizenship Behavior (OCB) through organizational commitment to employees in PT. Awam Bersaudara. This study uses a quantitative approach with 139 respondents who are employees of PT. Awan Bersaudara. The results of this study indicate that there is a direct influence between servant leadership on Organizational Citizenship Behavior (OCB) with a significance value of 0.666 (<0.5) and there is an indirect effect between servant leadership on Organizational Citizenship Behavior (OCB) through organizational commitment as a moderator variable indicated by the value of 0.013 (<0.5), which proved that organizational commitment as moderator variable strenghten the relation of servant leadership towards Organizational Citizenship Behavior (OCB).

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Sartono, Savitri, and Harianto Respati. "Analisis Pengaruh Budaya Organisasi dan Sistem Tanggung Renteng terhadap Perilaku Anggota yang berdampak kepada Keamanan Usaha di Koperasi Setia Budi Wanita Malang." Jurnal Riset Inspirasi Manajemen dan Kewirausahaan 5, no. 1 (March 21, 2021): 58–66. http://dx.doi.org/10.35130/jrimk.v5i1.118.

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This research examines, analyzes, and examines the influence of organizational culture and shared responsibility systems on member behavior that impacts on business security in the Setia Budi Wanita Cooperative (SBW) Malang, East Java, Indonesia. Researchers are interested in examining this by seeing that there is something unique and great in the SBW Malang Cooperative in terms of organizational culture, shared responsibility systems, member behavior, and business security so that researchers consider it necessary to conduct research to determine the influence of organizational culture and systems joint responsibility for member behavior that impacts on business security in the Malang SBW Cooperative.

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Salehzadeh, Reza, Arash Shahin, Ali Kazemi, and Ali Shaemi Barzoki. "Is organizational citizenship behavior an attractive behavior for managers? A Kano model approach." Journal of Management Development 34, no. 5 (May 11, 2015): 601–20. http://dx.doi.org/10.1108/jmd-09-2013-0114.

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Purpose – Literature review indicates lack of using the Kano model in organizational behavior domain and managers’ satisfaction. The purpose of this paper is to propose a Kano-based model for managers’ satisfaction. Design/methodology/approach – In order to examine one of the proposed behaviors in this model, the role of employees’ organizational citizenship behavior (OCB) as an attractive behavior, has been investigated. The statistical population includes managers of the Isfahan’s financial service industries. After distributing questionnaires, 224 accurate questionnaires have been used for data analysis. In designing the survey questionnaire, the OCB questionnaire developed by Podsakoff et al. (1990) and Bell and Menguc (2002) has been used. For each of the OCB dimensions, some questions have been initially designed; then after collecting data, by using Kano evaluation table, the behavior types have been determined. Findings – Findings imply that by using the Kano model, five types of behaviors, i.e. must-be, one-dimensional, attractive, indifferent, and reverse can be identified. The findings related to case study also indicate that out of five dimensions of OCB, three dimensions of altruism, sportsmanship, and civic virtue are located in Attractive category; the courtesy dimension is located in must-be category; the conscientiousness dimension is located in one-dimensional category; and in reverse category, no dimension is located. In general, OCB is located in attractive category. Research limitations/implications – By using the results of this survey, a new classification of employees’ behaviors types can be suggested. The results of this study can help employees in understanding what kind of their behaviors causes managers’ satisfaction. Originality/value – The results of this study have an important contribution in the literature of the Kano model and OCB.

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