Organizational Management Literature Research Articles

Perceptions of Organizational Change Readiness for Sustainable Digital Transformation: Insights from Learning Management System Projects in Higher Education Institutions

The adoption of Learning Management Systems (LMS) in Higher Education Institutions (HEI) offers a transformative potential to enhance educational quality, operational efficiency, and cost-effectiveness while promoting sustainable digital transformation. However, resistance to LMS implementation often undermines these benefits. Initial perceptions of an Organizational Change Readiness (OCR) play a crucial, as they shape attitudes and behaviors, often resulting in rumors, disengagement, and resistance. The objective of the study is to explore how attributes of change, leadership support, internal organizational context, and attributes of change targets impact OCR in the context of LMS implementation. Drawing from organizational change management and information systems literature, this study examines key factors influencing these early perceptions within LMS initiatives. A cross-sectional survey was conducted with 316 university personnel across seven public universities and three private colleges. Data were analyzed using partial least squares, revealing that vision clarity, change appropriateness, top-management support, project champion effectiveness, and organizational flexibility explaining 75% of the variance in perceived OCR. Conversely, factors such as change efficacy, organizational history of change, organizational conflicts, and group self-efficacy demonstrated limited influence. These findings underscore the importance of aligning LMS initiatives with institutional goals, fostering sustainable digital practices, and enhancing policy frameworks to facilitate smooth adoption. This study provides actionable insights for promoting sustainable educational transformation in HEIs, particularly in contexts where traditional teaching methods prevail and resistance to technological change is common.

Impact of Leadership Styles on Employee Engagement in Nigeria’s Oil and Gas Industry: A Quantitative Analysis

This study investigates the impact of different leadership styles—transformational, transactional, and laissez-faire—on employee engagement within the Nigerian oil and gas industry. Recognizing the industry’s complexity and its critical role in Nigeria’s economy, this research aims to fill the existing gap in empirical studies focusing on leadership’s influence on employee engagement in this specific context. The investigation utilizes a quantitative approach, surveying 100 employees across various job positions within the industry. The findings indicate that both transformational and transactional leadership styles have significant favorable effects on employee engagement, with transformational leadership explaining 31.4% of the variance and transactional leadership explaining 28.8% of the variance in engagement levels. Conversely, laissez-faire leadership style shows a significant negative influence, accounting for 6% of the variance. These outcomes highlight the significance of proactive and involved leadership practices in fostering employee engagement. The research contributes to the broader organizational management literature by highlighting the critical role of leadership styles in enhancing workforce engagement and suggests practical recommendations for industry leaders to adopt transformational and transactional leadership behaviors to boost engagement and drive organizational success. Additionally, the study advocates for further research to explore other variables influencing employee engagement and to extend the findings to other industries and geographical contexts.

Politico-Administrative Culture and Public Service Reform in Post-Independence Kazakhstan

Classical organizational management literature draws clear parallels between organizational culture and climate and effective use of power and influence as key to successful policy implementation of reforms in public sector organizations. On the other hand, the public policy literature, in particular, policy transfer as a strand within policy studies, emphasizes the role of the national context, more specifically, ‘facilitators’ and ‘constraints’ of ‘‘politico-administrative culture” within the national context, as crucial to understanding processes of transfer, convergence, and diffusion of public policy. There is a plethora of studies by Western scholars of public management who have successfully utilized these theoretical underpinnings to study the effectiveness of public service reforms in mature policy environments such as the UK, the US, Australia, New Zealand, and others. However, the public policy and comparative public management literature only offers a limited number of case studies from developing, middle-/upper-middle countries, which rely on concepts of organizational management in addition to narratives on the impact of policy learning from global doctrines, such as Weberianism, New Public Management (NPM), and New Public Governance (NPG), and national politics, on the implementation of administrative reforms in those contexts. Kazakhstan, as a resource-affluent post-Soviet country and a bastion of modernization and ‘open government’ in Central Asia or the Commonwealth of Independent States (CIS) in the post-Soviet era is a case in point. Based on ethnographic research consisting of interviews with elite academics, civil servants, and think-tank activists, as well as reviews of OECD and government strategy reports in Astana, the findings point to a potential abatement of the impact of context constraints such as large power distance and collectivist behavior by context facilitators such as those surrounding the use of ‘trilingualism’ and public diplomacy towards reforms in Kazakhstan particularly in recent years.

