Journal articles: 'Organizational theory and behaviour'

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Blomme, Robert J., and Kirsten Bornebroek‐Te Lintelo. "Existentialism and organizational behaviour." Journal of Organizational Change Management 25, no. 3 (May 18, 2012): 405–21. http://dx.doi.org/10.1108/09534811211228120.

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PurposeThis article aims to develop a conception consisting of insights from complexity theory and additional notions from Weick's sense‐making theory and existentialism for examining organization behaviour.Design/methodology/approachThis paper carries out a literature review of Karl Weick's theory of sense‐making and some notions from existentialism to discuss the possible contributions to complexity theory and with this a further comprehension of organizational behaviour.FindingsFour existential conditions, namely death, freedom, existentialism and meaninglessness, give a further comprehension of Weick's concept of equivocality. Equivocality is an important input for organizing processes. The complexity of organizing processes is an object for examining organizational behaviour from a complexity scientific standpoint. The authors argue that the concept of equivocality and with this the states of equilibrium in an organization can be approached with examining the states of the mentioned four existential conditions.Practical implicationsAn important point of application for change managers in an organization is equivocality. The increase of equivocality will lead to a shift in the state of equilibrium in which new themes will emerge and corresponding organisational behaviour. The level of equivocality is due to the presence of existential fears. Hence, change managers should focus on existential themes and anxieties in an organization to advance emergent change.Originality/valueNew in this paper is the usage of notions from existentialism to elaborate Weick's conception of sense‐making. Also this paper discusses the possible contribution of this elaboration to research of organisational behaviour from the perspective of complexity theory.

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Et. al., Dr Gayathri Band,. "Moderation Effect Of Counter Work Productive Behaviour On The Relationship Between Job Satisfaction And Organizational Citizenship Behaviour." Turkish Journal of Computer and Mathematics Education (TURCOMAT) 12, no. 4 (April 11, 2021): 938–43. http://dx.doi.org/10.17762/turcomat.v12i4.582.

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OCB ordinarily alludes to practices that decidedly affect the association or its individuals (Poncheri, 2006). OCB can be influenced by imparting in workers an impression of skill in their activity undertakings (Todd, 2003). Bateman and Organ (1983) proposed a noteworthy and solid connection between organizational citizenship conduct and job satisfaction. Bateman and Organ (1983) proposed a critical and strong association between organizational citizenship and occupation fulfillment. Employment fulfillment has been found to have a positive association with work execution and organizational citizenship. The purpose of the present examination was to research if CWB could be gone with moderately high work fulfillment. The present study is undertaken to study if there is a significant moderating effect of CWB on the relationship between Job Satisfaction and Organizational Citizenship Behaviour. CWB is prejudicious to the organization or to co-workers. The Organizations ought to enhance the spontaneous organizational citizenship behaviors of workers to extend satisfaction and, hence, to extend the competitiveness within the organization. The survey results disclosed that job satisfaction encompasses an important positive impact on organizational citizenship behaviour which counterwork productive behaviour encompasses a important negative dampening impact on the link between job satisfaction and organizational citizenship behaviours. The organizations will improve the work satisfaction of their workers by rising perceived operating satisfaction, social satisfaction, and remunerative satisfaction, which might then improve the organizational citizenship behaviours and reduce the negative impact of counterwork productive behaviour.

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Abbasi, Ali, Wan Khairuzzaman Wan Ismail, Fatemeh Baradari, Qasim Zureigat, and Fakhrul Zaman Abdullah. "Can organizational justice and organizational citizenship behavior reduce workplace deviance?" Intangible Capital 18, no. 1 (March 28, 2022): 78. http://dx.doi.org/10.3926/ic.1816.

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Purpose: This manuscript investigates the impact of organizational justice on organizational citizenship behaviour and workplace deviance and examines the mediator effect of organizational citizenship behaviour between organizational justice and workplace deviance.Design/methodology/approach: This study utilizes a quantitative method to investigate four hypotheses using PLS3-SEM on 185 respondents from five research universities in Malaysia.Findings: Findings of this study reveal the positive impact of organizational justice on organizational citizenship behaviour and the negative effects of organizational justice on workplace deviance. Further, the study confirms the mediating effect of organizational citizenship behaviour between organizational justice and workplace deviance significate, especially in higher education. These findings will be helpful guidance for decreasing deviance and eventually increasing employees’ efficiency.Research Limitation: This research focuses on organizational justice and organizational citizenship behaviour on workplace deviance. Future study should research some other unique factors relevant to reducing workplace deviance. Although data was collected only once and took almost two months, unequal distribution during the sixty days may affect the accuracy of findings. Future studies should collect data over a period longer than two months to analyze the different reactions of employees to managers’ decisions or behaviorsPractical implications: This study guides and supports managers and employees in putting organizational mechanisms towards improving organizational citizenship behaviors.Originality/value: These research findings expand knowledge on workplace deviance behavior by providing evidence for the different impact of organizational justice and organizational citizenship behaviour on workplace deviance.Keywords: Social exchange theory (SET), workplace deviance (WD), organizational justice (OJ), human resource (HR), organizational citizenship behaviour (OCB).

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Saks, Alan M., and Jamie A. Gruman. "Organizational socialization and positive organizational behaviour: implications for theory, research, and practice." Canadian Journal of Administrative Sciences / Revue Canadienne des Sciences de l'Administration 28, no. 1 (September 6, 2010): 14–26. http://dx.doi.org/10.1002/cjas.169.

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Agarwal, Promila. "Redefining the organizational citizenship behaviour." International Journal of Organizational Analysis 24, no. 5 (November 7, 2016): 956–84. http://dx.doi.org/10.1108/ijoa-12-2014-0826.

