Organizational Behavior Research Articles

Exploring Interpersonal Dynamics in Wellness Tourism: A Reexamination of Intentions Through a Case Study of Generation X Citizens In Thailand

Objectives: This study explores the key factors influencing women’s leadership performance in crisis situations, particularly during the COVID-19 pandemic. It aims to identify the most dominant factors affecting women's leadership in regional governments in North Sulawesi, Indonesia. Theoretical Framework: The research builds on theories of leadership and gender, incorporating concepts from human resource management and performance analysis. Women's leadership is viewed through the lens of gendered leadership styles, organizational behavior, and crisis management. Method: A mixed-method approach was used, combining quantitative and qualitative methods. Quantitative data was collected through surveys distributed to 147 women in leadership positions across three regional governments, followed by qualitative interviews with key informants. Data was analyzed using Confirmatory Factor Analysis (CFA) to identify dominant leadership factors. Results and Discussion: The findings revealed 12 key factors influencing women's leadership performance, including motivation, organizational infrastructure, work atmosphere, problem-solving abilities, and interpersonal relationships. The study highlights the importance of collaborative leadership, communication, and fairness in performance evaluations. Women leaders were found to emphasize nurturing and interpersonal relationships more than male leaders, reflecting gender-based leadership styles. Research Implications: The study contributes to understanding gender-specific leadership during crises, emphasizing the need for supportive organizational structures and inclusive policies. The findings also suggest that women's leadership, with its focus on collaboration and care, plays a significant role in effectively managing crises. Originality/Value: This research provides a novel contribution by focusing on women leaders in sub-national units during a global crisis, highlighting the distinct leadership strategies employed by women. It adds value by identifying factors that enhance women's leadership performance in crisis management, which has been underexplored in previous research.

To explore the impact of corporate culture and leadership behaviour on work performance, mental health and job satisfaction of employees: An empirical study

Background: The term “corporate culture” is used to describe a company’s long-standing norms and practices, as well as the staff’s views and the anticipated value of their job. Executives may need to adjust their leadership styles to achieve the organization’s goal, which may have consequences for the satisfaction of the workforce. Therefore, it is essential to appreciate the relationship between business ethos, management style, work performance, mental health and employees’ job satisfaction. Methods: Researchers was conducting a cross-sectional survey of Saudi Arabian and Indian employees. Data was be collected using a structured questionnaire. To test the reliability of the data, they will be analysed by “Cronbach’s a and confirmatory factors”. SEM was be used to show the relationships of organizational cultures and leadership behaviour on work performance, mental health and job satisfaction through IBM-SPSS and SmartPLS software. Scope: A corporation with a strong culture and effective leadership shares principles and norms of behaviour with its workers, which should aid them in attaining their goals and objectives. Employees could gain work recognition, mental piece, work performance and job satisfaction when they can accomplish the obligations allotted to them by the company. Results: Corporate culture were significantly (positively) correlated with work performance, mental health and job satisfaction. In the same way, leadership behavior was significantly (positively) correlated with work performance, mental health and job satisfaction. Conclusions: The organisational culture holds significant importance, exerting a substantial influence on the overall well-being and productivity of the work environment. The acknowledgement and acceptance of the organisational ethos by workers can have a significant impact on their work behaviour and attitudes when it comes to communication and promotion. When there is a positive interaction between leadership and employees, the latter are more likely to actively contribute to team collaboration and interaction. Additionally, they are more likely to be motivated to achieve the organization’s assigned mission and objectives. As a result, work performance, mental health, and job satisfaction are enhanced.