Unpacking the relation between learning orientation and product innovation: Does strategic flexibility matter?

Abstract Learning orientation emphasizes the importance of learning from any experience. It is grounded on commitment to learn, shared vision, open‐mindedness, and knowledge sharing. Organizational knowledge management literature based on social complexity theory posits that learning orientation makes companies generate new knowledge through spontaneous multi-level iterations and self-organization. Challenges related to the current business environment requires companies to constantly adjust to remain competitive. Still, the mechanisms making learning-oriented companies more capable to develop innovative product have been scantly explored. Pertinent literature actually conjectures this relationship as spontaneous, directed, and unmediated. Moreover, Small and Medium Enterprises (SMEs)rarely represent the context of analysis of research on this topic. Frequently lacking resources to systematically pursue product innovation, SMEs rely on solutions deriving from the combination of internal knowledge and external sources; thus, these companies depend on learning orientation principles to remain innovative. In this vein, the research aims to understand how learning orientation allows product innovation in SMEs through the achievement of strategic flexibility. Structural equation modelling was used to analyse data from 300 British SMEs. The results demonstrate the mediating role of strategic flexibility in the relationships between learning orientation and product innovation. The importance of innovation culture also emerged.

When and How does in‐role pro‐environmental behavior spill over to extra‐role behavior: Two experimental studies in the retail and education industries

AbstractBy integrating theories of goal proximity and crowding‐out, this research investigates how and when employees' performance of in‐role pro‐environmental behaviors will spill over to future engagement in extra‐role pro‐environmental behaviors. Using two experiments with employees from the retail (N = 338) and education (N = 448) industries, we found a conditional positive spillover effect, mediated by pro‐environmental goal commitment. More specifically, when employees with low intrinsic pro‐environmental motivation received feedback that they had progressed in their in‐role pro‐environmental performance, their extra‐role pro‐environmental behavior intentions increased due to an increased commitment to the pro‐environmental goal. However, when employees had high intrinsic pro‐environmental motivation, this spillover effect was negative (Study 1) or non‐significant (Study 2). To summarize, the positive spillover effect only occurs when employees are not highly intrinsically motivated. Our findings uncover a missing piece in organizational environmental management literature and carry important implications for employee‐oriented initiatives.

Investigating the impact of employee empowerment and autonomy on job satisfaction and organizational commitment Shubhangi Roy

The potential of employee empowerment and autonomy to improve job satisfaction and organizational commitment has drawn attention from scholars and practitioners alike, leading to a focus on these topics in current organizational management literature. To methodically investigate the relationship between employee empowerment, autonomy, work happiness, and organizational commitment, this meta-analysis synthesizes findings from previous empirical investigations. This study aims to offer insights into the degree to which giving employees autonomy and empowerment affects their job satisfaction and commitment to the company through an extensive analysis of pertinent literature.The meta-analysis incorporates a broad spectrum of research that spans different industries, organizational sizes, and geographic regions. With the use of rigorous statistical methods such as moderator analyses and effect size calculations, this study seeks to clarify the complex dynamics that underlie the relationship between work satisfaction, employee autonomy, empowerment, and organizational commitment. To further understand their influence on the observed connections, potential modifiers including personality differences, leadership styles, and corporate culture will be investigated. It is anticipated that the results of this meta-analysis will have significant ramifications for theory and practice. This research aims to provide a thorough knowledge of the mechanisms via which employee autonomy and empowerment affect work satisfaction and organizational commitment by synthesizing empirical evidence from several studies. These perceptions have the potential to promote employee well-being and organizational effectiveness by informing management strategies and policies that strive to develop a more dedicated and engaged workforce. The results indicate that a substantial correlation exists between increased levels of job satisfaction and organizational commitment and employee empowerment, which is defined as the transfer of authority, discretion in decision-making, and access to resources. Similarly, autonomy—that is, giving workers the freedom and flexibility to carry out duties and make decisions—correlates favourably with organizational commitment and job satisfaction. Moreover, the examination pinpoints mediating factors including job engagement, psychological empowerment, and perceived control that elucidate the connections between employee outcomes, autonomy, and empowerment. The significance of cultivating a culture of trust, communication, and support for employee empowerment initiatives is one of the implications for organizational practice. Supervisors must acknowledge the significance of autonomy in augmenting worker motivation, contentment, and dedication, while simultaneously taking into account the situational elements that impact the efficacy of employee empowerment tactics. upcoming

