“Have you heard!?” The narrative roots of organizational silence

Abstract. Organizational culture is very important for the progress of an organization or company. A good organizational culture is expected to be able to influence employee performance and organizational behavior. Maximum performance is also expected to have an impact on organizational behavior. This research was carried out at the Yogyakarta Cooperatives and SMEs Service. This research aims to find out whether the organizational culture in the Yogyakarta Cooperatives and SMEs Service has an influence on organizational performance and behavior. The research method used is quantitative, where data is collected through questionnaires with the sampling method used is saturated sampling, the sample used is all employees in the Yogyakarta Cooperatives and UKM Service, totaling 40 people. Apart from using a questionnaire, researchers also conducted interviews to gain more information about the Yogyakarta Cooperatives and SMEs Department. The data analysis used is path analysis. The results of this research provide the conclusion that the organizational culture used by the Yogyakarta Cooperatives and UKM Service is the "SATRIYA" culture, through existing culture and through tests that have been carried out it is concluded that there is an influence between organizational culture on organizational behavior, there is no influence between organizational culture on performance, there is an influence between organizational behavior on performance, and there is no influence between organizational culture through performance on organizational behavior.

Purpose: The purpose of this paper is to review the literature in terms of selected individual and organisational factors facilitating employee criminal behaviour in business organisations. Approach: The paper draws on numerous theoretical perspectives on criminal behaviour in the business context, specifically crimes of obedience, moral disengagement, collective reasoning, groupthink, cost-benefit thinking, rationalisation, organisational culture, leadership, and ethical behaviour to explain arrange of criminogenic processes and factors that shape employee criminal behaviour in organisational settings. Findings: Employee criminal behaviour in businesses is influenced by both organisational factors (organisational structure and culture, leadership, followership, ethical climate) and individual factors (self-regulatory capabilities, moral values, beliefs about leader-follower exchanges, narcissism, Machiavellianism, hubris). These elements interact to shape employee criminal behaviour and are subject to the influence of criminogenic processes such as displacement of responsibility, moral disengagement, rationalisation, groupthink and management by obedience. As a result of the criminalisation process, criminal behaviour is eventually normalised and institutionalized throughout a business organisation. Practical implications: The paper helps business organisations understand the broad range of criminogenic factors and processes that influence criminal behaviour. This knowledge has important implications for the formulation and implementation of measures aimed at deterring this behaviour in business organisations. Limitations: The scope of the organisational and individual-related factors under discussion which promote employee criminal behaviour in business organisations is not exhaustive. There are further criminogenic factors influencing employee criminal conduct, which are not covered by this review. Originality/value: The paper discusses some criminogenic antecedents of employee criminal behaviour and analyses the source of this behaviour.

Organizational behavior is a field of study that examines habits, behavior, and the impact of individual involvement with organizations that influence processes within organizations such as in organizations or educational institutions. Organizational culture in education is something that is carried out continuously, making it a characteristic of an educational institution. Organizational behavior and culture in education is a unit that forms a structured system and shapes individual behavior patterns in organizations or educational institutions. The objectives of this research are 1) the concept of organizational behavior in education; 2) the concept of organizational culture in education; 3) behavioral and cultural characteristics of educational organizations. The research method used is a library study that focuses on literature, books, notes and published scientific information. The results of this research are 1) organizational behavior is a study that discusses individuals to obtain information in making decisions to make rules that can be used according to the conditions and situations of the educational environment; 2) organizational culture is the basic assumptions developed within an organization, to serve as a guide for the attitudes and behavior of all its members; 3) the characteristics contained in organizational behavior and culture in education are habits that are carried out repeatedly or continuously in learning to produce a certain behavior and culture that has characteristics that are different from other aspects.

This paper explores the relationship between organizational behavior, leadership styles, organizational culture, and corporate social responsibility (CSR) outcomes by synthesizing relevant academic literature and real-world case studies. The growing emphasis on CSR in the business environment has led to a greater understanding of the intricate connections between an organization’s internal processes and its capacity to deliver effective CSR initiatives. The primary objectives of this study are to identify key indicators of successful CSR initiatives, examine the role of leadership styles in driving CSR performance, and analyze the impact of organizational culture on CSR outcomes. The findings reveal that employee engagement, ethical organizational culture, and committed leadership significantly influence CSR performance, while the case studies demonstrate how organizations with strong cultures of social responsibility can achieve successful CSR initiatives and create lasting positive impacts on society and the environment. This study explores the relationships between organizational behavior, leadership, culture, and CSR performance (Aguinis & Glavas, 2012; McWilliams & Siegel, 2001), providing insights and recommendations for enhancing CSR initiatives and their societal impact. The research method applied involved a comprehensive literature review, analyzing and synthesizing academic publications and real-world case studies to explore the relationships between organizational behavior, leadership styles, culture, and CSR outcomes. By providing valuable insights and recommendations, this paper aims to guide organizations in enhancing their CSR performance and contributing to a sustainable future for all stakeholders.

