Abstract

Encouraging employees to share their creative ideas has been widely acknowledged as a crucial factor in enhancing organizational effectiveness. This research examines whether employees’ idea sharing depends on leadership behavior and how organizational identification and culture explain the variations in creative ideas sharing among employees. Building on social learning theory, this research postulates a positive relationship between responsible leadership and creative idea sharing directly and indirectly by the development of organizational identification; additionally, a conditional indirect effect was also proposed for this research data was collected from the nurses, medical support staffs, heads of departments, and administrative personnel from primary and secondary health care units in South-Punjab. Data from 387 subordinates and their respective 67 supervisors was collected and analyzed with partial least squares (PLS) for moderated mediation, direct effects, indirect effects, conditional indirect effects, and CFA. The results indicated that responsible leadership is positively and significantly related to employees’ creative idea-sharing directly and indirectly through the mediation of organizational identification. Organizational culture positively moderated the relationship between responsible leadership and creative idea sharing and between responsible leadership and organizational identification. Responsible leadership was positively related to organizational identification and creative idea sharing only when the organization has a highly supportive culture and negative otherwise. The relevant sections also discuss research contributions, limitations, and future research directions.

Introduction

The idea of responsible leadership has been gaining substantial prominence in emerging management studies (Siegel, 2014; Greige Frangieh & Khayr Yaacoub, 2017). Leadership possessing traits as responsibility and workers possessing traits as knowledge and experience are crucial resources for firms (Haque et al., 2019; Ur Rehman et al., 2023; Adeel et al., 2023). Responsible leaders are essential as mentors for motivating employees (for instance, through job involvement) (Rehman et al., 2020). Proficient members are crucial in sharing ideas, leading to mutually supporting one another in achieving organizational/ proficiency objectives (for example, with helping measures) (Cujean, 2020). A limited focus is laid on “leadership” and “idea sharing” in response to the initiatives of responsible leaders along with workers’ realization (Starratt, 2005; Adeel et al., 2022). The ability of a leader to inspire subordinates within a work environment to increase desirable inducement (also known as top-down influence) is referred to as Responsible leadership. On the contrary, idea sharing refers to how colleagues inspire each other in an effort to define their respective inducement (also known as horizontal influence) (Paulus & Yang, 2000). The ethical act of a leader engaging, communicating, enabling, and motivating staff to take part in responsible advancement and positive transformation is known as responsible leadership (Liu & Lin, 2018). Idea sharing describes the extent to which employees are enthusiastic about sharing their ideas mutually, in addition to a measure of positivity of perspectives (Cujean, 2020).

Discussion

This study examined the effect of responsible leadership on creative idea sharing, including the intermediary function of organizational identification. Further focus was laid on the extent of to which organizational culture and responsible leadership affected idea sharing. The overall findings on the effect of responsible leadership on idea sharing turned out to be positive and substantial, supporting the first hypothesis, or H1. The outcome of this hypothesis was consistent with some earlier research that produced a comparable conclusion in diverse circumstances (Bavik et al., 2017). Therefore, empirical research has demonstrated that in professional healthcare organizations, responsible leaders inspire their workforce to spread their expertise. The healthcare team can help junior staff members acquire the necessary information and expertise for accomplishing the organization’s objectives by spreading their creative ideas to their peers. H2 was also confirmed, which examined how responsible leadership affects organizational identification, as were the findings of other such studies (Abdelmotaleb et al., 2022). It indicates that responsible leaders create an atmosphere in which people feel comfortable so that they can live on their principles. This study also supported H3, which dealt with the influence of organizational identification on creative idea sharing. The outcome of H3 is consistent with previous research in addition to the investigations that produced comparable results in other circumstances (Conroy et al., 2017; Liu et al., 2021; Abdelmotaleb et al., 2022). Workers are encouraged to offer their expertise due to organizational identification, and this behavior may be crucial in attaining the organization’s objectives. Individuals are driven to exhibit creative idea-sharing behavior because their values are seen as being comparable to those of the company, giving them the respect they deserve and appreciation at the workplace. This research also corroborated H4, which proposed the mediating effect of organizational identification. As there had been no prior investigations on the subject matter, the intermediary effect of organizational identification concerning the influence of responsible leadership on creative idea sharing, the finding of H4 is a novel addition to current work. Nevertheless, the organization identification has been identified as a mediator in other research in diverse situations, and the intermediary outcome reported in this investigation also presents empirical confirmation that the fit between the two might operate as a mediator (Liu et al., 2021; Liu et al., 2016; Zhao et al., 2019; Abdelmotaleb et al., 2022).

