Organizational Behavior Effectiveness Research Articles

Meta-analysis of association between Just-in-Time system and firm performance: moderating effects of National Culture differences

PurposeThe effectiveness of the Just-in-Time (JIT) production system in non-Japanese contexts is a topic of diverse findings. This study conducts a meta-analysis of empirical research on JIT and its relationship with performance, focusing on studies published since 1995. Additionally, it examines the moderating influence of National Culture (NC) values on JIT outcomes.Design/methodology/approachA total of 59 empirical studies with 211 effects and 17,008 observations from 18 countries are meta-analyzed. A meta-regression using hierarchical linear modeling (HLM) is performed to explore how four dimensions of National Culture (NC) moderate the impact. (viz. institutional collectivism, uncertainty avoidance future orientation, and power distance,) based on the Global Leadership and Organizational Behavior Effectiveness (GLOBE) culture model.FindingsThe meta-analysis results show that improved production efficiency, product quality and reduced wastes achieved through JIT deployments translate into the overall performance of organizations. The meta-regression results shed light on how local cultures influence the effectiveness of JIT across different countries.Originality/valueThe findings of meta-analysis have implications for multinational manufacturers in realizing efficacy of JIT. The research adds to the international operations management literature by examining how NC values influence strategies and decisions in operations management.

How cultural diversity affects communication and collaboration within global high-performance project teams?

Cultural dimensions and social behavior play a critical role in the success of a project team. Project managers must be aware of these factors and create an environment that fosters effective collaboration and trust. Tuckman’s model for group development consists of five stages: forming, storming, norming, performing, and adjourning. A lack of trust among team members can prevent a team from becoming a high-performance team. Research has shown a correlation between high-performance teams and GLOBE’s cultural dimensions. GLOBE, short for "Global Leadership and Organizational Behavior Effectiveness," is a large-scale research program that explores cultural variations in leadership and organizational behavior. The cultural context and its impact on team dynamics can help organizations create more effective and high-performing teams. Trust is a key component of team performance and can lead to improved communication, collaboration, and problem-solving. In the oil and gas sector, multidisciplinary projects often involve complex engineering and technical challenges, so it is essential to have a team that is skilled, experienced, and focused on project success. The goal of this research is to investigate the influence of cultural dimensions and social behavior on project team success and to explore the role of trust in fostering effective collaboration and creating a high-performance team. The research approach employed in this study was secondary data analysis, utilizing existing data to address the research questions.This study found that cultural dimensions and social behavior significantly influence project team success. Trust plays a key role, and Tuckman’s model highlights its importance for high-performance teams. Overall, the results of this study provide insights and guidance for organizations to navigate cultural diversity, build trust, and enhance team performance. Implementing these findings can lead to improved project outcomes, stronger collaboration, and increased organizational effectiveness in various industries and sectors. However, a systematic review of recent literature on cultural diversity and global team performance is lacking, which highlights the need for further research in this area.

Academic leadership and job performance: the effects of organizational citizenship behavior and informal institutional leadership

Academic leadership and job performance: the effects of organizational citizenship behavior and informal institutional leadership

Effect of organizational citizenship behavior on psychological well-being: Mediating and moderating effects of emotional intelligence: An empirical study of it-enabled industry employees in Hyderabad

Effect of organizational citizenship behavior on psychological well-being: Mediating and moderating effects of emotional intelligence: An empirical study of it-enabled industry employees in Hyderabad

The Influence of Emotional Intelligence and Organizational Citizenship Behavior on The Performance of Employees of PT. Trisamudra Ambon

The title of this study is the Effect of Emotional Intelligence and Organizational Citizenship Behavior on employee performance at PT. Trisamudra Ambon. Respondents in the study were 55 consisting of employees of PT. Trisamudra Ambon. The data collection methods used in this study were questionnaires, interviews, and in analyzing the data using multiple linear regression analysis techniques, classical assumption test. Normality test Multicolonearity Test, Heteroscedasticity Test, Coefficient of Determination Test (R2), and Partial Test (t test). Based on the hypothesis testing, it was found that the t value of Emotional Intelligence was 2.491 > t table 1.671, while the significance value was 0.016. These results can be interpreted as a significance value smaller than 0.05 which indicates that Emotional Intelligence has a significant effect on Employee Performance while the t-value of Organizational Citizenship Behavior is 3,410 > ttable 1,671 while the significance value is 0,001. These results can be interpreted that the significance value is less than 0.05, this means that OCB has a significant effect on employee performance Thus, the hypothesis in this study which states that Emotional Intelligence and Organizational Citizenship Behavior has a positive and significant effect on employee performance