Exploring Differences in Leadership Behaviors and in the Perceived Work Environment Between Younger and Older Managers in a Swedish Mining Company

AbstractThis study examines differences in leadership behaviors and in the perceived work environment between older and younger managers in a large Swedish mining company. The leadership behaviors and work environment of young managers in the mining industry will become more important in the future due to the changes taking place in the industry. Such changes include the older generation of managers reaching retirement age, while the industry generally finds it difficult to recruit a younger generation of employees. Moreover, rapid technology-centered transition, such as the green transition of the mining industry, is underway which may put young managers in particular under pressure. Meanwhile, research on young managers in the mining industry more broadly is sparse. Data for this study was mainly gathered via a questionnaire, complemented by data from interviews. The questionnaire included 48 validated self-rate questions on background variables, social and organizational working conditions, health, and leadership behavior. The survey was answered by 216 managers (response rate: 63%). Interviews were carried out with ten young managers (35 years or younger). The study found no statistically significant differences between younger and older managers with regards to workload, working hours, health, and work satisfaction. We found that older managers rate themselves higher, at a statistically significant level, for change-oriented leadership behaviors. However, when age is analyzed together with other variables that are significantly different between the two groups, only managerial experience and managerial positions show statistically significant associations with change-oriented and healthy and effective leadership behaviors. The interviews indicate that the young managers encounter challenges that are related to their experience and training, but few are related to their age. Given the influence of managerial experience on leadership behaviors, leadership training appears to be an important area of intervention, and conditions must be improved to enable change-oriented leadership among managers in the mining industry, with a greater focus on young managers.

The Organization Man Paradox

Herein we examine the paradox faced by an individual after joining a large or ganization.The paradox is related to the phenomenon of the Organization Man, rst identi ed in the middle of the last century and is addressed herein using a large-scale numerical calculation of the network dynamics modeling the or ganization. This network model reduces to a fractal-order Langevin equation model of the dynamics for a single individual embedded in a complex network. An analytic solution for describing the subtle, yet dramatic, in uence of the organization (complex network) on the decision making behavior of an individ ual member of the organization is obtained. Furthermore, this adoption of the organizational behavior by the individual is the result of the way people interact with one another and is not necessarily a consequence of any overt e¤ort on the part of the organization to in uence individual behavior. In fact it is shown that a top-down approach to controlling individual behavior is unstable, whereas a bottom-up approach is resilient.

The Role of Organizational Trust in Shaping Commitment and Reducing Turnover Intention in Aviation

In the contemporary business landscape, advancements in artificial intelligence and robotics are rapidly transforming industries, including air transportation. Although the demand for human resources may diminish with technological progress, the necessity for skilled personnel remains critical. The air transportation sector, in particular, relies heavily on qualified professionals, whose contribution to sustainable business practices is substantial. However, despite their importance, these trained professionals may occasionally exhibit a turnover intention their positions. Such turnover in an industry where technology plays a pivotal role represents a significant loss for organizations. Mitigating turnover intentions may depend on the application of effective organizational behavior models, one of which is fostering an environment of trust within the organization. Increased trust in the organization can enhance employees’ commitment and job satisfaction, thereby reducing their turnover intention. The primary aim of this study is to identify the factors influencing turnover intention, with a specific focus on whether organizational trust affects this intention. Furthermore, the study seeks to determine whether organizational commitment mediates the relationship between organizational trust and turnover intention. To explore these dynamics, a survey was conducted with 404 ground and flight personnel employed in both public and private aviation sectors in Türkiye. The research findings show that trust has important implications in an organizational setting. As a result of the analysis conducted within the scope of the research, it was determined that organizational trust has no effect on turnover intention. The reason for the different result from the literature may be the sensitivity of the aviation industry and the high staff turnover rate. Due to these characteristics of the sector, employees of the aviation industry may show turnover intention even if they trust their organizations.

Inclusive leadership, service innovation, and knowledge sharing: the roles of intrinsic motivation and sleep quality

ABSTRACT This research aims to study the associations between inclusive leadership, employee service innovation, and knowledge-sharing behaviours in the hospitality industry. We further examined the mediating role of intrinsic motivation and the moderating role of employee sleep quality. Applying a convenience sampling technique, we conducted an online research survey in three phases to collect data from 329 respondents. Our findings showed that managers’ inclusive leadership style is positively associated with workers’ intrinsic motivation, which in turn leads to employee service innovation behaviour and knowledge-sharing behaviour. Moreover, intrinsic motivation has been found as the mediating mechanism in the association between inclusive leadership and employee work outcomes. We further found that workers’ sleep quality moderates the association between inclusive leadership and employee outcomes such that poor sleep quality weakens this association. Our study offers substantial implications for the practitioners and scholars in the areas of sleep, leadership, and innovation and knowledge sharing behaviours in organizations.

