Organizational Hierarchy Research Articles

Governance of ESG implementations: governance dimensions and their structural implementation

PurposeThis study identifies the various governance dimensions for environmental, social and governance (ESG) implementations, including reporting. Subsequently, it investigates the governance structures in place to steer these dimensions in project-based and project-oriented organizations.Design/methodology/approachA systematic literature review identifies 11 organizational governance dimensions for ESG implementations, followed by a conceptual mapping of these dimensions to the most likely governance structures being set up for their implementation (i.e. single-level, multi-level and polycentric governance).FindingsEleven governance dimensions are identified and categorized under (1) organizational settings, (2) ESG strategy and (3) implementation. The conceptual mapping of these dimensions against the governance structures for their implementation identifies an inverse relationship between the governance level in the organizational hierarchy and the complexity of governance structures needed for steering these dimensions. The paper suggests a variety of context-dependent governance structures and contributes to the governance literature on the interface between projects and their parent organizations.Research limitations/implicationsAcademics benefit from an organization-wide model and the first taxonomy on the relevant governance dimensions for ESG implementation and reporting projects, thus a first approach to theorizing the governance of ESG implementations.Practical implicationsThe results are of value for practitioners by allowing them to understand the diversity of dimensions and the structural implementation of ESG and its reporting.Social implicationsOne of the first studies to address governance of ESG implementation and reporting across intra-organizational boundaries between the permanent and the project-based parts of the organization. This provides for organization-wide improvements in the governance toward the UN Sustainability Goals.Originality/valueThe paper investigates the under-researched link of governance implementations from the corporate level to individual projects in the context of ESG implementations, including reporting.

‘We are leaders, not managers!’: academics’ understanding of leadership dynamics in Omani higher education institutions

ABSTRACT This research has adopted an exploratory qualitative design to explore how academics (deans, assistant deans and faculty staff) at the University of Technology and Applied Sciences (UTAS) in Oman understand leadership. Data was collected qualitatively through 46 semi-structured interviews. Academics perceive leadership as a distributed and collaborative process. In addition, senior academics (deans and assistant deans) in the study viewed themselves strongly as ‘leaders’ whilst those faculty staff positioned at lower levels of the organizational hierarchy viewed senior academics primarily as ‘managers’. The research makes a contribution to the field of leadership and how it is conceptualized by academics. This study exhibits, in addition to existing knowledge of organizational work practices and their unique configuration within the Omani higher education context, which lacks such qualitative research, the complexities and tensions of leadership dynamics in a buried bureaucratic model under the strong weight of the leadership identity adopted by the senior academics and underpinned by what others beneath the senior academics view as management.

Collaboration of Pharmacy, Laboratory, Nursing, Radiology, Healthcare Administration, Health Security, Physiotherapy, and Administration Departments to Enhance Healthcare Quality and patient safety in Saudi Arabia

The healthcare system in Saudi Arabia has undergone a significant transformation toward an integrated, collaborative approach to healthcare delivery, driven by the ambitious goals of Saudi Vision 2030 and the National Transformation Program in Healthcare. This review investigates and analyzes practical collaborations between various departments, including Pharmacy, Laboratory, Nursing, Radiology, Healthcare Administration, Health Security, Physiotherapy, and Administration in Saudi healthcare institutions to enhance quality and patient safety. By examining organizational structures, department-specific roles and interdepartmental interactions, this study highlights how coordinated efforts between these departments contribute to improved patient outcomes and healthcare delivery efficiency. The analysis revealed successful collaboration depends on clear communication channels, standardized operating procedures, and integrated information systems that facilitate real-time data sharing across departments. While challenges exist, including organizational hierarchies, technical integration issues, and communication barriers, opportunities for improvement through technological advancement, professional development initiatives, and refined policy frameworks show promise for future development. The findings emphasize that interdepartmental collaboration is essential for achieving the quality healthcare goals outlined in Saudi Vision 2030, particularly emphasizing patient safety, resource optimization, and service excellence. This review provides valuable insights into the current state of healthcare collaboration in Saudi Arabia and offers recommendations for enhancing interdepartmental coordination to advance healthcare delivery in the country.