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Purpose The purpose of this paper is to highlight the influence of organizational norms and job roles defined by organizations in the performance of organizational citizenship behaviour (OCB). To do so, the research proposes a model of OCB with the following dimensions: normative OCB and rule-bounded OCB on the basis of social exchange theory and role theory, respectively. Norms, roles and responsibilities of the organization vary from organization to organization. This paper reports the operational and empirical indicators of proposed dimensions of OCB, termed as discretionary OCB, normative OCB and rule-bounded OCB. Design/methodology/approach To test the proposed dimensions, the study uses concept analysis, delphi technique, exploratory factor analysis and confirmatory factor analysis on multi-source data. It indicates criteria for Cronbach’s alpha reliability, test-retest reliability, convergent validity, discriminant validity and nomological validity for proposed dimensions. Findings The findings reveal two new dimensions of OCB. Besides an individual predisposition/voluntariness, employees exhibit OCB due to normative pressure in the organization and the overlapping of the contents of OCB with role and responsibilities. Self-driven, norms-driven and job-role-driven OCB will have different implications. The findings support the validity of the proposed OCB model and scale. Research limitations/implications The research fills a theoretical gap and will have implications for the measurement of OCB. The model facilitates the identification of the factors of OCB. An organization can use the research model in culture building and promoting functional OCB in the organization as per the organization’s need. The limitations of the study are discussed. Originality/value There is no research to date exploring the normative and rule-bounded aspects of OCB. This is the only research to empirically examine the overlap between the contents of OCB and role description of employees. This paper is also original in its contribution in measuring the display of OCB among employees due to pressure from the norms prevalent in the organizations.

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Abun, Damianus, Theogenia Magallanes, Vanjesryl G. Calaycay, Melvin, F. Aurelio, and Fredolin P. Julian. "Employee empowerment and organizational citizenship behaviour." International Journal of Business Ecosystem & Strategy (2687-2293) 3, no. 3 (December 10, 2021): 13–25. http://dx.doi.org/10.36096/ijbes.v3i3.267.

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The study aimed to find out the effect of employee empowerment practices on the organizational citizenship behaviors of employees toward the organization and toward their coworkers (OCBP & OCBO). To support and establish the theory of the study, literature was reviewed. The study used the descriptive correlational research design and it used the questionnaires to gather the data. The study found that the empowerment practices of the Divine Word College of Laoag in terms of delegation of authority, autonomy, and self-efficacy self-management is high and even the different dimensions of organizational citizenship behavior are also high but not very high. Concerning the relationship between empowerment practices and organizational citizenship behavior of employees, the study was found to be significantly correlated. Therefore, the hypothesis of this study is accepted.

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R, Uma, and Radhamani R. "Job Satisfaction as Antecedent of Organizational Citizenship Behavior: An Empirical Study Among Academicians." NMIMS Management Review 30, no. 04 (July 14, 2022): 42–63. http://dx.doi.org/10.53908/nmmr.300403.

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Purpose: Organizational citizenship behavior is significant for enhancing organizational effectiveness. Due to the importance of employee citizenship behaviors for organizations, it is necessary to analyze the impact of the antecedents of citizenship behaviors for promoting such behaviors among employees. This research work has examined the predictive ability of the different dimensions of job satisfaction in eliciting organizational citizenship behaviors among academicians working in private arts and science colleges. The dimensions of job satisfaction taken up for analysis include – salary, workload, physical work environment, interpersonal relationship, leadership style and job security. The dimensions of Organizational citizenship behavior include – altruism, sportsmanship, conscientiousness, civic virtue and courtesy. Methodology: Primary and Secondary data were used in this study. The primary data was based on the sample survey conducted among academic staff employed in private arts and science colleges. The sample size for the study is 112. Data was analyzed using Correlation and multiple regression methods using SPSS version 28. Findings: The results have established job satisfaction as a significant predictor of the organizational citizenship behavior dimensions of sportsmanship, civic virtue and courtesy. Workload was found to have the strongest antecedent ability. Practical Implication: The results of the study will help educational institutions to better manage the organizational factors that promote job satisfaction among academic staff. Satisfied staff will engage in citizenship behaviours that will strengthen the academic institution. Originality: This research work has examined and established the predictive ability of job satisfaction in eliciting organizational citizenship behaviours among academic staff. The reciprocity norm of Social Exchange theory which advocates that satisfied employee reciprocate their satisfaction by displaying citizenship behaviour is confirmed in this work.

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Partina, Anna, Mugi Harsono, Hunik Sri Runing Sawitri, and Tulus Haryono. "The Predictor of Organizational Citizenship Behaviour Using Social Exchange Theory." International Journal of Scientific and Research Publications (IJSRP) 9, no. 5 (May 6, 2019): p8961. http://dx.doi.org/10.29322/ijsrp.9.05.2019.p8961.

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Yung Chou, Shih, and John M. Pearson. "Organizational citizenship behaviour in IT professionals: an expectancy theory approach." Management Research Review 35, no. 12 (October 26, 2012): 1170–86. http://dx.doi.org/10.1108/01409171211281282.

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Ayub, Arslan, Ali Junaid Khan, Muhammad Akbar Ali Ansari, and Tanveer Ahmed. "Interplay between Perceived Job Insecurity and Organizational Citizenship Behavior: A Moderated Mediation Model." Pakistan Journal of Humanities and Social Sciences 10, no. 1 (January 30, 2022): 57–68. http://dx.doi.org/10.52131/pjhss.2022.1001.0174.

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Drawing on uncertainty management theory and social exchange theory, this research examined the interaction effect of organizational justice with perceived job insecurity in organizational citizenship behaviour. A hypothesised model was developed and tested using PLS-SEM (v 3.2.7) on a sample of 210 employees in the banking sector in Pakistan. The study found that at a high level of organizational justice, perceived job insecurity has a weak negative relationship with organizational citizenship behaviour, while at a low level of organizational justice; perceived job insecurity has a strong negative correlation with organizational citizenship behaviour. Results also support the interaction effect of perceived job insecurity and organizational justice on affective organizational commitment and psychological distress. This research highlights the significance of contextual variables which may help the practical community in managing their intellectual capital through casting an appropriate concern in organizational justice.

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Chinomona, Elizabeth, and Teboho Mofokeng. "Impact of leadership on organizational citizenship behaviour, organizational commitment and job performance: An application of leader- member exchange theory." Corporate Ownership and Control 14, no. 3 (2017): 309–19. http://dx.doi.org/10.22495/cocv14i3c2art5.