This study evaluates the impact of Organizational Culture and Transformational Leadership on Organizational Commitment and Organizational Citizenship Behavior through Employee Engagement in non-formal educational institutions (PKBM) in West Java. Data from 291 respondents were analyzed using Structural Equation Modeling (SEM) with the Partial Least Square (PLS) method. Results show that Organizational Culture and Transformational Leadership significantly influence Employee Engagement. Organizational Culture and Employee Engagement affect Organizational Citizenship Behavior, while Employee Engagement influences Organizational Commitment. Employee Engagement serves as a mediator between Organizational Culture and Transformational Leadership and Organizational Commitment and Organizational Citizenship Behavior. However, Organizational Culture and Transformational Leadership do not directly impact Organizational Commitment, and Transformational Leadership does not significantly influence Organizational Citizenship Behavior. Practical implications suggest enhancing institutional performance for the well-being of educators. The study contributes to the Integrative Organizational Behaviors Model, rooted in Social Exchange Theory, providing insights for future research on Organizational Behavior.

Aims: The relative importance of Organizational Citizenship Behaviors (OCB) in organizations is established. Organizational culture has been proven to influence OCB. However, less have studied the interaction of the two organizational variables among local government units. This study intends to describe the city government of Digos’ organizational culture and organizational citizenship behavior and examine the relationship between them. This research also endeavors to investigate the influence of profile variables namely employees’ age, sex, position, department and years of service on the organizational citizenship behavior.
 Study Design: This study adopts the quantitative, non-experimental research design particularly the causal-correlational design. The independent variable is the organizational culture with the dimensions dominant characteristics, employee management, organizational leadership, organizational glue, strategic emphasis and criteria of success. The dependent variable on the other hand is organizational citizenship behavior with the indicators altruism, courtesy, sportsmanship, conscientiousness and civic virtue
 Place and duration of Study: This study was conducted in the City Government of Digos City, Province of Davao del Sur, Region XI, Philippines from the period January 2018 to June 2018.
 Methodology: Two questionnaires were utilized namely the Organizational Culture Assessment Instrument (OCAI) and the 25-item organizational citizenship behavior scale. These were administered to 196 employees of the City Hall of Digos. Following the correlational research design, the study made use of the mean, Pearson product moment correlation coefficient and the general linear model as statistical tools to address the objectives of the study.
 Results: For organizational citizenship behavior of the city government of Digos, results indicate that the dimensions namely altruism, courtesy and sportsmanship were found to be high while conscientiousness and civic virtue were found to be very high. Elements of organizational culture had significant correlation with particular dimensions of organizational citizenship behavior. It was found that the dominant characteristic have significant correlation to courtesy. The organizational leadership was also found to significantly correlate with conscientiousness. The employee management culture was also found to significantly correlate with. The strategic emphasis culture also significantly correlates with civic virtue. The criteria for success scenario significantly correlated with altruism. The results of the analysis using the general linear model to identify profile variables that significantly influence the different organizational citizenship behavior indicators. It was found that the employees’ sex had a significant influence of altruism. Courtesy and sportsmanship was significantly influenced by employees’ department and sex. Conscientiousness and civic virtue were affected by employees’ department.
 Conclusion: Prevailing organizational culture of the city government of Digos under the context of dominant characteristics, organizational leadership, management of employees, organizational glue, strategic emphasis and criteria of success were found. The level of organizational behavior was also described as high for the indicator’s altruism, courtesy and sportsmanship, while conscientiousness and civic virtue of the organization were described as very high. Significant relationships also existed among various organizational culture scenarios and indicators of organizational citizenship behavior. Finally, it was found that employees’ sex and department significantly influenced specific indicators of organizational citizenship behavior.