Teaching OBM: Considerations when building a graduate curriculum

ABSTRACT As interest in the field of Organizational Behavior Management (OBM) grows, particularly from within the larger field of Applied Behavior Analysis (ABA), so do requests for OBM education and training. There are currently, however, very few OBM-focused graduate programs providing those learning opportunities to interested parties. Therefore, the current paper provides suggestions for the creation and expansion of OBM course offerings at the graduate level to meet the needs of a growing learner market.

Toxic marriage – Boeing and McDonnell Douglas

Research methodology Public data such as news reports, interviews and memos were used to craft the case. In addition, the technical reports released by the National Transportation Safety Board (NTSB), along with secondary data in the form of expert accounts and congressional hearings were used to round out the synopsis of the case study. Case overview/synopsis This case explores the Boeing–McDonnell Douglas merger and its impact on Boeing’s corporate culture, ethics and strategic decision-making. After the merger, Boeing shifted from a culture focused on engineering excellence to one emphasizing cost-cutting and shareholder value. This cultural shift contributed to the development failures and ethical lapses that resulted in the 737 MAX crisis, which involved two fatal crashes. The case is designed for courses in Strategic Management or Organizational Behavior. Complexity academic level Strategic Management or Organizational Behavior

Transforming Leadership Style: Enhancing Organizational Culture, Innovative Behavior and Employees Performance

Research aims: This study aimed to investigate how positive Employees Performance can be achieved when leadership behavior fosters Organizational Culture and Employees Innovative Behavior.Design/Methodology/Approach: This quantitative study obtained data through an online questionnaire, where responses were collected from 150 employees of private companies in DKI Jakarta area. The data were then analyzed using Structural Equation Model (SEM) with AMOS version 25.Research findings: The results showed that Transformational Leadership had no direct effect on Organizational Culture, Employees Innovative Behavior, or Employees Performance. However, Transactional Leadership had a direct effect on Organizational Culture and Employees Innovative Behavior, but not on Performance. Even when mediated by Organizational Culture and Innovative Behavior, Transformational Leadership still had no effect on Performance. On the other hand, Transactional Leadership, when mediated by Organizational Culture and Employees Innovative Behavior, had more significant influence on Performance.Theoretical Contribution/Originality: This study offered a novel perspective by showing that neither Transformational nor Transactional Leadership had a direct impact on Employees Performance. However, the mediating role of Organizational Culture and Innovative Behavior strengthened the influence of Leadership on Employees Performance.Practitioners/Policy Implications: To improve Employees Performance through Transactional Leadership, leaders should cultivate innovative Organizational Culture and foster Employees Innovative Behavior. In addition, leaders should address deviations in employees behavior and recognize positive contributions, ranging from verbal praise to offering promotion opportunities.Research Limitations/Implications: This study focused on Transformational Leadership, Transactional Leadership, Organizational Culture and Employees Innovative Behavior, as well as Employees Performance. Future studies were recommended to consider adding independent variables such as Creative Self-efficacy and Humble Leadership. Meanwhile, companies were expected to maintain a flexible culture to adapt to changes, and continuously nurture employees' creative ideas by providing opportunities. Leaders should also consistently monitor employees behavior and acknowledge good performance.