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The purpose of the study was to investigate the influence of servant leadership on organizational citizenship behaviour, organizational commitment and job performance from a Leader- Member Exchange (LMX) perspective. It aims at contributing new knowledge to research constituting servant leadership within the workplace. The aim of the study was to examine in essence, the impact of servant leadership on organizational citizenship behaviour and organizational commitment and the consequential outcome on employee job performance. LMX theory is the theoretical framework that forms the basis on which the study is undertaken. The problem was investigated within the SME sector of Zimbabwe. The study was quantitative by nature and adopted positivism as the research paradigm. 189 Small and Medium Enterprises (SMEs) in Zimbabwe formed the unit of analysis. The empirical testing of the study’s six hypotheses revealed that the relationships are positive and significant. This implied that servant leadership, organizational citizenship behaviour and organizational commitment have a constructive effect on employee job performance and thus SMEs in general. The study extracts the fundamental impact that servant leadership has on employee behaviour and their performance within the workplace subsequently. While quality LMX relationships are exemplified by mutual trust, respect and commitment, this virtue was employed to assess if it impels a good relationship between servant leadership and employee behaviour and the resulting job performance of employees. The implication is that the general SME sector should encourage their senior employees to embrace a servant leadership style given that it has a positive effect on employee organizational behaviour, employee commitment and job performance subsequently. This is particular important for a country like Zimbabwe that is still developing and therefore relies much on the superior performance of SMEs for sustainability.

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Arshad, Muhammad, Ghulam Abid, Francoise Contreras, Natasha Saman Elahi, and Muhammad Ahsan Athar. "Impact of Prosocial Motivation on Organizational Citizenship Behavior and Organizational Commitment: The Mediating Role of Managerial Support." European Journal of Investigation in Health, Psychology and Education 11, no. 2 (May 21, 2021): 436–49. http://dx.doi.org/10.3390/ejihpe11020032.

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This study, based on the conservation of resources (COR) theory, explores the impact of contextual variables, such as prosocial motivation, on employee discretionary behavior and organizational commitment. The mediating mechanism of managerial support at work defines the nature of the proposed relationships. Data from 303 administrative, instructional, and supervisory staff—predominantly male (95%) and with an average age of 30 years—working on Technical and Vocational Education and Training (TVET) for Pakistan’s public sector were collected and analyzed by employing SPSS version 24. Confirmatory factor analyses suggested a good fit model, while a correlation matrix provided a significant and positive effect of prosocial motivation on employee citizenship behaviour and organizational commitment. Managerial support mediated the relationship between prosocial motivation and the employees’ organizational commitment and citizenship behaviour. The theoretical and practical implications discussed in this study seek to guide the management area to promote managerial support for better outcomes. These outcomes have considerable tactical, statistical, and real-world inferences for the stakeholders of the TVET sector.

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Phelps, Robert. "Risk Management and Agency Theory in is Projects – an Exploratory Study." Journal of Information Technology 11, no. 4 (December 1996): 297–307. http://dx.doi.org/10.1177/026839629601100404.

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The way in which project teams respond to problems and manage risks during IT project developments is affected by the organizational context. In particular, it is affected by the implicit ‘contract’ between the team and the organization. This contract is controlled through the adherence to formal methodologies and the use of organizational control system. This paper looks at risk management from the point of view of team behaviour, focusing on behavioural response to risks in terms of effort and risk aversion. Three case studies of project team behaviour are used to illustrate the types of risk management behaviour which may arise under different contracts between project team and organization.

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Kang, Sukjin, and Mijeong Kang. "The Giver from the Perspective of Organizational Behaviour and Organization Theory." Korean Society for Teaching English Literature 23, no. 1 (April 30, 2019): 37–58. http://dx.doi.org/10.19068/jtel.2019.23.1.02.

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Caza, Arran. "Leader Integrity and Organizational Citizenship Behaviour in China." Management and Organization Review 10, no. 02 (July 2014): 299–319. http://dx.doi.org/10.1017/s1740877600004216.

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Abstract In this study, we use implicit leadership theory to investigate how leader integrity, one of the most important traditional Chinese virtues, influences subordinates’ organizational citizenship behaviour (OCB) in the Chinese context. The results of our survey reveal that leader integrity is associated with subordinates’ OCB, and that this relationship is fully mediated by leader effectiveness. In addition, traditionality moderated the relationship between leader integrity and leader effectiveness; the relationship was significant among less traditional subordinates, but insignificant among more traditional subordinates. We conclude with a discussion of the theoretical and managerial implications for leaders in China.

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Balozi, Mohamedi Abbasi, Siti Zubaidah bt Othman, and Mohamed Faisal Mohamed Issa. "CONSTRUCTING THEORY WITH BIG RESULT NOW (BRN)." International Journal for Innovation Education and Research 2, no. 8 (August 31, 2014): 7–21. http://dx.doi.org/10.31686/ijier.vol2.iss8.215.

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Purpose- This paper intends to discourse development of theory in the Tanzania context, based on potentiality of advancing of knowledge sharing theory globally. The aim of this paper is to develop a theoretical framework which essential for studying knowledge sharing behaviour which is critical significant for the organizational changes and national reforms as well for sustaining in tremendous competition. Moreover, the study established the needs to undergo investigation in order to illustrate the degree of performance of theory in the context of Tanzania, which will depict comparison with developed countries.Methodology- This paper reviewed the theory of planned behaviour and it portrayed TPB as underpinned theory for revising knowledge sharing in the context of Tanzania.Findings- The study revealed propositions which are fundamental in developing theory of planned behaviour for studying knowledge sharing in Tanzania context.Limitations of the study- this paper offers suggestions for proposition testing and direction for further studies in knowledge sharing behaviour.Implication of the study- the paper provides development of theory and practically, the research might provide insight for improving knowledge sharing practices in order to realise organizational development and national reforms(BRN) in the context of Tanzania.Value- This paper relies on theoretical approaches, particularly on advancement of theory of planned of behaviour under addition of the collectivist culture and interpersonal relation towards knowledge sharing behaviour in Tanzania.

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Kaštelan Mrak, Marija, and Sanda Grudić Kvasić. "The mediating role of hotel employees’ job satisfaction and performance in the relationship between authentic leadership and organizational performance." Management 26, no. 1 (June 30, 2021): 97–110. http://dx.doi.org/10.30924/mjcmi.26.1.6.