The Effect Of Organizational Citizenship Behavior (OCB) And Organizational Commitment On Employee Performance Of PT. Bukit Angkasa Makmur Central Bengkulu

The title of this study is the effect of organizational citizenship behavior (OCB) and organizational commitment on the performance of employees of PT. Bukit Angkasa Makmur Central Bengkulu. This research is based on the importance of employee performance in an organization. Employee performance is influenced by several factors, including organizational citizenship behavior and organizational commitment. This study aims to analyze the effect of organizational citizenship behavior and organizational commitment on the performance of employees of PT. Bukit Angkasa Makmur Bengkulu.This type of research is quantitative research with a descriptive approach. The population of this study were all employees of PT. Bukit Angkasa Makmur Bengkulu. The number of research samples was 175 people. Data collection was carried out using a questionnaire. Data analysis techniques using multiple linear regression analysis techniques.The results of data analysis obtained multiple linear regression equations as follows: Y = 1.083 + 0.513 X1 + 0.696 X2. The results of the analysis show that organizational citizenship behavior has a positive and significant effect on employee performance (tcount = 7.239 and Sig. = 0.000) and organizational commitment has a positive and significant effect on employee performance (tcount = 6.808 and Sig. = 0.000). Simultaneously organizational citizenship behavior and organizational commitment to employee performance (Fhitung = 175,649 and Sig. = 0.000).It is recommended to the management of PT. Bukit Angkasa Makmur Bengkulu to be able to improve employee performance by increasing organizational citizenship behavior and employee organizational commitment.

Effect of Transformational Leadership and Organizational Citizenship Behavior: Determining the Roles of Supervisor Identification, and Self-determination in the Automobile Industry

Background and Purpose: The present study analyses the impact of transformational (TL), transactional (TRL) and laissez-faire styles (LSF) of leadership on Organizational Citizenship Behavior (OCB) of employees in the context of the automobile industry. Moreover, the study also focuses on the mediating effect of self-determination (SDE) and the moderating role of supervisor identification (SD) on the proposed correlation. Method: The primary data for the study was collected by designing a survey questionnaire. The questionnaires were distributed among the employees from the automobile industry and a final sample of 312 responses was utilized. The data was analyzed through the application of PLS-SEM. Findings: The study validated a positive and significant relationship between LSF and OCB. Similarly, TRL and OCB were positively and significantly related. Notably, TL was an insignificant predictor of OCB. SD exerted a significant moderating role in the association between TRL and SDE only. The evaluation of the mediating role of SDE in the association between leadership styles and OCB revealed that SDE significantly mediated the association between TL and OCB, and TRL and OCB. Nevertheless, SDE was an insignificant mediator in the association between LSF and OCB. Conclusion and Implications: Thus, the findings of the present study hold significance for leaders from automobile industry leaders and offer guidance to design strategies for enhancing the OCB and workplace engagement through effective leadership strategies.

The Effect of Compensation Level and Organizational Citizenship Behaviour on Employee Performance

The Effect of Compensation Level and Organizational Citizenship Behaviour on Employee Performance

Re-examining the quality management and firm performance relationships: meta-analytical investigation on moderating effects of national culture differences

PurposeIn the last 3 decades, organization-wide programs and practices based on the Total Quality Management (TQM) philosophy have become central to continuous improvement (CI) strategy in both public and private enterprises. However, there is paradoxical evidence of TQM-firm performance linkage in non-Japanese contexts. This study presents a meta-analysis of empirical research on TQM-firm performance linkage and investigates the moderating influence of national cultural (NC) values on this relationship.Design/methodology/approachMeta-analytical procedures are adopted to analyse 364 effects accumulated from 135 independent samples across 31 nations, for 30,015 firm observations. Additionally, weighted least square (WLS) meta-regression is used to test the moderation effects of four NC dimensions based on the Global Leadership and Organizational Behavior Effectiveness (GLOBE) model.FindingsThe meta-analysis results reveal that the strengths of the association varied across five soft and hard TQM dimensions and three firm performance dimensions Meta-regression indicate that the effectiveness of the TQM program is high in cultures which reward collectivist behaviours, equity of power distribution and avoidance of ambiguity in rules/structures.Originality/valueThe study contributes to international operational management theory on cultural influences on the effectiveness of operations strategies and decisions.