Abstract

     This paper responds to the lack of empirical evidence on how enterprise risk management (ERM) and the financial performance of small and medium-sized enterprises (SMEs) are related. Structural equation modeling is used to explore new mediators in the relationship between ERM and SME financial performance. The results show that organizational culture (mission dimension) and strategic risk management performance are full and positive mediators between ERM and financial performance. These research results highlight the fact that the implementation of ERM in an enterprise does not by itself generate the expected effects without the existence of a mature organizational culture and the monitoring of strategic risk management performance. These findings are particularly relevant for SMEs with “pretend ERM” that lacks the strategic and operational components. ERM also helps to transform the negative effect of foreign capital in SME equity on financial performance into a positive effect.

Introduction

     Increasing levels of uncertainty call for proactive risk management in all organizations. The parallel crises triggered by the COVID-19 pandemic (Chakraborty and Maity 2020) and the military conflict in Ukraine have impacted most industries and businesses, unlike the Great Recession of the late 2000s, which primarily affected the financial sector (Gertler and Gilchrist 2018). Systematic risk has long been underestimated in advanced economies (Pagach and Wieczorek-Kosmala 2020). In such a situation, an intuitive assessment of risk outcomes, as often performed by smaller enterprises, is not enough (Grondys et al. 2021). Companies face new challenges and find it harder to maintain their profitability and competitiveness. Therefore, holistic enterprise risk management (ERM) is becoming increasingly important in small and medium-sized enterprises (SMEs).

     Nonfinancial SMEs are mostly unregulated. Thus, there is little pressure to implement a comprehensive risk management system. Nevertheless, in recent years, SMEs have started implementing formal risk management processes to increase their competitiveness (Wirahadi and Pasaribu 2022). ERM improves the quality of the information about enterprise risk profiles. The adoption of ERM reduces systematic risk. The purpose of ERM is to reduce the probability of losses and, therefore, reduce the need to borrow external resources, which positively impacts the expected cost of capital (Berry-Stölzle and Xu 2018).

Conclusion and implications

     Regarding the theoretical implications, this study reveals new mediators between ERM and the subjective financial performance of SMEs. The PLS-SEM method is suitable for analyzing complex relationships and testing causal relationships. Exploring indirect pathways can reveal consequential effects and help managers and owners understand various relationships. Complicated ERM indices (e.g., Gordon et al. 2009) are not suitable for the nonfinancial sector because the input variables for calculating such indices are difficult or impossible to obtain. The model works with the direct and indirect effects of ERM implementation. The indirect effects show the crucial role of organizational culture (mission dimension) and evaluations of strategic risk management performance in the relationship between ERM and the subjective financial performance of SMEs.

     From the management perspective, it is essential to establish functional and integrated processes for ERM implementation. ERM must be integrated with the organizational culture and the performance monitoring systems in the SME. Managers and owners should emphasize the functional implementation of ERM, not just a pretend ERM (Syrová and Špička 2022a) that lacks all the elements of an ERM approach. The ERM system must not be a “facade without the substance” that does not contribute to better planning and decision-making processes (Dvorski Lacković et al. 2022).

Abstract

     The relationship between organizational culture and corporate sustainability initiatives and practices, such as cleaner production, is widely recognized, yet little is known about an organizational culture conducive to sustainability. Cleaner production entails managing the physical aspects of production and transforming the organization’s culture. However, the existing research primarily investigates a corporate culture that focuses on enhancing productivity. While research on sustainability-productive culture is scanty, it concentrates on the cultural level of artifacts of sustainability practices, leaving much unknown about the deeper cultural levels of conscious and unconscious assumptions and beliefs that constitute the essence of organizational culture. The present study aims at discovering cutting-edge knowledge on sustainability-productive organizational culture. It adapts the Integrated Systematic Literature Review framework to identify scholars from the Scopus database who have played a significant role in creating the knowledge base and their documents during the past 27 years. As a result, relevant descriptive statistics of the collective body of knowledge, two schools of thought, influential scholars, and methodological issues are derived from the literature. Two frameworks on sustainable cultural transformation and sustainability organizational culture are derived from the cutting-edge knowledge, as informed by the work of the recognized key scholars. These frameworks highlight the hitherto unacknowledged importance of a normative grounding in cultural assumptions and values, delivering cutting-edge knowledge in the field of sustainability organizational culture. Research, theoretical and managerial implications from the review are also discussed.