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Authentic leadership is a positive leadership theory, conceptualized under the influence of positive psychology and positive organizational behaviour movement. Although it has become a recognized leadership theory, it is still somewhat neglected in the hospitality literature. To address this gap, the paper seeks to develop and test a conceptual model linking authentic leadership to organizational performance in the hospitality context. Hypotheses were tested using hierarchical multiple regression analysis on a sample of 226 employees from 24 hotels in Croatia. The research results confirmed the positive impact of authentic leadership on hotels’ operational performance, which was mediated by followers’ job satisfaction and performance. There was no empirical support for the hypothesized impact of authentic leadership on hotels’ financial performance. The findings suggest that authentic leadership behaviours, together with positive organisational settings, characterized by flexible organizational structure, are more likely to enhance desirable employees’ attitudes and behaviours, resulting in improved organizational performance.

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Weinert, Ansfried B. "Testing Argyris' theory of organizational behavior." Scandinavian Journal of Management Studies 3, no. 1 (August 1986): 25–45. http://dx.doi.org/10.1016/0281-7527(86)90009-5.

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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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Qian, Yingmiao, Mengjun Wang, Yang Zou, Ruoyu Jin, Ruijia Yuan, and Qinge Wang. "Understanding the Double-Level Influence of Guanxi on Construction Innovation in China: The Mediating Role of Interpersonal Knowledge Sharing and the Cross-Level Moderating Role of Inter-Organizational Relationships." Sustainability 11, no. 6 (March 19, 2019): 1657. http://dx.doi.org/10.3390/su11061657.

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Guanxi, a Chinese term that defines social networks of power and benefits, can be divided into inter-personal and inter-organizational relationships. Guanxi significantly influences construction innovation in China. Many studies have examined the relationship between guanxi and construction innovation at the project or organizational level. However, few of these studies explain how guanxi might affect an individual’s innovative behaviour from a double-level perspective. This paper builds on social capital theory and social exchange theory to examine guanxi’s role in motivating innovative behaviour in a China-specific construction context. It investigates the main effects of inter-personal relationships on innovative behaviour, the mediating effects of knowledge sharing, and the cross-level moderating effects of inter-organizational relationships. These elements were tested using a survey that received 178 responses from 35 different organizations. The results were analysed using Hierarchical Linear Modelling (HLM) and revealed that inter-personal relationships have positive influences on innovative behaviour, thus highlighting the partial mediating effects of knowledge sharing. In addition, the analyses showed that inter-organizational relationships augment inter-personal relationships and knowledge sharing on innovative behaviour by cross-level interaction. The research findings enhance an understanding of guanxi and innovative behaviour in China-specific construction project settings, as well as verifying the significance of guanxi in stimulating innovative behaviour.

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Janicijevic, Nebojsa. "Organizational learning in the theory of organizational change." Ekonomski anali 51, no. 171 (2006): 7–31. http://dx.doi.org/10.2298/eka0671007j.

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The concept of organizational learning has been presented and placed within the referential frame of the organizational change theory. It appears that organizational changes shows to be a wider concept than organizational learning, since every learning includes change, but every change does not necessarily include learning. Organizational learning presents a particular type of organizational change, one which comprises creation and utilization of knowledge, includes changes of both cognitive structures and behaviors of organizational members, and necessarily is normative by its nature. The referential frame of the theory of organizational change is based on the classification of organizational changes and put together all theories into four perspectives: organizational development, organizational transformation, organizational adaptation and process perspective. It can be concluded that the concept of organizational learning is eclectic one, since it includes all types of organizational changes and encompasses all mentioned perspectives of organizational changes. .

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Galaskiewicz, Joseph. "Has a Network Theory of Organizational Behaviour Lived Up to its Promises?" Management and Organization Review 3, no. 1 (March 2007): 1–18. http://dx.doi.org/10.1111/j.1740-8784.2007.00057.x.

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Elstad, Eyvind, Knut Andreas Christophersen, and Are Turmo. "Social exchange theory as an explanation of organizational citizenship behaviour among teachers." International Journal of Leadership in Education 14, no. 4 (December 2011): 405–21. http://dx.doi.org/10.1080/13603124.2010.524250.

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Watkins, M. L., and A. L. Barnard. "A holistic organizational behaviour model for organization renewal." South African Journal of Business Management 20, no. 1 (March 31, 1989): 32–41. http://dx.doi.org/10.4102/sajbm.v20i1.937.

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There is a need to identify the dependent and independent variables that play a role in organizational renewal. The scientific basis of previous attempts to identify these variables are questionable as they represent the haphazard inclusion of some contextual variables. A holistic view of approaches to organization theory, and its integration with contemporary organization models, makes it possible to scientifically develop and describe a holistic model of organizational behaviour. The model indicates that organizations are composed of human, strategic, technological, control-and-motivation and boundary subsystems. The interaction between these subsystems manifests itself in complex organizational processes which create a climate and culture of shared norms and values. The model identifies those dependent and independent variables which should be considered during renewal attempts. An empirical investigation of the practical value of the model shows that, by using the model as a frame of reference for renewal, positive change can be facilitated in various subsystems and processes. The model can therefore successfully be applied in the practice of organization renewal.

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Sinha, Shruti, Pushpendra Priyadarshi, and Pankaj Kumar. "Organizational culture, innovative behaviour and work related attitude." Journal of Workplace Learning 28, no. 8 (October 10, 2016): 519–35. http://dx.doi.org/10.1108/jwl-06-2016-0055.

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Purpose This study aims to examine the role of psychological empowerment (PE) in mediating the relationship between organizational culture, innovative behaviour and work-related attitude. Design/methodology/approach Data were collected in two phases from a total sample of 324 middle- and senior-level executives working in India through a completed self-report questionnaire. Findings The results show a significant relation between organization culture, PE and work-related outcomes. PE fully mediated the relationship between adaptability and mission culture and innovative behaviour. PE also fully mediated the relationship between consistency and adaptability culture and job satisfaction; adaptability culture and commitment; and involvement culture and turnover intentions. Research limitations/implications Cross-sectional design undermines the causal conclusions derived from the findings. Generalizability is limited, as the study was set up in India. The research highlights the role of PE for innovative behaviour and other work-related attitudes. Originality/value The study establishes the linkage between organizational culture, PE, work-related attitude and innovative behaviour, thus extending the PE theory.

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Ismael, Ferman Omar, Mehmet Yeşiltaş, and Simbarashe Rabson Andrea. "The Impact of Corporate Social Responsibility on Organisational Citizenship Behaviour, Work Engagement, and Job Embeddedness." International Journal of Sustainable Entrepreneurship and Corporate Social Responsibility 6, no. 1 (January 2021): 19–29. http://dx.doi.org/10.4018/ijsecsr.2021010102.