재개발·재건축 조합원의 조직몰입이 조직성과에 미치는 영향

The purpose of this study is to define the concept from the perspective of the emerging organizational commitment(OC) and organizational citizenship behavior(OCB), and to verify the effect of organizational commitment of redevelopment and reconstruction union members on organizational performance(OP) and the mediating effect of organizational citizenship behavior. This study was empirically analyzed using the questionnaire method for members of the redevelopment association. The results of the analysis are as follows. First, it was analyzed that the OC of redevelopment and reconstruction union members had a positive(+) effect on OP. Second, it was found that the OC of redevelopment and reconstruction union members had a positive(+) effect on OCB. Third, OCBr was found to have a statistically significant impact on OP in the relationship between OCB and OP of redevelopment and reconstruction union members. Fourth, it was verified that the OCB of redevelopment and reconstruction union members played a significant positive(+) complete mediating role in the relationship between OC and OP. It is the significance of this study that the research area in the field of redevelopment and reconstruction unions was expanded by empirically verifying the OC, OCB, and OP of redevelopment and reconstruction union members.

Relationships between lean bundles and firm performance: a meta-analysis on the moderating role of national culture differences

PurposeEvolved from Toyota’s shop floor in Japan, lean bundles are universally accepted for boosting manufacturing performance. However, extant literature shows mixed findings on the effectiveness of lean bundles in non-Japanese settings. This meta-analysis is aimed at understanding the influence of national culture (NC) differences on the lean bundles-performance relationships.Design/methodology/approachA total of 224 effects from 12,569 observations across 48 empirical studies from 14 countries are meta-analyzed. Also, weighted least squares (WLS) meta-regression using NC scores from the Global Leadership and Organizational Behavior Effectiveness (GLOBE) study are conducted to test the moderating effect of NC dimensions.FindingsThe meta-analysis reveals a positive association between the lean bundles and firm performance; though, the strength of the association varies across the individual lean bundles. The meta-regression results show that lean practices are more effective in countries that value high future orientation, high collectivism, low-performance orientation and high assertiveness.Originality/valueThe results contribute to the literature on the role of local cultural influence on strategies and decisions related to the implementation of continuous improvement (CI) programs in cross-cultural settings.

Pengaruh Human Capital, Emotional Inteligence Dan Self Efficacy Terhadap Kinerja Pegawai Dimoderasi Oleh Organizational Citizenship Behavior (OCB)

This research aims to analyze the influence of Human Capital, Emotional Intelligence, and Self-Efficacy on employee performance, with a specific focus on the moderation effect of Organizational Citizenship Behavior (OCB). Data were collected from respondents in various organizations, and regression analysis was employed to examine the relationships between variables. The findings indicate that Human Capital significantly contributes to employee performance, and both Emotional Intelligence and Self-Efficacy also exhibit a positive and significant impact. Furthermore, OCB moderates the relationship between the independent variables and employee performance, suggesting that employees` voluntary behaviors can enhance or diminish the influence of these factors. The results of this study provide insights into how human resource management and organizational culture can enhance employee performance in complex work environments.

Cultural Values as Moderators of the Relationship between Destructive Leadership and Followers’ Job Satisfaction

Prior organizational research has shown that destructive leadership adversely affects followers’ job satisfaction. However, we still have an incomplete understanding of why the strength of this relationship varies across contexts. In this study, we leverage implicit leadership theory to explain why cross-national differences in cultural values moderate this relationship. First, drawing on implicit leadership theory, we develop theory-based predictions about why the cultural value dimensions from the Global Leadership and Organizational Behavior Effectiveness (GLOBE) study explain differences in the strength of this relationship across countries. Then, we aggregate findings from 51 primary studies ( k = 51, N = 16,870) conducted across 12 countries to test our hypotheses. Our results indicate that the negative relationship between destructive leadership and job satisfaction weakens in magnitude as uncertainty avoidance, future orientation, power distance, and assertiveness values increase. Conversely, the negative relationship between destructive leadership and job satisfaction strengthens in magnitude as institutional collectivism, in-group collectivism, humane orientation, performance orientation, and gender egalitarianism values increase. We also demonstrate the independent, relative, and collective predictive validity of GLOBE’s cultural values as moderators of the relationship between destructive leadership and followers’ job satisfaction. Collectively, our findings (1) indicate that cross-national differences exist in the relationship between destructive leadership and followers’ job satisfaction and (2) highlight the need to consider destructive leadership in light of the broader cultural context in which it is being examined.