Introduction

     Organizational culture has been emphasized as a way to integrate sustainability within an organization in cleaner production (e.g., Leite et al., 2019; Li and Hamblin, 2016) and strategic management literature (e.g., Bansal and Song, 2017; Engert et al., 2016). Cleaner production involves not just managing physical aspects of production but also transforming the culture and attitudes of organizational members (Leite et al., 2019; Vieira and Amaral, 2016). While a robust organizational culture is widely regarded as fundamental to cleaner production initiatives (Leite et al., 2019; Vieira and Amaral, 2016) and sustainability enterprises (e.g., Avery, 2005; Baumgartner, 2009; Ketprapakorn and Kantabutra, 2022), our knowledge of sustainability-productive culture is limited. Existing research on organizational culture tends to concentrate on the culture that enhances productivity (Paais and Pattiruhu, 2020; Turner, 2017) rather than sustainability (e.g., Avery, 2005; Baumgartner and Zielowski, 2007; 2009; Ketprapakorn and Kantabutra, 2022).

     Sustainability-productive organizational culture is defined as shared assumptions, values, and beliefs about sustainability that shape the behavior of an organization through its decision-making and practices (Ketprapakorn and Kantabutra, 2022). This definition is based on Schein’s multilayered cultural framework, which consists of three levels: underlying assumptions and beliefs, norms and values, and artifacts that reflect these (Chatman and O’Reilly, 2016; Schein, 1985).

Conclusions

     We have presented the growth trajectory, volume, and distribution of the SOC literature and identified the most influential authors and documents on SOC. The SOC field has continued to grow. The most influential SOC authors are Griffiths, Baumgartner, Gunasekaran, Jabbour, Lozano, and Kantabutra. There are two most influential documents on SOC: “Organizational learning to manage sustainable development” by Siebenhüner and Arnold (2007); and “Organizational culture and leadership” by Baumgartner (2009). It is clear from both author and document analyses that the research interest among SOC scholars has been on how to integrate sustainability in business organizations. Although they have addressed the integration at different cultural levels, the cultural level of shared basic assumptions is the most lacking. We have also pointed out the methodological issues in the existing SOC knowledge base.

     Through the co-citation analysis, we have also shown the intellectual structure of the current SOC literature. It comprises four schools of thought on SOC: (1) organizational culture, leadership, and change; (2) corporate sustainability strategy and management; (3) technological innovation in sustainable manufacturing and supply chain; and (4) frameworks and methods.

Abstract

     The purpose of this research is to determine whether the Covid-19 pandemic has had an impact on the change of organisational culture in public high schools. Additionally, if there has been a change in organisational culture, to what extent does this change differ from the preferred type? Cameron and Quinn’s OCAI questionnaire was used to determine the types of organisational culture. 453 valid responses were obtained from teachers of randomly selected public secondary schools in all regions of the Czech Republic. Pre-Covid-19, the present and preferred status were assessed. It was found that initially hierarchy culture was predominant, while currently preferences for adhocracy and market culture have increased significantly, although the hierarchy type still prevails. In the type of future, respondents will see the clan of organisational culture. The shift in each type, but also in each of its dimensions in the three periods studied, provides the researcher with a theme for deeper research into the context, and for school institutions and principals to develop strategies to support the creation of a healthy organisational culture.

Introduction

     There is no consensus among the authors on the definition of organisational culture. Despite this, the authors recognize that organisational culture is an important subsystem of an organization, a determinant of organisational effectiveness and the quality of work life of organisational members (e.g., Deal & Kennedy, 1982, Schein, 1992, Cameron & Quinn, 1999, Schein & Schein, 2016, Miranda-Wolff, 2022). Organisational culture is defined as a phenomenon consisting of individual elements (Schein, 1992). According to Schein’s model, the most commonly cited elements of organisational culture are artifacts, norms, attitudes, values, and basic assumptions (Schein, 1992). In other words, the basic values, attitudes, and beliefs that exist in an organization, the patterns of behavior that result from these shared meanings, and the symbols that express the connection between the beliefs, values, and behaviors of organisational members (Denison, 1990). Organisational culture is the result of a learning process. It is the result of the accumulation of experiences passed on to individuals through the socialization process; it provides continuity, reduces employee uncertainty, and affects their job satisfaction and emotional well-being; it is a source of motivation and can be a competitive advantage (Lukášová, 2010).

     Organisational culture can be viewed from different perspectives and relationships (e.g. Handy, 1993, Deal & Kennedy, 1982, Trompenaars, 1993, Hall, 1995, Goffee & Jones, 1998 and others). For the research presented here, a typology of organisational culture was chosen following the Cameron and Quinn (1999) model.

Conclusions

     The aim of the research was to use the OCAI method to identify possible changes in the types of organisational culture and its dimensions in public secondary schools in three situations, namely, pre-pandemic, post-pandemic and preferred type.