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This study examines the impact of corporate social responsibility on organisational citizenship behaviour, work engagement, and job embeddedness. Structural equation modeling tests were conducted on 522 responses gathered from telecommunications companies in the Kurdistan Region of Iraq. The results depicted that corporate social responsibility improvements have positive effects on organisational citizenship behaviour, work engagement, and job embeddedness. Further observations depicted an insignificant positive partial causal path between corporate social responsibility, work engagement, and organizational citizenship behaviour. This study's novelty elements are inherent in its potency to examine the causal path between corporate social responsibility, work engagement, and organizational citizenship behavior. This study contributes to the literature by further expanding job embeddedness theory and proposing a comprehensive job embeddedness framework that researchers and practitioners can adopt in future research.

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Ismael, Ferman Omar, Mehmet Yeşiltaş, and Simbarashe Rabson Andrea. "The Impact of Corporate Social Responsibility on Organisational Citizenship Behaviour, Work Engagement, and Job Embeddedness." International Journal of Sustainable Entrepreneurship and Corporate Social Responsibility 6, no. 1 (January 2021): 19–29. http://dx.doi.org/10.4018/ijsecsr.2021010102.

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This study examines the impact of corporate social responsibility on organisational citizenship behaviour, work engagement, and job embeddedness. Structural equation modeling tests were conducted on 522 responses gathered from telecommunications companies in the Kurdistan Region of Iraq. The results depicted that corporate social responsibility improvements have positive effects on organisational citizenship behaviour, work engagement, and job embeddedness. Further observations depicted an insignificant positive partial causal path between corporate social responsibility, work engagement, and organizational citizenship behaviour. This study's novelty elements are inherent in its potency to examine the causal path between corporate social responsibility, work engagement, and organizational citizenship behavior. This study contributes to the literature by further expanding job embeddedness theory and proposing a comprehensive job embeddedness framework that researchers and practitioners can adopt in future research.

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Asdullah, Muhammad Ashar, and Hassan Yazdifar. "Book review: Effective Management Control; Theory and practice by Flamholtz & Eric G." Journal of Management and Research 7, no. 1 (June 30, 2020): 235–44. http://dx.doi.org/10.29145//jmr/71/070110.

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Effective Management Control sheds light on relatively misunderstood and neglected aspect of organizational effectiveness. It critically analyzes the process of controlling people’s behaviour in any organization. The issue of the design of an optimal control system and organizational control is considered to be significant for an organization’s long-term effectiveness.

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Ametorwo, Aaron Makafui, Daniel Ofori, Francis Annor, and Kwasi Dartey-Baah. "Work-family conflict as antecedent to workplace deviance: a study among bankers." African Journal of Management Research 28, no. 1 (August 18, 2022): 90–104. http://dx.doi.org/10.4314/ajmr.v28i1.7.

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Hinged on the Job Demand-Resource model and Source Attribution Theory, this study assessed the relationship between work-family conflict (family-towork and work-to-family conflicts) and workplace deviant behaviours (organizational and interpersonal deviance) among bank employees in Ghana. The quantitative two-wave longitudinal design was used, and data collected from 301 respondents. Unique self-generated codes were used to match the responses from each respondent in both times. Work-to-family conflict predicted interpersonal deviant behaviour in both Time 1 and Time 2, and organizational deviant behaviour in Time 2 but not in Time 1. Also, family-to-work conflict predicted interpersonal deviant behaviour in both Time 1 and Time 2 and also predicted organizational deviant behaviour in Time 1 only. This is one of the few empirical studies assessing the relationship between work-family conflict and workplace deviance, and in particular, among bankers. Assessing such relationships in this study over time has shown that variations in nature of the hypothesized relationships could be a result of extraneous variables (dynamic employee behaviour or environmental changes) not anticipated. Banks must pay particular attention to the job demands imposed on employees and again take interest in the out-of-job experiences of staff that could affect their job performance and involvement in deviant behaviours. Keywords: Work-family conflict; workplace deviance; bankers; Ghana; antecedents

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Литвинюк, Александр, and Aleksandr Litvinyuk. "METHODOLOGICAL ASPECTS OF APPLICATION OF THE THEORY OF MOTIVATIONAL COMPLEX TO PREDICT ORGANIZATIONAL BEHAVIOR OF THE STAFF OF THE ORGANIZATION." Management of the Personnel and Intellectual Resources in Russia 6, no. 5 (November 21, 2017): 40–46. http://dx.doi.org/10.12737/article_5a045d73981102.60881034.

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The article presents the materials connected with opportunities for the application of the substantive provisions of the theory of motivational complex work activities for forecasting the organizational behaviour of personnel in research in the area of economic sociology. The article gives the main principles of the used theory, the defi nition of the main motives for organizational behavior of the staff and the author’s interpretation of the concept of failure in the system of personnel management. The logical algorithms to predict the organizational behavior of staff when there are changes in the system of labour motivation are proposed. Great attention is paid to description of the test “Motivation” to determine force for the staff of the organization of the reasons for the acquisition, satisfaction, security, subordination, energy effi ciency, and the reliability of the test respondents. The author provides information on the practical application of the technique when conducting applied scientifi c research.

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Kristina. "The Organizational Communication Perspective Theory." Journal of Sosial Science 1, no. 3 (July 26, 2020): 61–74. http://dx.doi.org/10.46799/jsss.v1i3.37.

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Public sector organizations are undergoing a transformation in management style. Not only is the behavior of government agencies increasingly being carried out like business, where managers play a central role, but aspects of client service are also becoming more important. Communication is input or message from one person to another. Organizations need communication to streamline their work and carry out tasks in a perfect way. Communication is the art of sending messages and receiving the same in the form of feedback. The success of an organization is highly dependent on effective organizational communication patterns. This study aims to understand communication in achieving the objectives of government organizations. Furthermore, this study discusses effective communication in government organizations. Keywords: Organization Communication, Internal and External.

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Rotich, Richard. "Self-Efficacy, Demographic Characteristics and Organizational Citizenship Behavior among Management Employees in Public Organizations in Kenya." European Journal of Business and Strategic Management 7, no. 3 (November 28, 2022): 1–23. http://dx.doi.org/10.47604/ejbsm.1710.