Women Fighting the Crisis: Antecedents of Women's Leadership Performance in Facing the Covid-19 Pandemic

Objectives: This study explores the key factors influencing women’s leadership performance in crisis situations, particularly during the COVID-19 pandemic. It aims to identify the most dominant factors affecting women's leadership in regional governments in North Sulawesi, Indonesia. Theoretical Framework: The research builds on theories of leadership and gender, incorporating concepts from human resource management and performance analysis. Women's leadership is viewed through the lens of gendered leadership styles, organizational behavior, and crisis management. Method: A mixed-method approach was used, combining quantitative and qualitative methods. Quantitative data was collected through surveys distributed to 147 women in leadership positions across three regional governments, followed by qualitative interviews with key informants. Data was analyzed using Confirmatory Factor Analysis (CFA) to identify dominant leadership factors. Results and Discussion: The findings revealed 12 key factors influencing women's leadership performance, including motivation, organizational infrastructure, work atmosphere, problem-solving abilities, and interpersonal relationships. The study highlights the importance of collaborative leadership, communication, and fairness in performance evaluations. Women leaders were found to emphasize nurturing and interpersonal relationships more than male leaders, reflecting gender-based leadership styles. Research Implications: The study contributes to understanding gender-specific leadership during crises, emphasizing the need for supportive organizational structures and inclusive policies. The findings also suggest that women's leadership, with its focus on collaboration and care, plays a significant role in effectively managing crises. Originality/Value: This research provides a novel contribution by focusing on women leaders in sub-national units during a global crisis, highlighting the distinct leadership strategies employed by women. It adds value by identifying factors that enhance women's leadership performance in crisis management, which has been underexplored in previous research.

The Implementation of the National Standards for Higher Education Policy as Quality Assurance

Nahdhatul Ulama (NU) College in Aceh differs from other private universities because it has a complex organizational structure compared to other private universities. Nahdhatul Ulama (NU) College in Aceh, apart from being a higher education foundation leader, must also synergize with the Nahdhatul Ulama (NU) organization. This is what drives the author’s interest in studying the implementation of the National Higher Education Standards in quality assurance improvement at Nahdhatul Ulama College in Aceh. In this study, researchers focused on the implementation of the National Standards for Higher Education Policy at Aceh’s Nahdhatul Ulama Sharia Science College. The method used in this research is descriptive-qualitative. Furthermore, the data source used is the results of interviews with informants, who serve as primary data, and other documents as secondary data. In determining the informants, the researcher used the Purposive Sampling Technique; the data were then obtained through interviews, and documentation was analyzed using the Interactive Model, which follows the flow from data collection, data display, data condensation, and conclusions. Based on the results of research and findings, there are leadership, information technology, infrastructure, finance, university values, and culture, which include attitudes, habits, organizational behavior, work ethics, creating, serving, and interacting with colleagues and the community with good results, all of which contribute to organizational capacity in implementing internal quality assurance at the college. On the other hand, the limited opportunities available to academic staff to enhance their national and international competencies in line with their positions and areas of expertise and the inconsistent application of the PPEPP model at Aceh’s Nahdhatul Ulama College are some of the weaknesses. The implementation of the internal quality assurance system at Aceh’s Nahdhatul Ulama College demonstrated a good strategy; however, there are still areas that require constant improvement in addition to upholding current standards. Keywords: policy, education policy, quality assurance, national standards for higher education

Beyond Empathy: Unveiling the Co-Creation Process of Emotions through a Wearable Device

Emotions fluctuate during the process of social interaction. Although the co-creation of emotions through organizational behavior has been discussed theoretically in existing research, there is no method to demonstrate how emotions are co-created. Instead, previous studies have paid much attention to empathy, in which a person’s emotions are contagious. In contrast to self-report, which is a traditional method that can only assess emotions at a single point in time and adapts to empathy, biometric technology has made it possible to analyze emotional fluctuations over time. However, previous studies have focused only on understanding the emotional fluctuations of individuals separately. In the present study, we developed a system to measure the co-creation of emotions using a wearable device. The pulse rate was converted into valence as a positive–negative emotion, and the fluctuations in valence were analyzed by cross-correlation. We demonstrated the feasibility of the proposed system through triangulation by integrating biometrics with observation and self-report. The proposed system was verified to measure the co-creation of pair and group emotions using real-world data beyond laboratory settings. The present study contributes to business administration by proposing a critical concept for measuring the co-creation of emotions based on a constructionist approach.