     The organisational culture was also found to be affected by the pandemic. The clan type rating decreased during the pandemic, but as a preferred type, it achieved an exceptional rating compared to the other three types. The rating of the hierarchy type has gradually declined, and as a preferred type it has the second highest rating. The rating of the adhocracy type increased significantly due to the need to find new ways of working and using technology during the pandemic, but it reached the lowest value as the preferred type. The market type rating was not affected by the pandemic. However, as a desired type, it has only slightly higher preferences than adhocracy.

      As Furnham and Gunter (2015) stated, cultures that are “good” in one circumstance or time period may be dysfunctional in another circumstance or time period. Because culture itself is created and manifested in different ways in different organizations, it is not possible to say that one culture is better than another, only that it is different in some way. There is no such thing as an ideal culture, only an appropriate or suitable culture.

Abstract

     Transformative Organizational Change becomes more and more significant both practically and academically, especially in the context of organizational culture and learning. However computational modeling and a formalization of organizational change and learning processes are still largely unexplored. This paper aims to provide an adaptive network model of transformative organizational change and translate a selection of organizational learning and change processes into computationally modelled processes. Additionally, it sets out to connect the dynamic systems view of organizations to self-modelling network models. The creation of the model and the implemented mechanisms of organizational processes are based on extrapolations of an extensive literature study and grounded in related work in this field, and then applied to a specified hospital-related case scenario in the context of safety culture. The model was evaluated by running several simulations and variations thereof. The results of these were investigated by qualitative analysis and comparison to expected emergent behaviour based on related available academic literature. The simulations performed confirmed the occurrence of an organizational transformational change towards a constant learning culture by offering repeated and effective learning and changes to organizational processes. Observations about various interplays and effects of the mechanism have been made, and they exposed that acceptance of mistakes as a part of learning culture facilitates transformational change and may foster sustainable change in the long run. Further, the model confirmed that the self-modelling network model approach applies to a dynamic systems view of organizations and a systems perspective of organizational change. The created model offers the basis for the further creation of self-modelling network models within the field of transformative organizational change and the translated mechanisms of this model can further be extracted and reused in a forthcoming academic exploration of this field.

Introduction

     Organizational culture plays an important role in organizations’ success and failures (Johnson, Nguyen, Groth, Wang, & Ng, 2016), as organizational culture offers employees a framework they can apply to reality, which helps them to evaluate what is of significance for the organization and themselves, and what is irrelevant to the organization (Łukasik, 2018). Therefore to be successful in a change of strategy, e.g., towards more sustainability, a change in organizational culture is often inevitable (Bedford & Kucharska, 2021).

     Organizational culture is especially important nowadays as is its constant improvement in the context of Health Care, as Covid 19 is putting further pressure on public healthcare systems (Ojogiwa & Qwabe, 2021). Especially constant learning culture in healthcare organizations is vital as it supports their innovation performance thanks to human capital development (Kucharska, 2022). Furthermore, communication and cooperation patterns between employees directly impact care for patients, so demanding circumstances lead to lower-quality patient outcomes (Johnson et al., 2016). Patient safety is naturally the healthcare system’s priority, hence many healthcare organisations have deeply embedded safety-oriented cultures. To prevent healthcare safety-related harms, the Institute of Medicine (IOM) recommends a culture of safety, understood as a constant improvement of patient care (Kohn et al., 2000).

Discussion & conclusion

     This paper was based on material from (Rass et al., 2022). The goal of this research was to further explore the field of transformational change, in the context of organizational learning and culture by computational modelling of organizational and individual processes. This specifically realizes itself in the objective to create an adaptive multi-order self-modelling network model that conceptualizes and approximates transformative organizational cultural change. The implemented mechanisms of organizational processes were based on an extensive literature study and grounded in related work in this field (Canbaloğlu et al., 2021), creating the described computational model of this study.

6.1. Evaluation of the computational model for the research focus

     To confirm the validity of the created computational model, a scenario and variations to it were created, enabling us to compare the models’ emergent behaviours. To further substantiate the model, the results of the variations of the scenario got compared to the base scenario, to gain knowledge about possible network effects (is there a better way to say something like “observe interplays and isolations of the mechanisms” again).