Communication network dynamics in a large organizational hierarchy

Communication network dynamics in a large organizational hierarchy

Local traditions, global ambitions: influence of organizational culture on innovative capability and international growth orientation in Brazilian wineries

PurposeThis study examines the influence of organizational culture types, specifically clan, adhocracy, hierarchy and market culture, on innovative capability and a firm’s international growth orientation within Brazil’s wine industry.Design/methodology/approachThe paper builds on empirical evidence gathered from responses of managers from 230 Brazilian winemaking organizations based on a self-administered survey. The hypotheses in the conceptual model are tested using Smart-PLS (partial least square).FindingsThe types of culture that showed a positive relationship with dynamic innovation capability were clan, adhocracy, and market. Regarding the orientation for international growth, the market culture is the most conducive. Clan culture is not ideal for internationalization, and both adhocracy and hierarchical cultures showed no relationship. It was found that dynamic innovation capability has a positive relationship with the orientation for international growth.Practical implicationsThe study broadens the research perspectives for analyzing resources from the Brazilian wine industry, further examining their linkage with the orientation for the international growth of the segment. The findings provide managers with insights about which types of culture should be fostered when aiming to innovate and internationalize.Social implicationsThe advancements are related to the Sustainable Development Goals advocated by the United Nations.Originality/valueThe study is motivated by the lack of integrated methodologies that relate organizational culture, dynamic innovation capability and orientation for international growth. International business research has neglected to specify which particular resources a company needs to have a propensity for international growth orientation.

Role Hierarchy as a Status Construction Machine: A Replication

Status construction theory offers a framework for investigating inequality-justifying consequences of microlevel encounters. While organizational role hierarchies (e.g., manager-employee or customer-server) dominate our daily encounters with categorically different others, there is no systematic empirical evaluation of the status construction effect of role hierarchies. I replicated the classic status construction experiment both in the lab and online to answer these questions. Results show that (1) the categorical membership consistently associated with a high-status role was stereotypically perceived as more respectable and leader-like but not more competent compared with the group linked to a low-status role and (2) only behavioral experience of the role hierarchy was sufficient to produce consensual status beliefs. Future implications and limitations are discussed.

Jekyll and Hyde leadership: Examining the direct and vicarious experiences of abusive and ethical leadership through a justice variability lens.

Drawing on uncertainty management theory and the nascent work on justice variability, we examine employees' direct and vicarious experiences of abusive supervision and ethical leadership. Conceptualizing the simultaneous display of abusive and ethical leadership styles as a form of justice variability, we suggest that a direct supervisor's ethical leadership exacerbates, rather than ameliorates, the detrimental effects of his/her abusive supervision on employees' emotional exhaustion and job performance. We further contend that a similar effect exists when employees vicariously experience leadership interactions involving their direct supervisor and higher level manager, whereby higher level managers' ethical leadership exacerbates the negative effects of their abusive supervision toward supervisors on those supervisors' employees' emotional exhaustion and job performance. We draw the contrast between the direct and vicarious experiences by theorizing justice uncertainty and linking-pin effectiveness uncertainty, respectively, as two distinct theoretical mechanisms that explain the two proposed destructive effects. Using a multisource and multiphase lagged field study and two vignette-based experiments, we find general support for our model. Our research advances the theories of justice variability, vicarious leadership and (in)justice, and supervisors' linking-pin role effectiveness. We also offer practical insights for managing "Jekyll and Hyde" leadership across organizational hierarchies. (PsycInfo Database Record (c) 2024 APA, all rights reserved).

National implementation of telehealth in Denmark: A case study

Abstract Background With a growing number of chronic patients and a shortage of healthcare professionals, modern health systems face mounting economic pressures. Telehealth has emerged as a promising solution to address these challenges and is considered a critical component of future healthcare provision. However, implementing telehealth on a large scale is complex and challenging. To fully grasp these challenges, it is essential to look beyond the technology and delve into the processes and actors involved in its implementation. Actors on a political-administrative level are pivotal in large-scale implementation, yet this level remains understudied. Thus, this study investigates the dynamics of large-scale implementation at a political-administrative level through a case study of the national implementation of TeleCOPD in Denmark - a home-monitoring intervention targeting patients with Chronic Obstructive Pulmonary Disease (COPD). Methods An in-depth qualitative study of the implementation process at the political-administrative level was undertaken. Data consisted of comprehensive documentary material, including policy documents and meeting minutes and 12 semi-structured interviews with 16 key stakeholders across all levels of the implementation process. Data was analysed in accordance with thematic analysis using an abductive strategy. Results The analysis shows that large-scale implementation of telehealth is a profoundly complex process, necessitating the collaboration of various stakeholders across organisational hierarchies. Substantial translational work is required at the political-administrative level to implement telehealth across diverse organisational contexts. Moreover, understanding the role of context in this translation process is essential. Conclusions This study generates valuable knowledge about large-scale implementation of telemedicine in addition to insights into the role of the political-administrative level in the implementation process. Key messages • Implementing telehealth nationally involves intricate translation processes at multiple levels. • Balancing local adjustments with degrees of fidelity is crucial in large-scale implementation.