The effect of job embeddedness on organizational citizenship behavior and job performance (study case: Secondary School Teachers in Najaf Abad)

SAFETY CULTUREcircumstances and influenced by changing attitudes and the experiences of individuals and organisations.A working organisational culture is a structure of shared and common values that affects almost every part of an organisation's interactions to maintain a culture as an essential strategy for success.It is more than just following rules and regulations.The development of an organisational culture is not

Context: Culture is a set of values, opinions and beliefs which shape people lives, societies, nations and organizations. However, organizational culture is the most essential context at the heart of the organizational development career but national culture has an effective impact on the organizational members behaviours and attitudes. The appearance of social media and its popularity among people have created different variables in the way that organizational members communicate, which impact on the stability of organizational development. But how organizational behaviours turn into challenges when social media as a new communication technology is introduced to the companies where the national culture of their countries has not embedded democracy principles? Objectives: This research proposed to determine how the use of social media impacts negatively and positively, on organizational behaviors inside of organizations hold in non-democratic countries in terms of leadership, collaboration, communication, interaction between seniors and subordinates. Method: The empirical research in this research consists of two qualitative proposals based methods by applying semi-structured interviews with 18 different level managers (Middle and Senior, CEO) from different large and medium companies in Iran. Hofstede Cultural Dimensions are the main cultural analysis framework which have been applied to the data analysis collected from interviews. Results: A framework for conceptualizing organizational behaviours in challenging with new communication technology in non-democratic cultural context which results a categorization of organizational behaviours specification variables and a set of propositions about their causes. Conclusions/Implications: The influence, importance and implication of both the national culture and organizational culture on challenging with social media networks have been focused and a set of new discussions have been developed for the future studies. Moreover, the detailed concentration of this research on the relation between social media effects and non-democratic culture context have brought many new views for the future researchers to have deeper understanding about the outcomes of new communication technology on organizational behaviours in developing nations where the democracy principles are not a part of national culture. Contexto: La cultura es un conjunto de valores, opiniones y creencias que conforman la vida de las personas, las sociedades, las naciones y las organizaciones. Sin embargo, la cultura organizacional es el contexto más esencial en el corazón de la carrera de desarrollo organizacional, a pesar de que la cultura nacional tiene un impacto significativo en los comportamientos y actitudes de los miembros de la organización. La aparición de los medios sociales y su popularidad entre las personas han creado diferentes alternativas en la forma en que los miembros de la organización se comunican, lo que repercute en la estabilidad del desarrollo organizacional. Pero, ¿cómo los comportamientos organizacionales se convierten en desafíos cuando los medios sociales, como una nueva tecnología de comunicación, se introduce en las empresas en donde los principios democráticos no han arraigado en la cultura nacional? Objetivos: Esta investigación propone determinar cómo los canales sociales impactan negativa y positivamente en los comportamientos organizacionales dentro de las organizaciones que pertenecen a países no democráticos en términos de liderazgo, colaboración, comunicación e interacción entre gerentes y subordinados. Método: Los dos estudios de la tesis doctoral siguen principios propios de la investigación con datos cualitativos mediante el uso de entrevistas semiestructuradas con 18 gerentes de diferentes niveles jerárquicos en diferentes compañías de Irán. Las dimensiones culturales de Hofstede son el principal marco de análisis cultural del estudio. Resultados: La tesis doctoral propone un marco para conceptualizar los comportamientos organizacionales que surgen de la aparición de nuevas tecnologías de comunicación en un contexto cultural no democrático. Para ello, la tesis doctoral realiza una categorización de variables de comportamientos organizacionales y un conjunto de proposiciones sobre sus causas. Conclusiones/Implicaciones: La influencia, importancia e implicación de la cultura nacional y organizacional en el uso de las redes sociales ha captado una gran atención por lo que se han desarrollado nuevas e intensas discusiones en el ámbito. Además, los resultados de esta investigación en la relación entre los efectos de los medios sociales y el contexto cultural no democrático han aportado muchos puntos de vista nuevos que permiten seguir investigando en este campo. Esta comprensión sobre los resultados obtenidos de las nuevas tecnologías de la comunicación sobre los comportamientos organizativos en las naciones en desarrollo es de gran relevancia por su impacto en los resultados organizativos.