Abstract

1. Introduction

2. Literature Review

3. Materials and Methods

4. Hypotheses, Research Model and Methodology

5. Results

6. Conclusions

7. Limitations of the Proposal

8. Future Lines of Research

References

Abstract

Organizational culture (OC) is one of the key factors that enables the development of innovation. A great deal of research has analyzed the characteristics that make up an innovation-focused OC; however, none have unified them. This article analyzes and integrates the literature on the characteristics of an innovation OC. Its objective was to test whether there is a specific set of distinctive characteristics of an innovation-focused OC that, once identified, can be implemented and developed by firms. To this end, this study proposed and tested a model for measuring the innovation orientation of an OC. This study collected samples from small- and medium-sized companies from the oil-producing states of Mexico, obtaining information from 176 companies. To determine the group of characteristics that make up an organizational culture of innovation (OCI), the authors applied non-experimental, descriptive, transactional research with a quantitative approach. Results were obtained through the application of the following statistical techniques: Bonnet test, KMO index, Bartlett’s sphericity, Chi-square, confirmatory factor analysis, Cronbach’s alpha, principal component analysis and structural equations, which made it possible to measure the level of innovation of the OCI of these companies and to determine the characteristics that comprise it. The proposed model allowed us to identify the existence of a specific group of behavioral characteristics that emanate from a company’s personnel and another group of characteristics that arise from the company itself. Both integrated groups determine whether the OC is focused on innovation. The results also confirmed that the level of innovation of a company depends greatly on its personnel. The authors found no previous work that analyzed these characteristics from the joint perspectives of employees, middle managers and managers. This research considered the opinions of these agents, which confers greater veracity to the findings obtained. The limitations and implications are listed at the end of the study.

 1. Introduction

Due to the current trend of globalization, organizations are immersed in a changing environment, where competitive advantages are difficult to maintain. Therefore, it is important to identify, renew and combine resources and capabilities so that companies can consider alternatives that guarantee their survival and success [1], as well as the integration of permanent innovation as a strategy to face this unstable environment [2,3]. Therefore, the analysis and management of the development of innovation within companies are essential. In this sense, Schumpeter [4] emphasized the importance of organizations focusing on innovation, stating that a country without innovative organizations is condemned to technological and economic backwardness and, therefore, to poverty.

Research carried out in recent decades to determine the factors that focus a company on innovation have all assigned a prominent role to OC (organizational culture) [5,6]. Along these lines, Souto [7] affirmed that by focusing OC on innovation, companies can achieve success and, at the same time, surpass the competition in the development of opportunities.

A review of the literature shows that since the formal study of OCI (organizational culture of innovation) began in 1978 with the work of Roger Harrison [8], many researchers have focused on analyzing the behavioral characteristics that make it up [5,9]. However, there is still no epistemology regarding them [10].

Innovation is increasingly important in growth processes, in facing the economic crisis derived from market globalization and, even more so, in the process leading to economic development and social welfare. According to the National Survey on Productivity and Competitiveness of Micro, Small and Medium-Sized Enterprises [11], 97.6% of the approximately 4 million enterprises in Mexico are microenterprises, which account for 75.4% of the economically active population, followed by small enterprises, which account for 2.0% and 0.4% of workers, while medium-sized enterprises account for 13.5% and have 11.1% of the total number of current workers. Of all of them, only 35% invest less than 2% of their revenue into innovation initiatives, 32% between 2% and 5%, and 21% between 6% and 10% of the company’s revenues [12].

Abstract

     During the last decades, organizations worldwide have replaced their fragmented and home-grown information systems with standardized Enterprise Systems that span the entire organization. The logics embedded in Enterprise Systems, such as a centralized and integrated view on the firm, standardized organization-wide working processes, and data sharing, may or may not be congruent with the cultural context of the user organization. Especially in case of a limited alignment, the adoption and full use of the Enterprise System will require specific attention from implementers. By developing a theoretical explanation of how responses to Enterprise Systems are influenced by cultural values, we contribute to the development of a cultural alignment theory of Enterprise Systems. Drawing on Hofstede’s cultural values framework, we analysed 85 published cases from firms operating in different cultural contexts, which resulted in the modelling of two contrasting archetypical cultural profiles: one that is more, and one that is less, receptive to the logics embedded in Enterprise Systems. Our model provides implementers with the necessary insights to develop implementation strategies that take the cultural context into account.

Introduction

     For the last decades, the use of packaged integrated software solutions, so-called Enterprise Systems (ES), has expanded at the expense of custom-made systems. Enterprise Systems are commercial software packages that enable the integration of transaction-oriented data and business processes throughout an organization (Davenport, 1998). Although the technology of Enterprise Systems has improved over the years due to cloud platforms, increased connectivity, improved user-friendliness, and mobile access, the large-scale adoption and effective use of Enterprise Systems is an ongoing concern since the ‘one size fits all’ logic of Enterprise Systems does not always match specific and sometimes idiosyncratic needs present in organizations (Strong & Volkoff, 2010; Berente, Lyytinen, Yoo, & Maurer, 2019). User-friendly screen layouts cannot resolve the incompatibility between the system and the organization.