Revisiting values in evaluation: exploring the role of values in shaping evaluation practices and their influences on decision-making within English higher education providers

AbstractTheoretical and empirical contributions to research on evaluation have advanced our understanding of how values influence evaluation practice. Yet rather than understand how values shape evaluation and its use, research on the evaluation of widening participation (WP) programmes delivered by English higher education (HE) providers has focused on methodological deficits. Rather, this study explores the complexity of how national policy, organisational imperatives and the individual values of staff responsible for WP within HE providers influence how evaluation is practised and used to inform decision-making. The results of semi-structured interviews with 17 staff members spanning the organisational hierarchy of three diverse English HE providers highlight conflicts between staff values, job roles and responsibilities and espoused organisational values, and how they can influence symbolic and legitimising evaluation practices. Alternatively, at the individual level staff values support the process and instrumental use of evaluation to inform programme improvements. The findings identify implications for how HE providers can shape their evaluation systems, and how staff choose to enact evaluation within their programme areas.

Scale matters: Large language models with billions (rather than millions) of parameters better match neural representations of natural language.

Recent research has used large language models (LLMs) to study the neural basis of naturalistic language processing in the human brain. LLMs have rapidly grown in complexity, leading to improved language processing capabilities. However, neuroscience researchers haven't kept up with the quick progress in LLM development. Here, we utilized several families of transformer-based LLMs to investigate the relationship between model size and their ability to capture linguistic information in the human brain. Crucially, a subset of LLMs were trained on a fixed training set, enabling us to dissociate model size from architecture and training set size. We used electrocorticography (ECoG) to measure neural activity in epilepsy patients while they listened to a 30-minute naturalistic audio story. We fit electrode-wise encoding models using contextual embeddings extracted from each hidden layer of the LLMs to predict word-level neural signals. In line with prior work, we found that larger LLMs better capture the structure of natural language and better predict neural activity. We also found a log-linear relationship where the encoding performance peaks in relatively earlier layers as model size increases. We also observed variations in the best-performing layer across different brain regions, corresponding to an organized language processing hierarchy.

Change competence: An integrative literature review.

Organizations are in a state of continual evolution, driven by the relentless shifts in their external environments. Numerous theories have been proposed to understand the essential skills and capabilities for successful organizational change. Yet, there remains a gap in capturing a holistic view necessary to fully comprehend the dynamics of competence in today's rapidly changing landscape. This research aims to explore and consolidate the concept of 'competence' in the context of organizational change processes. Employing an integrative literature review approach, a total of 3,230 studies were screened. Out of these, 32 studies were selected based on strict relevance and quality criteria, providing a robust foundation for the analysis. The findings reveal a multi-layered nature of organizational change, highlighting that the nature and prerequisites of change vary significantly across different organizational levels. By applying a competence lens, we discern how required competence during change are not uniform but rather vary depending on whether they are applied in an operational or strategic context. This demonstrates a nuanced, level-dependent variability in change competence across the organizational hierarchy. We conceptualize 'change competence' as a dual-faceted construct. It encompasses both the capacity to leverage existing organizational competence and the adeptness to develop new competence, thereby meeting the evolving demands imposed by both internal and external drivers of change. This comprehensive understanding paves the way for more effective strategies in managing organizational change.

Weaving the Web to achieve the SDGs: the presence of women in the boardrooms as a key driver