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Purpose: Government institutions through it employees play a vital role in steering and implementing government’s vision and policy for the benefit of the citizens. However, the work habits of many government employees to have failed to meet public expectations thus perennial complaints. Globally, Self-efficacy and Organizational Citizenship Behavior are concepts commonly researched and practiced among private sector organizations for better work performance. Although, these constructs have not received favorable consideration among public sector scholars and practitioners in the Africa, entrenching positive work behavior among employees for improved service delivery is universal and widely advocated for in the literature. It is a day today responsibility of managers, however studies have bestowed this role in the organization in general rather than the actual drivers of positive work behavior. The purpose of this study was to examine whether self-efficacy and the demographic characteristics of senior public officers influence their engagement in citizenship behaviors. Methodology: Guided by social exchange theory and social cognitive theory, the study adopted a cross sectional quantitative survey design. Target population was the middle level employees in public service in Kenya. Data was collected using questionnaires, (N=389) determined by stratified sampling procedure and analyzed to derive descriptive and inferential statistics using SPSS computer software. From the multiple regression model (1), R2 = 0.042 showing that demographic characteristics accounted for 4.2% variation in OCB, while model (2) shows R2 =0.17 indicating that Self-efficacy accounted for 17.1% of OCB. Self-efficacy had significant relationship with Organizational citizenship behavior (β1= 0.362, p<0.05). Age had a positive significant relationship (β= .204, p<0.05) with OCB. Tenure was found to relate negatively with OCB (β= -.183 (p<.05). Findings: The findings showed that Self-efficacy and age were strong determinant of OCB, thus the higher the employees’ age and psychological and emotional self-belief the higher their tendency to exhibit extra role behavior at the work place. Employee’s practice of discretionary behaviour to help colleagues solve organizational or personal problems is not just a matter of chance but a fully conscious decision informed of ones’ personal characteristics. Unique Contribution to Theory, Practice and Policy: The study affirmed the applicability of the social exchange and social cognitive theories among public sector workers. As such, managers in public institutions should strive to identify, promote and nurture employee’s personal traits that contribute to practice of positive work behaviours like citizenship behaviour at the work place in their endeavor to improve public service delivery.

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Gürbüz, Sait, Faruk Şahin, and Onur Köksal. "Revisiting of Theory X and Y." Management Decision 52, no. 10 (November 11, 2014): 1888–906. http://dx.doi.org/10.1108/md-06-2013-0357.

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Purpose – The purpose of this paper is to investigate the influence of leaders’ Theory X and Y managerial assumptions on subordinates’ attitudes and behaviors. Design/methodology/approach – Military leaders (n=50) completed a questionnaire with Theory X and Y scale and their subordinates (n=150) completed a questionnaire with the scales of satisfaction with leader, affective commitment, and organizational citizenship behavior. The paper used hierarchical linear modeling to test the hypotheses. Findings – The results indicated that the Theory Y management style is significantly and positively associated with subordinates’ satisfaction with the leader, affective commitment, and organizational citizenship behaviors. The Theory X management style had a significantly negative impact on subordinates’ satisfaction with the leader, but no significant impact on affective commitment and organizational citizenship behavior. The findings of the present study suggest that the Theory X and Y managerial assumptions are a worthwhile basis from which to examine several important organizational and individual outcomes. Research limitations/implications – The sample consisted of military personnel and were predominantly male. This may limit the generalizability of the findings. Practical implications – The findings of the present study suggest that the Theory X and Y managerial assumptions are a worthwhile basis from which to examine several important organizational and individual outcomes. Originality/value – Although McGregor's (1960) Theory X and Y have contributed to management and leadership thinking and practice for many years; empirical studies examining the Theory X and Y managerial assumptions in a work environment are very scarce. By examining the effect of leader's Theory X and Y managerial assumptions on follower's attitudes and behaviors, the study provides important insights for leadership literature.

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Lamertz, Kai. "Organizational Citizenship Behaviour as Performance in Multiple Network Positions." Organization Studies 27, no. 1 (January 2006): 79–102. http://dx.doi.org/10.1177/0170840605056397.

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This paper employs structural role theory to theorize why and how the performance of organizational citizenship behaviour (OCB) may be associated with an individual's occupation of social network positions. OCB is modelled as behaviour related to the occupation of position–role combinations in the informal structure of organizations. It is proposed that the performance of OCB occurs in conjunction with informal role enactment at a given network position because such performance is characteristic of position occupancy. A given actor may occupy multiple network positions, which profile the actor's links to the informal organization and place him or her in the position to perform OCB. An empirical study of employees in a telecommunications company showed that cohesiveness, centrality and network bridges predict two different types of OCB that characterize a ‘good colleague’ and a ‘good employee’ role.

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Bizri, Rima M., and Farida Hamieh. "Beyond the “give back” equation." International Journal of Organizational Analysis 28, no. 3 (December 9, 2019): 699–718. http://dx.doi.org/10.1108/ijoa-07-2019-1838.

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Purpose Extra-role behaviours have drawn much attention lately due to their instrumental role in improving organizational performance. Numerous studies have tried to investigate the antecedents of extra-role behaviours, suggesting several organizational practices, such as organizational support and justice, which are perceived positively by employees, and are observed to increase their extra-role behaviours. The purpose of this study is to investigate these relationships deeper, using the social exchange theory (SET) as a theoretical framework. Design/methodology/approach The authors used the quantitative approach in this study, using a survey to collect data from 169 front-line respondents in banking and tourism. The data were analyzed using structural equation management with SmartPLS (3). Findings This study investigates these relationships deeper, using the social exchange theoretical framework to explain how extra-role behaviours are undertaken by employees as a means of pay-back to the organization, taking into account the potential mediating effects of employee attitudes (work engagement and affective commitment), thereby explaining the dynamics of this process, and suggesting a resulting expanded pay-forward reciprocation cycle involving the organization, the employees and the customer. Originality/value The main extension to theory is captured through the depiction of a “pay forward” as opposed to “pay back” behaviour, demonstrating employees’ willingness to reciprocate by shifting their orientation towards the organization’s customers. This suggests that SET is operationalized not only through the reciprocal behaviour of employees but also through employees’ orientation toward the organization’s customers.

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Wilson, Elizabeth J. "Theory transitions in organizational buying behavior research." Journal of Business & Industrial Marketing 11, no. 6 (December 1996): 7–19. http://dx.doi.org/10.1108/08858629610151271.