     Enterprise systems affect many aspects of a company’s internal and external operations, and their successful deployment is critical to organizational performance and survival. The case for ensuring successful implementation is evident since the costs and risks of these technology investments rival their potential payoffs. Many of the problems linked with ES implementation are related to a misfit of the system with the characteristics of the internal or external context of the organization (Kohli & Kettinger, 2004; Boonstra, 2006; Strong & Volkoff, 2010; Berente et al., 2019). The logics that are embedded in Enterprise Systems can be characterized as a centralized and integrated view of the firm, disciplined and standardized organization-wide working processes, data sharing, transparency, management control, and top-down implementation approaches (Soh et al., 2000, Strong and Volkoff, 2010). One important contextual factor of ES implementations is the culture (Soh et al., 2000), referring to the dominant national, regional, organizational, departmental, or occupational culture of the adopting organization, which to some extent will fit or misfit with the logics embedded in an Enterprise System.

Conclusion

     This study has examined how the adoption of Enterprise Systems implementations is influenced by cultural values. By doing so, we contribute to the development of a cultural alignment theory of Enterprise Systems. The logics embedded in Enterprise Systems can be characterized as a centralized and integrated view of the firm, disciplined and standardized organization-wide working processes, data sharing, transparency, management control, and top-down implementation approaches. These logics may or may not be congruent with the cultural values of the user organization. Using a case survey approach and drawing on Hofstede’s cultural values framework, we analysed 85 published cases from firms operating in different cultural contexts.

     The main theoretical contribution is that we develop a model for how specific cultural values trigger certain adoption antecedents that result in adoption behaviours. The case survey data resulted in the modelling of two contrasting cultural profiles: one that is accepting and one that is resisting the logics embedded in Enterprise Systems. In the accepting profile, a combined long-term orientation and collectivism help create the facilitating conditions for successful ES implementation. At the same time, a high power distance triggers the social influence, which makes ES adoption more likely. Conversely, in the resisting profile, a short-term orientation hinders implementing an Enterprise System, and it negatively affects the facilitating conditions necessary for ES implementation. Further, this resisting profile incorporates four cultural values that may boost resistance towards the implementation: high power distance, high uncertainty avoidance, individualism, and masculinity. The main practical contribution is that cultural values have to be taken into account when Enterprise Systems are introduced. We also provide project managers with insights to develop culture-sensitive implementation strategies.

1- Introduction

2- Theoretical foundation

3- Literature and hypothesis development

4- Research design

5- Empirical results and analysis

6- Additional analyses

7- Conclusion and implications

References

Abstract

The purpose of this paper is to examine whether firms’ embrace of an integrity culture will affect the performance of corporate social responsibility (CSR). Employing manually collected data on corporate culture and 5,149 firm-year observations in China from 2008 to 2016, our empirical study finds that corporate integrity culture has a strong positive effect on CSR performance, suggesting that an integrity-oriented corporate culture helps companies to bear CSR on their own initiative. We further find CEO duality leadership strengthens and analyst coverage attenuates the above relationship. This article is the first to explore the effect of corporate integrity culture on CSR behavior and validates the role of corporate culture as a crucial informal institution in guiding companies to uphold CSR. The empirical results also confirm the role of corporate culture in enhancing the social value of corporations. Our paper is helpful to broaden our understanding of the factors influencing CSR and provides a possible solution to the problem of CSR fulfillment.

Introduction

Modern global business determines corporations to become more aware than in the past of the importance of socially responsible business. Since enterprises are the basic economic units and play a central role in economic growth and social development, it is very meaningful and necessary for companies to be more socially responsible through the behaviors of giving back to society in different ways such as charitable donations, safety production, employment promotion, employee rights protections, product quality, environmental protection, resource conservation, etc. However, these responsible activities cannot be accomplished without the supports of honesty and integrity awareness embedded in the minds of firms’ management and employees, as well as ethical corporate cultures. As an important dimension of corporate culture, the significance of integrity to enterprises is self-evident. Prior studies show that integrity is vital to the survival and development of enterprises (e.g., Koehn, 2005; Erhard and Jensen, 2017; Jiang et al., 2019). For instance, a corporate culture of integrity can help companies attract investment (Denison and Mishra, 1995), reduce transaction costs (Gosling and Huang, 2009), enhance operating efficiency (Hsu, 2007), and thus improve corporate profitability and performance (Reichheld and Teal, 1996; Simons, 2002; Erhard and Jensen, 2017).