Purpose Due to the importance of mitigating the issues that afflict society and natural habitats on a global scale, the United Nations has established 17 key goals to directly and effectively mitigate problems such as extreme poverty, lack of access to quality educational environments or the loss of life in underwater and terrestrial ecosystems, which need to be addressed from multiple parties, particularly from the business network. In this context, the purpose of this paper is to analyse the potential impact of female participation in boardrooms on the disclosure of corporate information regarding the integration of the Sustainable Development Goals (SDGs) into business strategy. Design/methodology/approach The research hypotheses were developed on the basis of a multi-theoretical perspective, which included agency theory, upper echelon theory, resources dependency theory and critical mass theory. The hypotheses were tested using a regression model for a sample of 8,903 companies for the period 2019–2022. Findings The results highlight the importance of an increase in female boardroom representation as a key driver in the achieving of the SDGs with favourable effects on environmental and social issues, being robust to changes in methodological specifications. Research limitations/implications This research provides valuable evidence for the analysis of gender issues in the business field; however, it has some limitations that can be addressed by academics. In this sense, this research solely examined the impact of chief executive officer (CEO) duality while overlooking the potential for its influence to be amplified by a distinctive configuration of the board, such as the involvement of a former CEO, a greater or lesser degree of participation of executive directors in the boardroom or the fact that the CEO is a woman. These factors could either reinforce or obstruct the benefits of female directors in the accomplishment of the SDGs. Practical implications From a practical standpoint, this research illustrates the advantages of the active involvement of women in the boardroom. Their participation has resulted in notable modifications to corporate strategies, with a focus on aligning business actions with the attainment of the SDGs and related transparency. This facilitates a more comprehensive understanding of the business interest in conserving natural habitats and eradicating social inequalities. Social implications From a societal perspective, the findings illustrate the significance of actively promoting the involvement of women in organisational leadership roles. The inclusion of women's perspectives can enhance the planning of business processes, with far-reaching implications for stakeholders. Therefore, it is vital to guarantee opportunities for women, such as access to higher education and gainful employment, particularly in nations where there are considerable constraints to the intellectual and economic advancement of girls and women. Originality/value The findings contribute to the growing body of knowledge on the optimal configuration of the boardroom, especially the gendered boardroom (i.e. García-Sánchez et al., 2023b; Liao et al., 2015), and its ability to address today's global challenges. Furthermore, the findings indicate the necessity of establishing pathways for women to reach positions of influence within the organisational hierarchy, thereby facilitating beneficial societal changes. These changes can include the mitigation of environmental damage and the rectification of historical social inequalities.

Community perception of watershed management as a strategy for food security improvement: Case study of Qersa District, Ethiopia

The importance of community-based watershed management for food security and rural development is increasingly recognized. However, the comprehensive nature of the strategy is not well understood. The study examined the perspectives of different stakeholders and their level of coordination in implementing the watershed approach. Data was collected from 63 individuals with diverse professional backgrounds at different organizational hierarchies and 337 farmers from three different micro watersheds. The findings of the study showed that professionals and farmers have different views. About 36.0% of professionals and 12.6% of farmers see it as a holistic strategy for rural development, 7.0% of professionals and 40.0% of farmers see it as a way to conserve soil and water, and the rest see it as natural resource management. The chi-square test analysis revealed significant correlations between organizational affiliation, hierarchies, work experience, and field of study among professionals at significance levels of 0.05 and 0.01, with no significant differences observed among farmers in the three micro watersheds. The diverse viewpoints of professionals and farmers highlight the inadequate understanding and lack of consensus among stakeholders regarding watershed management principles, hindering the transformation of this strategy into a comprehensive food security initiative. The study also revealed limited collaboration among various organizations and departments in supporting the management of local watersheds, which can be attributed to the lack of accountability. This highlighted the need for improved collaboration and communication among different groups involved in implementing watershed management plans. The study also identified the need for capacity-building to enhance the knowledge and skills of professionals and farmers involved in watershed management. To effectively use the watershed approach as a holistic strategy to address food security, fostering greater coordination and communication among stakeholders, robust institutional arrangement, education, and awareness-creation initiatives must be strengthened at all levels.

Prenatal environment is associated with the pace of cortical network development over the first three years of life

Environmental influences on brain structure and function during early development have been well-characterized, but whether early environments are associated with the pace of brain development is not clear. In pre-registered analyses, we use flexible non-linear models to test the theory that prenatal disadvantage is associated with differences in trajectories of intrinsic brain network development from birth to three years (n = 261). Prenatal disadvantage was assessed using a latent factor of socioeconomic disadvantage that included measures of mother’s income-to-needs ratio, educational attainment, area deprivation index, insurance status, and nutrition. We find that prenatal disadvantage is associated with developmental increases in cortical network segregation, with neonates and toddlers with greater exposure to prenatal disadvantage showing a steeper increase in cortical network segregation with age, consistent with accelerated network development. Associations between prenatal disadvantage and cortical network segregation occur at the local scale and conform to a sensorimotor-association hierarchy of cortical organization. Disadvantage-associated differences in cortical network segregation are associated with language abilities at two years, such that lower segregation is associated with improved language abilities. These results shed light on associations between the early environment and trajectories of cortical development.