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Baruch, Yehuda, and Rod Lambert. "Organizational anxiety: applying psychological concepts into organizational theory." Journal of Managerial Psychology 22, no. 1 (January 23, 2007): 84–99. http://dx.doi.org/10.1108/02683940710721956.

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Plotnikov, Andrei V., and Sergei A. Elkin. "APPLYING CLASSICAL MANAGEMENT KEYNOTES OF ORGANISATIONAL BEHAVIOUR IN AGILE MANAGEMENT APPROACHES." Krasnoyarsk Science 11, no. 4 (December 29, 2022): 52–66. http://dx.doi.org/10.12731/2070-7568-2022-11-4-52-66.

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This paper analyzes the works of management classics such as Russell Ackoff, Nancy Adler, Frederick Herzberg, Chris Argyris, Bennis Warren, Lyndall Urwick, experts of Aston Group, and others. A common bond between them is organizational behavior and the fact that their work was written in the last century and that elements of their theories were the basis for the neoclassical management theories that predominate today. Purpose. The aim is to identify commonalities with the iterative-incremental (agile) approach to development and management from classical management theories. Methodology. The paper analyses classical management papers in organizational behavior and leadership theory to identify commonalities with the iterative-incremental approach to management. The two categories are considered holistically, as leadership can determine organizational behavior. The paper applies ontological and integrated approaches. Results. The paper identifies standard features of classical theories and agile approaches to management. It indicates that classical approaches to management have formed the basis of agile approaches to management. Practical implications. The results apply to social management and organizational psychology scholars. In addition, the results will help to scientists write textbooks and manuals on management theory and related disciplines. The study’s results contribute to developing the history of managerial thought.

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Okeke, Margaret N., Ifeanyi Emmanuel Nuel Okoli, and Chinenye Maureen Nuel-Okoli. "Exploring Academic Staff Perception of Organizational Climate and Organizational Citizenship Behaviour: Lessons from Private Universities In Nigeria." International Journal of Business, Management and Economics 3, no. 4 (November 2, 2022): 310–38. http://dx.doi.org/10.47747/ijbme.v3i4.878.

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This study explored academic staff perception of organisational climate and organizational citizenship behaviour private universities in Southeast, Nigeria. Five specific objectives, research questions and hypotheses were formulated with the decomposed variables of the study. The study was anchored on Social Exchange Theory (SET). A survey design was carried out using the sampled academic staff in the selected private universities. The study population was 4654 while the sample size was 355 arrived. Data were collected using self-administered questionnaire from the random sample of academic staff of the selected private universities in Southeast Nigeria. The data using descriptive statistics and inferential statistics were used in this study. The results revealed that there is a positive significant relationship between organizational climate and organizational citizenship behaviour. The results showed that there is a significant relationship between the organizational climate dimensions and organizational citizenship behaviour dimensions. This implied that the success of an institution is dependent upon the effective management of organisational climate, which is an important path to the success of employee’s citizenship behaviour. The study recommended that equity and fairness should be entrenched during appointments and promotions so as to reduce incidence of service sabotage among academic staff of private universities. In the spirit of harmony, management of private universities should score collaborative works more than individual outputs in order to encourage teamwork among academic staff

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Et. al., Dian Hafit Syaifullah,. "The Effect Of Employee Engagement And Organizational Citizenship Behavior On The Performance Of Employees Of The Research & Development And Education & Training Agency Of The Ministry Of Religion Of The Republic Of Indonesia." Turkish Journal of Computer and Mathematics Education (TURCOMAT) 12, no. 5 (April 10, 2021): 1077–84. http://dx.doi.org/10.17762/turcomat.v12i5.1753.

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The management of human resources at the Secretariat of the Research and Development and Training Agency (a public organization that is identical to religious values) experiences problems because the importance of employee performance, employee engagement, and organizational behaviour are still below 75. This study aims to determine whether employee engagement and organizational citizenship behaviour positively and significantly impact employee performance. This research finds that employee engagement has a positive and significant impact on employee performance, while organizational citizenship behaviour has a negative and insignificant impact on employee performance. This research supports previous research, which states that employee engagement positively and significantly impacts employee performance. However, this research refutes previous research applied to private organizations, which states that organizational citizenship behaviour has a significant positive impact on employee performance.

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Gebretsadik Estifo, Zelalem, Luo Fan, and Naveed Ahmad Faraz. "Effect of Employee Oriented Human Resource Management Practices on Counterproductive Work Behaviors." INTERNATIONAL JOURNAL OF INNOVATION AND ECONOMIC DEVELOPMENT 5, no. 2 (2019): 23–41. http://dx.doi.org/10.18775/ijied.1849-7551-7020.2015.52.2002.

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This research investigated the link between employee-orientated human resource management (EOHRM) counterproductive work behaviors targeted at individual members and organization in Ethiopia. Relaying on social exchange theory, organizational support theory, signaling theory, and relevant literature we examined how employee-oriented HRM practice affects counterproductive work behaviors by using perceived organizational support as a mediator. Data had been obtained from 555 workers and 150 supervisors from eight companies in Ethiopia. Partial least squares structural equation modeling (PLS-SEM) methods via SmartPLS has been used to determine the hypothesized links pertaining to employee-oriented HRM and counterproductive work behavior directed towards individual members and the organization. Final results confirmed that perceived organizational support fully mediated the relationship between employee-oriented HRM and counterproductive work behaviors. The impact of employee-oriented HRM on counterproductive work behavior-organizational via perceived organizational support were stronger than the impact of employee-oriented HRM on counterproductive work behavior – individual (interpersonal). The findings suggest that organizations may minimize (reduce) employees’ counterproductive work behavior by putting into action employee-oriented HRM practices that would uplift perceived organizational support that finally prevents the tendency to act against the organization and its members.

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Nijhawan, Gitu, Dr Harminder Kaur Gujral, and Dr Kavita Singh. "The Impact of Employees’ Demographic Profile on their Emotional Intelligence and Organizational Citizenship Behaviour." Webology 19, no. 1 (January 20, 2022): 3764–79. http://dx.doi.org/10.14704/web/v19i1/web19247.