Corporate Social Responsibility and Organization Behavior: Research Assessment

This review analyzes how the organization uses CSR initiatives to impact consumer buying behavior. The research papers that focused on the key domains related to the relationship between CSR, firm market value, and different attributes of organizational behavior concerning corporate social responsibility were selected for review. The investigation was performed by analyzing 50 empirical articles found in primary journals. Taxonomy is developed based on the analysis. The current study demonstrated the role of organization strategies in assessing CSR structure. Managers should monitor various important factors in modulating the impact of consumer characteristics and purchase intentions

Strategies and tactics to reduce the impact of healthcare on climate change: systematic review

ObjectiveTo review the international literature and assess the ways healthcare systems are mitigating and can mitigate their carbon footprint, which is currently estimated to be more than 4.4% of global...

Organizational Citizenship Behavior as a Mediator of the Effect of Organizational Commitment and Job Satisfaction on Performance

This study aims to test and analyze the effects of: 1) organizational commitment to organizational citizenship behavior, 2) job satisfaction to organizational citizenship behavior, 3) organizational commitment to performance, 4) job satisfaction affects performance, 5) organizational citizenship behavior to performance, 6) organizational commitment to performance through organizational citizenship behavior, 7) job satisfaction to performance through organizational citizenship behavior. This research was conducted at PT. Waskita Karya Jakarta Building Division in April-June 2024, carried out at PT. Waskita Karya (Perseo) Building Division in May-June 2024. The population is 456 employees, then sampled with the Slovin formula and with proportional random sampling of each department a sample of 213 employees was obtained. Primary data related to the research variables were obtained by questionnaires given via google form. Once the data is collected, it is analyzed with Smart Partial Lease Square (SPLS). However, previously a validity and reliability test was carried out. The hypothesis was tested by a t-test with a 5% alpa. The results prove that: 1) organizational commitment has an effect on organizational behavior citizenship. 2) job satisfaction affects organizational behavior citizenship, 3) organizational commitment affects employee performance. 4) Job satisfaction affects performance, 5) Organizational behavior citizenship affects employee performance. 6) Organizational citizenship behavior is able to increase/mediate the influence of organizational commitment on employee performance. 7) Organizational citizenship behavior is able to increase/mediate the influence of job satisfaction on employee performance.

Does Workplace Spirituality Enhance Employee Well‐Being? The Mediating Role of Workplace Happiness

ABSTRACTWorkplace spirituality and employee well‐being are significant aspects of organizational behavior that greatly influence the success of an organization. While numerous studies have demonstrated the positive impact of workplace spirituality on employee performance, few have delved into its correlation with workplace happiness (WPH). The present research seeks to investigate the direct and indirect effects of workplace spirituality on workplace engagement and employee well‐being, with WPH serving as a mediator. The groundwork for the proposed conceptual model was laid by conducting a survey with 473 working professionals from Indian organizations, employing the structural equation modeling (SEM) method. Results reveal that employees with a strong sense of workplace spirituality tend to have greater attachment to the workplace. WPH, in turn, acts as a mediator in the relationship between workplace attachment (WPA) and employee well‐being. This study sheds light on the significant relationship between workplace spirituality, WPA, and employee well‐being. It underscores the importance for organizations to prioritize WPH of employees which in turn, would enhance their well‐being within the workplace. The study also discusses the theoretical and practical implications of the findings, offering suggestions about directions for future research.

The Role of Coaching-Based Leadership, Appreciation, and Gratitude in Enhancing Psychological Capital and Organisational Thriving in Lithuanian Organisations