PENINGKATAN KINERJA KARYAWAN MELALUI BUDAYA ORGANISASI DAN DISIPLIN KERJA KARYAWAN PADA PT PLN INDONESIA POWER UBP SURALAYA KOTA CILEGON

Human resources are the main asset for a company. Resources that have intellect, feelings, desires, abilities, and skills. All potential human resources greatly affect efforts to achieve the goals of an organization. So that between the organization and the individual in it is an unusual talent to be separated. Because the role of human resources is very important for an organization. Discussing cultural issues itself is essential for an organization or company, because it will always be related to the life in the organization. Organizational culture is a philosophy, ideology, values, assumptions, beliefs, hopes, attitudes and norms that are shared and binding in a certain community. Why is organizational culture important, because it is the habits that occur in the organizational hierarchy that represent the norms of behavior that are followed by the members of the organization. A productive culture is one that can make an organization strong and the company's goals can be accommodated.This study aims to find out the Improvement of Employee Performance through Organizational Culture and Employee Work Discipline at PT PLN Indonesia Power UBP Suralaya, Cilegon City.The method used in this study is the method of causal associative and by using a quantitative approach. The data collection technique used is by distributing questionnaires, with a population of 93 employees. The sampling technique uses a saturated sampling technique where all members of the population are sampled.The results of this study show that based on the results of the T test of Organizational Culture that obtained a value of tcount greater than ttable (3.148 > 1.986) with a significance value of less than 0.05 Partially, there is an influence of organizational culture on employee performance. So H0 was rejected and Ha was accepted. Work discipline value tcount greater than ttable (3,480 > 1,986) with a significance value of less than 0.05. So there is a partial Influence of Work Discipline on Employee Performance. So H0 rejected and Ha Accepted. Grade Fcount of 9.775 this result was then compared to Ftable. With a significant level (α) of 0.000, and df: n-k-1 = 93-2-1 = 90, the value f can be obtainedtable by 3.10. Because of the F gradecount 9.775 greater than ftable 3.10, then Ha is accepted.The conclusion in this study is that Organizational Culture and Work Discipline partially and simultaneously have a significant influence on Employee Performance at PT PLN Indonesia Power UBP Suralaya, Cilegon City.

Power and positionality in the practice of health system responsiveness at sub-national level: insights from the Kenyan coast

BackgroundHealth system responsiveness to public priorities and needs is a broad, multi-faceted and complex health system goal thought to be important in promoting inclusivity and reducing system inequity in participation. Power dynamics underlie the complexity of responsiveness but are rarely considered. This paper presents an analysis of various manifestations of power within the responsiveness practices of Health Facility Committees (HFCs) and Sub-county Health Management Teams (SCHMTs) operating at the subnational level in Kenya. Kenyan policy documents identify responsiveness as an important policy goal.MethodsOur analysis draws on qualitative data (35 interviews with health managers and local politicians, four focus group discussions with HFC members, observations of SCHMT meetings, and document review) from a study conducted at the Kenyan Coast. We applied a combination of two power frameworks to interpret our findings: Gaventa’s power cube and Long’s actor interface analysis.ResultsWe observed a weakly responsive health system in which system-wide and equity in responsiveness were frequently undermined by varied forms and practices of power. The public were commonly dominated in their interactions with other health system actors: invisible and hidden power interacted to limit their sharing of feedback; while the visible power of organisational hierarchy constrained HFCs’ and SCHMTs’ capacity both to support public feedback mechanisms and to respond to concerns raised. These power practices were underpinned by positional power relationships, personal characteristics, and world views. Nonetheless, HFCs, SCHMTs and the public creatively exercised some power to influence responsiveness, for example through collaborations with political actors. However, most resulting responses were unsustainable, and sometimes undermined equity as politicians sought unfair advantage for their constituents.ConclusionOur findings illuminate the structures and mechanisms that contribute to weak health system responsiveness even in contexts where it is prioritised in policy documents. Supporting inclusion and participation of the public in feedback mechanisms can strengthen receipt of public feedback; however, measures to enhance public agency to participate are also needed. In addition, an organisational environment and culture that empowers health managers to respond to public inputs is required.

Building a culture of workforce wellness using implementation science-informed strategies: A qualitative content analysis.