1- Introduction

2- Literature review

3- Methodology

4- Discussion

5- Conclusion

References

Abstract

This paper examines the effects of organizational culture and national cultural distance between the headquarters and the subsidiary on the adaptation of management innovations in multinational enterprises (MNEs). Data on Total Quality Management (TQM) implementations were collected from a sample of 126 MNEs operating in Saudi Arabia and analyzed using fuzzy-set qualitative comparative analysis (fs-QCA). The findings highlight the critical roles that national and organizational cultures jointly play in the adaptation of a management innovation. The results suggest that different configurations of organizational culture and national cultural distance result in different levels of fidelity and extensiveness of the implementation when management innovations are transferred from MNE headquarters to subsidiaries. More specifically, our findings show that a greater level of national cultural distance is not necessarily a barrier to the transfer of a management innovation within an MNE and that the organizational culture can offset the effect of national cultural distance.

Introduction

Management innovation has been argued to be one of the most important and sustainable sources of competitive advantage for firms (Hamel, 2006) and is an increasingly important issue for firms as they seek to improve their productivity and competitiveness in the face of global competition. Following Mol and Birkinshaw (,p.)1269, 2009, we define management innovation as “the introduction of management practices that are new to the firm and intended to enhance firm performance”. Most previous studies have focused on various aspects of adoption of management innovations (e.g. Abrahamson, 1991); and consider successful transfer to have taken place when the practice is adopted. However, Rogers (2003) suggests that new technology or management innovations are not usually adopted in their original form by organizations but altered or “adapted” by organizations in the transfer process. In other words, they are likely to be both adapted and adopted. Ansari, Fiss, and Zajac (2010, p.71) define the adaptation of management innovations as “the process by which an adopter strives to create a better fit between an external practice and adopter’s particular needs to increase its ‘zone of acceptance’ during implementation”. In this paper, we examine how organizational culture, as well as national cultural distance between the headquarters and the subsidiary, affect both the adoption and the adaptation of management innovations transferred within MNEs. In the innovation diffusion literature, it has been argued that the adaptation of management innovations in MNEs is affected by two cultural factors. On the one hand, the international management literature has reported extensively on the effects of national cultural distance on the adaptation of management innovations, with a focus on the adaptation practices of MNEs in cross-national contexts (Ansari, Reinecke, & Spaan, 2014; Canato, Ravasi, & Phillips, 2013; Fiss, Kennedy, & Davis, 2012; Kostova, 1999). On the other hand, previous management scholars (e.g. Ansari et al., 2010; Canato et al., 2013; Zu, Robbins, & Fredendall, 2009) have stressed the important role of organizational culture, in particular, the fit between an organizational culture and a business practice in the transfer of the business practice. These studies have found direct relationships between some dimensions of organizational culture, such as commonly held values, beliefs and attitudes, work practices and behaviors on the one hand, and the implementation and the adaptation of management practices on the other (Zu et al., 2009). Although the importance of these cultural factors at the organizational and national levels in the adaptation of management innovations has long been accepted in the literature, surprisingly their joint effects on the adaptation of management practices have rarely been studied in an MNE context.

This study examines how different types of organizational culture moderate the effect of customer incivility on frontline employee (FLE) response. We propose that FLE forgiveness determines their customer-oriented behavior following customer incivility; FLE vengeance mediates the effect of customer incivility on dysfunctional behavior. We further posit that the effects of customer incivility on FLE forgiveness and vengeance would vary depending on the organizational culture (i.e., clan, adhocracy, market, and hierarchy). We test the research hypotheses by conducting a survey, followed by a scenario-based experiment. Our findings show that forgiveness of customer incivility determines FLEs’ customer-oriented behavior; whereas vengeance influences FLEs’ dysfunctional behavior following customer incivility. Furthermore, organizational culture moderates the effects of customer incivility on FLE responses such that clan culture and adhocracy culture positively moderate the effect of customer incivility on forgiveness, while market culture positively moderates the effect of customer incivility on vengeance.

Introduction

‘Flight attendant abused by passenger on a flight’ (Pochin, 2018) and ‘Customer rants at a coffee store employee’ (Mirror, 2018): These are some of the recent examples of customer incivility toward frontline employees (FLEs). Customer incivility refers to “low-intensity deviant behavior, perpetrated by someone in a customer or client role, with ambiguous intent to harm an employee, in violation of social norms of mutual respect and courtesy” (Sliter, Jex, Wolford, & McInnerney, 2010, p. 468). In service organizations, given increasing customer demands, complexity in service roles, and constraints in organizational resources, FLEs are prone to customer incivility. Additionally, with firms operating under the mantra, ‘the customer is always right’, customers can parlay the maxim with unreasonable requests or by manifesting an absence of comity with FLEs (Hur, Moon, & Jun 2016). Although customer incivility may also be triggered by unsatisfactory service or the customer perception of malicious intent from employees, the incivility spiral could adversely affect both parties (Andersson & Pearson, 1999). Given that customer incivility has become ubiquitous in service organizations, understanding FLE responses to such incivility has important implications for service providers.