The effects of Gratitude, Spiritual Intelligence, and Organizational Citizenship behavior on Speaker performance

This study aims to determine the influence of Gratitude, spiritual intelligence, and Organizational Citizenship Behavior (OCB) on the performance of lecturers at universities in Lubuklinggau, South Sumatra. This study used a quantitative approach. Data analysis was carried out using SPSS version 24. The sample used in this study was 99 respondents. The results showed that Gratitude had a partial effect on lecturer performance, the results of the t-test showed a calculated t value more significant than the tablet (2.477 > 1.984) and a significance value of 0.002; Spiritual Intelligence partially affects the performance of lecturers, the results of the t-test show a calculated t value more significant than the tablet (3.667 > 1.984) and a significance value of 0.001; OCB has a partial effect on lecturer performance, the results of the t-test show a calculated t value more significant than the tablet (2.889 > 1.984) and a significance value of 0.000; Furthermore, Gratitude, Spiritual Intelligence, and OCB together (simultaneously) affect lecturer performance, where the calculated f value is greater than the table f (26,997 > 2,696).

An implicit leadership theory examination of cultural values as moderators of the relationship between destructive leadership and followers’ task performance

Destructive leadership and its effects on followers all over the world have been emphasized in cross-cultural research in recent years. Despite continued scholarly and practitioner interest in both destructive leadership and job performance due to its implications for cross-cultural research, we have an incomplete understanding of the impact of cultural context on the relationship between destructive leadership and followers’ task performance. We advance international business research by building and testing implicit leadership theory predictions about the impact of country-level cultural values as moderators of the relationship between destructive leadership and followers’ task performance. We test our hypotheses and research question with a meta-analytic dataset that includes respondents from 12 countries (k = 72, N = 20,878). Our results demonstrate that several of the Global Leadership and Organizational Behavior Effectiveness (GLOBE) framework’s cultural value dimensions moderate the relationship between destructive leadership and followers’ task performance across countries. The findings are driven by the strong predictive validity of the performance orientation, in-group collectivism, gender egalitarianism, and humane orientation cultural value dimensions. Our contributions are important because we generate nuanced knowledge about the independent, relative, and collective predictive validity of cultural values in explaining the strength of the relationship between destructive leadership and followers’ task performance across countries.

The Effect of Organizational Citizenship Behavior, Jobs Characteristic, and Burnout on Turnover Intention

The study aims to determine how the influence of Organizational Citizenship Behavior, Jobs Characteristic, and Burnout on Turnover Intention (Case study Line Carrey Cahil Cavany Main Assy PT Indonesia Epson Industry) The sampling method used is a saturated sampling method with a sample of 75 respondents. Data collection using questionnaires with Likert measurement scales. The method used in this study is using Structural Equation Modeling (SEM) Analysis with Smartpls 3.0 software The tests used are outer model analysis, inner model analysis and hypothesis test. The results of the study explained that organizational citizenship behavior did not significantly affect turnover intention with a p-value of 0.727 t-statistic value 0.350, jobs characteristic had a positive and significant effect on turnover intention with a p-value of 0.000 t-statistic value of 8.225, burnout had a positive and significant effect on Turnover intention with a P-value of 0.012 T-Statistic value of 2.530. Policies related to career development, compensation, and employee welfare need to be improved so that employees feel valued and motivated to stay in the company. This can ultimately reduce the level of turnover intention in the company.

The Effect of Servant Leadership on Teacher Performance and Organizational Citizenship Behavior as Mediation Variables

Teachers are the central point of improving the quality of education, so teachers are expected to provide professional performance. Thus, this study aims to examine the effect of servant leadership on teacher performance, organizational citizenship behavior on teacher performance, servant leadership on organizational citizenship behavior, and servant leadership on teacher performance and organizational citizenship behavior as a mediating variable. The research population were 200 teachers in Mamuju regency with a sample of 132 teachers. This study uses a survey quantitative research method. Data analysis in this study uses path analysis and sobel test. The results of the study discovered that there is a significant and positive effect of servant leadership on teacher performance where the value (p = 0.00), a significant and positive effect of organizational citizenship behavior on teacher performance (p =0.00), there is a significant and positive effect on organizational citizenship behavior with value (p = 0.00), and a significant and positive effect on teacher performanceand organizational citizenship behavior as a mediating variable with a value (p =0.02).Therefore, the OCB can be used as a model in strengthening servant leadership to improve teacher performance.