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This research paper examines how the demographic profile of employees influences the association between Emotional Intelligence (EI) and Organizational Citizenship Behaviour (OCB) in the IT industry. A descriptive research design was adopted with data obtained from 315 respondents from IT industry. A cross-sectional sample was collected using the survey method, and bivariate and multivariate statistical analysis techniques were applied to determine the research objectives. The results reveal that EI has a substantial impact on OCB. On analysing the impact of demographic variables, the findings reveal that age and job experience, unlike gender and marital status, have a moderating impact on EI skills for promoting better citizenship behaviour in the IT industry. Managers and HR professionals may realize that differences in demographic profile influences the behaviour and contribution of every employee, which is required to develop strategic HR planning aligned with overall organization’s objectives.

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Nur L. Fikriah, Ikhsan Maksum, T. Hani Handoko,. "Group Cohesiveness on Performance: Mediating Effect of Collective Organization Citizenship Behavior." Jurnal Manajemen 24, no. 3 (October 1, 2020): 443. http://dx.doi.org/10.24912/jm.v24i3.678.

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Organizational Citizenship Behavior towards Organizations (OCBO) concerning the organization's benefits in general and Organizational Citizenship Behavior towards Individuals (OCBI) concerning specific benefits obtained by individuals in the organization and contributes to the organization. The research aims to examine the role of mediating the collective organizational citizenship behavior on the influence of group cohesiveness on group performance based on social exchange theory and social identity theory. The object of research is working groups on the creative industries in Yogyakarta. The study used field settings and cross-sectional study designs. Research respondents were 39 working groups consisting of 300 group members and using the regression analysis technique as a research hypothesis testing technique. The results showed that collective organizational citizenship behavior (OCBO and OCBI) partially mediated the effect of group cohesiveness on group performance.

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Wang, Miao, Jianfeng Cai, and Hina Munir. "Promoting entrepreneurial intentions for academic scientists: combining the social cognition theory and theory of planned behaviour in broadly-defined academic entrepreneurship." European Journal of Innovation Management 24, no. 2 (January 13, 2021): 613–35. http://dx.doi.org/10.1108/ejim-07-2020-0257.

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PurposeDrawing on the social cognition theory, the purpose of this research is to explore how selected individual and organizational determinants, namely individual academic output (AO) and previous commercialization experience, organizational scientific reputation and entrepreneurial support policies (ESPs) influence their broadly-defined academic entrepreneurial intentions, involving spin-off intention (SOI), patenting and licensing intention (PLI), contract research and consulting intention (CCI) through theory of planned behaviour (TPB) modelling.Design/methodology/approachThe current research constructs the framework by combining reciprocal determinism in the social cognition theory with TPB. To testify the hypotheses, partial least squares structural equational modelling (PLS–SEM) technique with 272 observations from Chinese universities was utilized.FindingsThe findings show that academic-related determinants, namely individual AO and organizational reputation (OR), are more likely to influence academic scientists' SOI through TPB modelling, while entrepreneurial-related determinants in terms of individual previous commercialization experience (PCE) and ESPs in higher education organizations are more influential for promoting behavioural intention to all kinds of academic entrepreneurship activities through TPB modelling. The more formal academic entrepreneurship involvement (engaging in creating spin-offs) is better explained through TPB modelling, especially the continuous mediating effects of subjective norms and entrepreneurial attitude and perceived behavioural control are more effective on spin-off activities. In addition, subjective norms are more influential in mediating relationships between individual or organizational antecedents and academic entrepreneurial intentions in the Chinese context.Originality/valueCombining the social cognition theory and TPB, this study first investigated how individual intentions to engage in broadly-defined academic entrepreneurial activities are promoted through TPB modelling. The results, relating to the divergence of different determinants shaping different academic entrepreneurial intentions through various paths in TPB modelling, will provide insight into university managers and policymakers to improve academic entrepreneurship engagement in the Chinese context.

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Et. al., Anand Karuna,. "Impact of Job Satisfaction on Organizational Citizenship Behaviour Mediated by Organizational Commitment in Public Sector Banks." Turkish Journal of Computer and Mathematics Education (TURCOMAT) 12, no. 5 (April 11, 2021): 1609–15. http://dx.doi.org/10.17762/turcomat.v12i5.2137.

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The purpose of this paper is to investigates the extent that impact of job satisfaction on organizational citizenship behaviour mediated by organizational commitment in public sector banks. In past decades organizational citizenship behaviour developed a significant concept in the field a of management and psychology and established an inordinate transaction of consideration in the literature. Job satisfaction is an essential aspect of employee performance and success. Employees who are satisfied will go much beyond their job roles and this will improve organizational effectiveness. The sample size is 309 and data was collected from public sector bank employees through questionnaire. Correlation and regression analysis both were used to test the hypotheses in this study. All the present variables in this research were found to be expressively associated with each other.

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van Knippenberg, Daan. "Advancing theory in organizational psychology." Organizational Psychology Review 1, no. 1 (February 2011): 3–8. http://dx.doi.org/10.1177/2041386610386427.

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Keeley, Michael. "Individual rights and organizational theory." Employee Responsibilities and Rights Journal 1, no. 1 (March 1988): 25–38. http://dx.doi.org/10.1007/bf01385450.

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Schendel, Dan. "Introduction to ‘Competitive Organizational Behavior: Toward an Organizationally-Based Theory of Competitive Advantage’." Strategic Management Journal 15, S1 (1994): 1–4. http://dx.doi.org/10.1002/smj.4250150901.

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Kaplan, Sarah, and Rebecca Henderson. "Inertia and Incentives: Bridging Organizational Economics and Organizational Theory." Organization Science 16, no. 5 (October 2005): 509–21. http://dx.doi.org/10.1287/orsc.1050.0154.

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Luthans, Fred, and Carolyn M. Youssef. "Emerging Positive Organizational Behavior." Journal of Management 33, no. 3 (June 2007): 321–49. http://dx.doi.org/10.1177/0149206307300814.

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Although the value of positivity has been assumed over the years, only recently has it become a major focus area for theory building, research, and application in psychology and now organizational behavior. This review article examines, in turn, selected representative positive traits (Big Five personality, core self-evaluations, and character strengths and virtues), positive state-like psychological resource capacities (efficacy, hope, optimism, resiliency, and psychological capital), positive organizations (drawn from positive organization scholarship), and positive behaviors (organizational citizenship and courageous principled action). This review concludes with recommendations for future research and effective application.

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Journal articles on the topic 'Organizational theory and behaviour'

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