1- Introduction

2- Background and related work

3- Current study

4- Method

5- Results

6- Discussion

References

Abstract

The relationship between security culture and Information Security Awareness (ISA) has received preliminary support; however, its interplay with organisational culture is yet to be empirically investigated. Therefore, this study explored the relationship between ISA, organisational culture, and security culture. A total of 508 working Australians completed an online questionnaire. ISA was measured using the Human Aspects of Information Security Questionnaire (HAIS-Q); organisational culture was measured using the Denison Organisational Culture Survey (DOCS); and security culture was assessed through the Organisational Security Culture Measure. Our results showed that while organisational culture and security culture were correlated with ISA, security culture played an important mediating relationship between organisational culture and ISA. This suggests that organisations should focus on security culture rather than organisational culture to improve ISA, saving time and resources. Future research could further extend current findings by also considering national culture.

Introduction

Human behaviour is largely determined by culture, affecting interactions in everyday social and work environments (Cronk and Salmon, 2017). Therefore, when attempting to understand and shape human behaviour, looking at an individual in isolation is problematic. It is also important to consider the group, the broader social and organisational systems, and their interactions (Tessem and Skaraas, 2005). This is important for information security, as people play a significant role in not only creating risks, but also preventing security breaches. In an organisational context, the primary cause of human error is non-compliance, or nonmalicious unawareness, rather than malicious intent (Parsons et al., 2014). Traditionally, information security has focused on technical solutions, and measures to mitigate risks. However, the importance of the human factor has become increasingly recognised, and it has been well established that technical solutions in isolation cannot sufficiently mitigate security breaches (e.g., Furnell and Clarke, 2012). The role of the human is crucial with humans being the weakest link in information security (Parsons et al., 2017; von Solms and van Niekerk, 2010).

1- Introduction

2- Material and methods

3- Results

4- Discussion

References

Abstract

The high turnover rate among child welfare workers is a constant, well-documented issue. This study aimed to examine how organizational factors, particularly leadership, affect child welfare worker turnover intentions in order to help child welfare agencies establish a practice model that prevents the turnover of qualified workers. In order to do so, it is important to examine the effects of organizational commitment on employees’ turnover intentions.
A cross-sectional survey was distributed among workers in public child welfare agencies in a Midwestern state in the United States (N = 214). A path model was developed to test the direct and indirect effects of transformational leadership on the turnover intentions of child welfare workers using STATA. The survey results indicated that the transformational leadership styles of local office directors had direct and negative effects on child welfare workers’ turnover intentions. Therefore, this study recommends that child welfare services provide local office directors with leadership training in order to reduce the preventable turnover of child welfare workers.

Introduction

The quality of child welfare services provided to clients significantly depends on the person who delivers the services and the stability of the child welfare service workforce (National Association of Social Work 2016; Schweitzer, Chianello, & Kothari, 2013). Researchers who study child welfare worker turnover identified the negative effects of other factors that affect children and families and thus cause poor child welfare outcomes (Griffiths & Royse, 2017; Healy, Meagher, & Cullin, 2007; National Child Welfare Workforce Institute, 2016; Schweitzer et al., 2013; Strolin, McCarthy, & Caringi, 2007). In addition, Healy et al. (2007) took the existing research one step further and identified the negative effects of these factors on the social work profession. Because the employee turnover rate is higher in social work than in other industries (Tham, 2007; The British Association of Social Workers, 2012), the consequences of child welfare worker turnover on the social work profession were also considered. Despite the importance of the workforce in child welfare services, the average rate of worker turnover in child welfare organizations varies from 20% up to 57% annually (Burstain, 2009; Child Welfare League of America, 2008; Healy & Oltedal, 2010; Mack, 2001; Mor Barak, Nissly, & Levin, 2001; National Child Welfare Workforce Institute, 2011), and some studies claim 100% annual turnover (see Mor Barak et al., 2001; Fulcher & Smith, 2010). Because child welfare agencies suffer from higher staff turnover rates than other human services do, turnover and retention of child welfare workers at every level have been extensively studied for decades (Mor Barak, Levin, Nissly, & Lane, 2006; Ellett, 2009; Ellett, Ellis, Westbrook, & Dews, 2007; Fulcher & Smith, 2010; General Accounting Office, 2006; Hwang & Hopkins, 2012).