Successfully addressing burnout in health and human services settings is a topic of growing interest and impact in the field. Implementation science gives us strategies to build organizational readiness to create a culture of workforce wellness. This study used strategies for identifying and preparing wellness champions and building feedback loops to begin to build a culture of workforce wellness. The primary aim of this study was to assess perspectives on establishing feedback loops across all levels of the organizational hierarchy. This study took place in a community mental health organization that provides services across four different states. Champions in each state were identified and connected with leaders and teams. The champions supported the engagement of leaders and the design of feedback loops. Champions remained engaged throughout the process of assessing needs and sharing workforce wellness data. A qualitative content analysis was conducted on data collected during meetings that were intended to create organizational practice to policy feedback loops. Staff across all levels of the organizational hierarchy shared feedback and participated in facilitated reflective discussion. Participants offered several suggestions for addressing burnout. Across all participants, workplace connections were perceived as a protective factor against burnout. This implementation science strategy to help combat burnout is an effective and feasible way to include frontline staff voices and build connection and trust between leaders and staff in health and human services settings. (PsycInfo Database Record (c) 2024 APA, all rights reserved).

Compressed cerebro-cerebellar functional gradients in children and adolescents with attention-deficit/hyperactivity disorder.

Both cortical and cerebellar developmental differences have been implicated in attention-deficit/hyperactivity disorder (ADHD). Recently accumulating neuroimaging studies have highlighted hierarchies as a fundamental principle of brain organization, suggesting the importance of assessing hierarchy abnormalities in ADHD. A novel gradient-based resting-state functional connectivity analysis was applied to investigate the cerebro-cerebellar disturbed hierarchy in children and adolescents with ADHD. We found that the interaction of functional gradient between diagnosis and age was concentrated in default mode network (DMN) and visual network (VN). At the same time, we also found that the opposite gradient changes of DMN and VN caused the compression of the cortical main gradient in ADHD patients, implicating the co-occurrence of both low- (visual processing) and high-order (self-related thought) cognitive dysfunction manifesting in abnormal cerebro-cerebellar organizational hierarchy in ADHD. Our study provides a neurobiological framework to better understand the co-occurrence and interaction of both low-level and high-level functional abnormalities in the cortex and cerebellum in ADHD.

Executive power discrepancy and corporate ESG greenwashing

Originating from the theory of organizational hierarchy, the concept of power discrepancy among corporate executives has garnered scholarly attention due to its roots in the unequal distribution of authority and influence within the upper echelons of management. This paper explores the realm of corporate ESG greenwashing, a deceptive practice masking genuine environmental, social, and governance responsibilities, and empirically investigates the influence of executive power discrepancies on such practices. Findings indicate a direct correlation between increased executive power discrepancies and a heightened propensity towards ESG greenwashing. Furthermore, the impact of this discrepancy is notably more pronounced in non-state-owned entities, corporations operating in highly marketized regions, and those with substantial financing constraints. This study contributes to the nuanced understanding of how disparities in executive power shape corporate ESG conduct, enriches the discourse on corporate governance structures, and fosters the evolution of theories related to internal governance and social accountability, offering vital practical insights.

Imbalance between Employees and the Organisational Context: A Catalyst for Workplace Bullying Behaviours in Both Targets and Perpetrators.

Research on workplace bullying from the perpetrators' perspective is limited, leading to few interventions tailored to them. This gap stems from insufficient understanding of how organisational conditions and individual dispositions trigger or amplify perpetrator behaviour. To develop effective interventions in preventing bullying, perceived organisational factors were examined. This study, guided by the Job Demands-Resources (JD-R) model and the three-way model of workplace bullying (WB), aims to explore the effects of perceived (im)balances in the task or employee focus, social atmosphere (positive or negative), and hierarchical structure (high or low) in organisations on the incidence of WB, both in terms of perpetrator and target experiences. The research involved 1044 employees from multiple Spanish organisations and sectors: 51.7% in services, 24.6% in education, 14.5% in wholesale and retail trade, and 9.2% in manufacturing. The average age of participants was 35.43 years (SD = 10.9), with a female majority of 61.3%. Using a cross-sectional study design, the experiences of being a target and perpetrator were quantitatively assessed through validated WB target and perpetrator scales. Additionally, the study qualitatively examined employees' perceptions of their organisational context through free descriptions, using adjectives to depict their views. Correspondence analysis was employed to test the hypotheses, and the results affirmed them. The study found that perceived imbalances in organisational focus, social atmosphere, and hierarchy correlate with higher WB target and perpetrator reports, whereas balanced atmospheres correlate with no WB. This research underscores the significance of balanced organisational contexts in mitigating WB. It highlights a gap in the current literature regarding the broader organisational factors that influence bullying and advocates for a more in-depth understanding of these dynamics. Furthermore, it contributes to the existing body of knowledge by offering a comprehensive and harmonised approach to preventing WB, transcending isolated interventions.