조직시민행동이 비윤리적 친조직행동에 미치는 영향

Purpose - The purpose of this study was to examine the effect of organizational citizenship behavior on unethical pro-organization behavior considering two sub-dimensions of organizational citizenship behavior such as citizenship behavior for individual and citizenship behavior for organization. In addition to this, this study was to identify of the moderating effect of machiavellism.
 Design/methodology/approach - This study collected 269 sample questionnaires from employees who are working for Korean companies. To examine the hypotheses, this study used hierarchical regression analysis.
 Findings - First, results showed that there is a significant positive effect of citizenship behavior for organization on unethical pro-organization behavior, but citizenship behavior for individual did not have any significant effect on unethical pro-organization behavior. Second, same with the previous results, machiavellism only had its significant moderating effect on the relationship between citizenship behavior for organization and unethical pro-organizational behavior, not on citizenship behavior for individual. The moderating effect strengthened the positive relationship.
 Research implications or Originality - Although organizational citizenship behavior and unethical pro-organization behavior are studied many times, but there is no research examining the relationship between these two concepts. these two concepts share the figure that these behaviors are pro-organizational. The only differences between the two is ethical or not. So, this study identified the relationship and moderating effect of machiavellism. In doing so, this study provided novel implications for the researchers of this filed.

INFLUENCES OF AGE DIVERSITY CLIMATE ON ORG PERFORMANCE: ROLE OF INCLUSION AND ORGANIZATIONAL CITIZENSHIP BEHAVIOR

Abstract With the rapidly aging population, South Korea’s workforce demographics are changing as more older adults remain in the workforce. With limited resources such as work opportunities and pensions, intergenerational conflict may arise in the workplace while employers seek to maximize organizational outcomes. The present study investigated the effects of age diversity climate on organizational performance in private sector employees by focusing on the mediating effects of inclusion and organizational citizenship behavior (OCB). The data for this study was collected online in January 2022 from 900 private sector employees aged 20 to 69 in South Korea. Age-diversity climate, sense of inclusion, OCB, and organizational performance were measured using standardized scales. To test our assumed relationships, we used structural equation modeling and executed bootstrapping procedures to test the significance of the indirect effects. Results indicated that age-diversity climate did not have a significant direct effect on organizational performance. However, the age-diversity climate has an impact on inclusion (β = .61, p < .001) and OCB (β = .13, p < .01). Inclusion showed a positive effect on OCB (β = .41, p < .001) and OCB showed a positive effect on organizational performance (β = .10, p < .05). Additionally, as hypothesized, inclusion and OCB had a mediating role in the relationship between the age-diversity climate and organizational performance (β = .05, s.e. = .02, LLCI = .003, ULCI = .095). The results of this study highlight the importance of the age-diversity climate in the workplace in aging society.

The Effect of Organizational Citizenship Behavior and Leader-member Exchange on Employee Performance of PT Gresik Migas: Employee Commitment as an Intervening Variable

Aims: The purpose of this study is to ascertain the impact of Leader-Member Exchange (LMX) and Organizational Citizenship Behavior (OCB) on PT Gresik Migas employees' performance, as well as the mediating role that LMX and OCB play in employee performance.
 Study Design: This study was carried out with quantitative techniques, and an explanatory analysis was used to examine the data that was collected.
 Place of Study: The target of this research is employee of PT Gresik Migas in Gresik City. The total population in this study is 42 employees.
 Methodology: The personnel of PT Gresik Migas are the subject of this study. 42 employees made up the study's population. Saturated sampling is the method used to take a sample, and 42 employees make up the sample. Likert scale-based questionnaires are distributed as part of the data collecting process, and smartPLS 3.0 is used to process the collected data.
 Results: The results of the validity test state that there are invalid items, namely, 2 OCB items, 2 LMX items, and 2 employee performance items. Then the reliability test results state that everything is reliable. And hypothesis testing states that OCB affects performance because P values are 0.000 < 0.05. LMX affects performance because P values are 0.004 < 0.05. Employee commitment has no effect on performance because P values 0.451 > 0.05. OCB affects employee commitment because P values 0.034 < 0.05. LMX affects employee commitment because P values 0.045 < 0.05. Employee commitment cannot mediate the effect of OCB on performance because P values 0.454 > 0.05. And employee commitment cannot mediate the effect of LMX on performance because P values 0.469 > 0.05.
 Conclusion: This study discovered that LMX and OCB have a big impact on worker performance. The impact of employee dedication on performance is also negligible. Furthermore, the impact of OCB and LMX on employee performance cannot be mitigated by employee dedication.