The study investigates the relationships between the perceived presence of positive organisational practices and the levels of personal and collective Psychological Capital (PsyCap) and Organisational Thriving (OT) observed by individuals. It hypothesises that applying Coaching-Based Leadership principles within organisations correlates with higher levels of individual and collective PsyCap and a stronger perception of Organisational Thriving. Additionally, it hypothesises that increased supervisor and peer appreciation and Work Gratitude are associated with higher individual and collective PsyCap and a greater perception of the organisation's thriving. Data were collected from 372 participants across 20 organisations using survey scales to measure Psychological Capital (PsyCap), Collective Psychological Capital (PsyCap), Organisational Thriving (OT), Coaching-Based Leadership (CBL), Appreciation at Work, and Work Gratitude. Spearman's rank correlation analysis revealed primarily moderate but significant positive correlations among these variables. Notably, the strongest correlations were observed between Organisational Thriving with both Coaching-Based Leadership and Work Gratitude, with slightly weaker correlations associated with Appreciation at Work. Collective PsyCap resources showed the most substantial links with Work Gratitude, followed by CBL and Appreciation at Work. In contrast, individual PsyCap (iPsyCap) demonstrated more modest but significant relationships with these organisational resources. This study contributes to the fields of Positive Organisational Scholarship and Positive Organisational Behaviour by empirically highlighting the potential impact of positive organisational practices on both individual and collective PsyCap and OT.

The Relationships Between Organizational Citizenship Behavior, Affective Commitment and Team Effectiveness in A Non-Profit Organization

Non-profit organizations play a crucial role in fostering healthy communities by providing vital services that contribute to economic stability and mobility. However, the effectiveness of these organizations hinges on the positive and engaged behavior of their employees. These organizations may face challenges in staffing and resource management that can hinder performance and funding, making team effectiveness and organizational citizenship behavior essential for success. This study investigates the relationships between organizational citizenship behavior (OCB), affective commitment, and team effectiveness in a non-profit organization based in Selangor. Utilizing a cross-sectional design and a quantitative approach, 118 employees across local and international branches of a non-profit organization participated in an online survey. Data analysis was conducted using SPSS version 26. The study found that conscientiousness, courtesy, and civic virtue are the dimensions of (OCB) that positively influence team effectiveness, while altruism and sportsmanship did not show a significant impact in the non-profit context. Conscientious employees who are diligent and responsible, along with those who exhibit courtesy by being considerate and communicative, and those who actively participate in organizational activities, contribute meaningfully to team success. Furthermore, affective commitment, or employees' emotional attachment and identification with the organization, was also found to enhance team effectiveness, highlighting the role of an engaged and committed workforce in driving positive outcomes.

The paradox of violent leaders and organizational structures

ABSTRACT How do violent groups create and operate an organizational and leadership structure when they face duelling and simultaneous organizational imperatives for control and secrecy? How important is one of the imperatives compared to the other? Using the Minorities at Risk Organizational Behavior (MAROB) dataset, our analysis shows that organizations seem to be much more concerned with control than secrecy. Variables related to the need for control (size, engaging in complex, violent activities) are, indeed, associated with centralized organizations, while the variable related to secrecy (repressive measure by the state) is not associated with any organizational type.

Evolutionary game theoretical approach for reducing carbon emissions in a complex supply chain organization

PurposeOur research explores the intricate behavior of low-carbon supply chain organizations in an ever-evolving landscape, emphasizing the profound implications of government-mandated low-carbon policies and the growing low-carbon market. Central to our exploration is applying a combined game theory model, merging Evolutionary Game Theory (EGT) with the Shapley Value Cooperative Game Theory Approach (SVCGTA).Design/methodology/approachWe establish a two-tier supply chain featuring retailers and manufacturers within this novel framework. We leverage an integrated approach, combining strategic Evolutionary Game Theory and Cooperative Game Theory, to conduct an in-depth analysis of four distinct low-carbon strategy combinations for retailers and manufacturers.FindingsThe implications of our findings transcend theoretical boundaries and resonate with a trinity of economic, environmental and societal interests. Our research goes beyond theoretical constructs to consider real-world impacts, including the influence of changes in government low-carbon policies, the dynamics of consumer sensitivities and the strategic calibration of retailer carbon financing incentives and subsidies on the identified ESS. Notably, our work highlights that governments can effectively incentivize organizations to reduce carbon emissions by adopting a more flexible approach, such as regulating carbon prices, rather than imposing rigid carbon caps.Originality/valueOur comprehensive analysis reveals the emergence of an Evolutionary Stability Strategy (ESS) that evolves in sync with the phases of low-carbon technology development. During the initial stages, our research suggests that manufacturers or retailers adopt low-carbon behavior as the optimal approach.