Human’s affected by culture based on where he lives such as values. Culture can't be separated from human's life, as well as in organization. An organization is affected by numerous factors that can be grouped into external factors and internal factors. External factors are related to environment or stakeholders outside the organization, and internal factors are originated from culture in the organization itself. Organizational cuture can be seen from its values and norms. One of organizations which has basic values is Oriflame. Therefore, this research's objective is to understand organizational culture in Oriflame organization. Oriflame is a Multi-Level-Marketing company which its organizational cuture is rooted through values shared in socialization or routine meetings and mentoring from high-level member to lowerlevel member. This research use literature qualitative study by analizing books, journals, and news related to the topic. Based on literature study, it is known that Oriflame has basic values as togetherness, spirit and passion. Those values are taken as guidance and socialized towards its members. Oriflame’s organizational values are analizes by Schein’s organizational culture theory which divides culture into three levels; artifacts, espoused beliefs and values, and basic assumptions. As in this theory, the organizational values will be taken to members’ unconcious level if spread simultaneously. Those values will be manifested and penetrated into individual values, and later become basic assumptions. Furthermore, the organizational culture can affect paradigm, attitude and behavior of organization’s member in communicating with another member or when executing their primary activity which is to promote Oriflame products through internet, social media or face-to-face and new member recruitment

Organizational culture is one of the most important factors that provide sustainable success for an organization, which consists of underlying assumptions that employees share about appropriate behaviors and values. Organizational culture takes time to develop and change, as it is a tied system of artifacts, values, and underlying assumptions that’s why it is important to examine behaviors that have a positive or negative effect on the organizational culture. This study empirically examines the relation between organizational citizenship behavior, organizational culture and organizational deviance. The proposed research model and associated hypotheses were tested based on data collected from 352 employees in the banking industry. The findings revealed that organizational behavior has a mediator role on the relationship between organizational culture and organizational deviance. The study also provides new insights to managers, leaders and policymakers about the importance of building a strong organizational culture through organizational citizenship behavior.

Safety culture, perceived organizational support, and quality of healthcare: the views of nurses and patients in Saudi Arabia

The Impact of Leadership Behaviours and Organisational Culture on Knowledge Management Practices in Small and Medium Enterprises

Organizational culture (OC) has emerged as one of the foremost themes in management studies and organizational behavior over the past three decades. This research aims to measure the impact of OC on organizational citizenship behavior (OCB) in a sample of five-star hotels. It also examines the mediating role of affective commitment (AC) in the relationship between OC and OCB. For this purpose, online questionnaire was adopted with a random sample of employees in the investigated hotels. A number of 400 forms was distributed, among them 331 forms (83%) were completed and valid for analysis. The research hypotheses tested through multiple regressions analysis and the mediating effect was tested using Sobel z test. The results showed that OC positively affect OCB. Furthermore, AC partially mediates the relationship between OC and OCB. Based on the results it is recommended that hotel managers should pay special attention when choosing their employees specially who have OCB attributes in their personality because this will affect job outcomes.

The formulation of the problem in this research is how the effect of emotional intelligence level, job satisfaction and organizational culture partially or simultaneously toward Organizational Citizenship Behavior (OCB) of Staff Sekretariat Dewan Perwakilan Rakyat Daerah (DPRD) Kabupaten Serdang Bedagai. This research aims to determine and analyze the effect of emotional intelligence level, job satisfaction and organizational culture on Organizational Citizenship Behavior (OCB) of Staff Sekretariat Dewan Perwakilan Rakyat Daerah (DPRD) Kabupaten Serdang Bedagai either partially or simultaneously. The method of analysis used in this research is descriptive data analysis and then analyzed by using multiple linier regression. The variables in this research are the emotional intelligence level, job satisfaction and organizational culture as independent variables and organizational citizenship behavior (OCB) as dependent variable. The sample used in this research is 30 people. The results showed partially variable emotional intelligence level have a positive and significant effect on Organizational Citizenship Behavior (OCB), variable of job satisfaction have a positive and significant effect on Organizational Citizenship Behavior (OCB) and variable of organizational culture have a positive and significant effect on Organizational Citizenship Behavior (OCB). Simultaneously variables emotional inteligence level, job satisfaction and organizational culture have an effect on on Organizational Citizenship Behavior (OCB) equel 11,176 and significance value 0,000. The value of R Square is 0,563. This shows that 56,3% organizational citizenship behavior (OCB) of Staff Sekretariat Dewan Perwakilan Rakyat Daerah (DPRD) Kabupaten Serdang Bedagai can be explained by the variables level emotional intelligence, job satisfaction and organizational culture, while the rest 43,7% not done research. Keywords : Emotional Intelligence, Job Satisfaction, Organizational Culture, OCB