A Study on Employee Well-being Initiatives and Their Impact on Organizational Performance

Employee well-being initiatives have garnered significant attention in contemporary organizational management literature as a means to enhance organizational performance and foster a conducive work environment. This research paper examines the connection between employee well-being initiatives and organizational performance through an extensive review of existing literature and empirical evidence. Drawing upon various theoretical frameworks and case studies, this paper aims to elucidate the mechanisms through which employee well-being initiatives influence key performance indicators such as productivity, employee engagement, retention, and organizational culture. Furthermore, this study investigates the moderating factors that may influence the effectiveness of these initiatives across different organizational contexts. By synthesizing current research findings, this paper provides valuable insights for practitioners and policymakers seeking to implement and optimize employee well-being programs to achieve sustainable organizational success.

The Effects of Demographic Factors on Professional Career Success: An Investigation of Higher Education Staff in South Africa

Professional career success has received great attention in the organisational management literature since the 1980s as organisations strive to attract and retain top talent, understanding the factors that contribute to career success has become imperative. Since it is an important topic for individuals, organisations and researchers, there have been efforts to comprehend the organisational elements and people-related factors that contribute to employees' professional career success. Located within the career development theory, this study aims to understand the sociodemographic aspects of academics that contribute to favourable perceptions of professional career success. Data were collected using a structured questionnaire on 253 male and female academics and the data were analysed using descriptive and inferential statistics, namely the Mann-Whitney and Kruskal-Wallis tests. The results of the empirical survey revealed that there were practical significant differences among academics concerning their job classification, professional experience, and their perceptions of their career as successful. Nonetheless, the findings reported no statistically significant differences among gender and age of academics and their perception of successful professional careers. Additionally, the results showed that job classification and professional experience of academics were significant predictors of professional career success since individuals with higher job classifications often have more autonomy and decision-making power within their organisations and departments. Individuals with more professional experience may have a better understanding of their industry and are required to comply with its requirements. These findings may enrich career success theories and offer developmental recommendations to support academics’ professional career success in higher education institutions in South Africa.

Venture Aging: A Process Model of Legitimacy, Routinization, and Competitor Imitation of Venture Innovation Capabilities

This study proposes a process model that delineates how venture aging results in legitimacy and routinization, and subsequent venture performance. This model addresses the gap between new venture literature and organizational management literature. The resource-based view of the firm and competitive rivalry models are used to develop the theory behind the process model. The model shows that venture aging enhances legitimacy, which is shown to increase competitor attacks and imitation attempts of venture innovation capabilities. Venture routinization increases the inimitability of a venture’s innovation capabilities, which decreases the success of competitors trying to imitate the new venture. The resulting effects on venture performance identify approaches that entrepreneurs can take to increase their chances of successfully navigating the venture aging process. The model assists researchers in further developing the competitive rivalry literature by explaining how factors such as awareness, motivation, and capability of competitors influence venture success.

Increasing Managerial Capabilities in Non-Profit Organizations in Leles Garut

This community service activity aims to analyze strategies for increasing managerial capabilities in non-profit organizations in Leles Garut, Indonesia. Non-profit organizations are faced with unique challenges in their management and operations, requiring innovative approaches to increase effectiveness and social impact. The methods used in this activity include literature analysis, surveys of non-profit organizations in Leles Garut, and interviews with organizational leaders. The results of the activities show that technology integration, human resource development, and business strategy adaptation are key factors in improving managerial capabilities. Technology integration, such as the use of digital platforms for project management and data digitization, has been proven to increase operational efficiency. Training also plays an important role in updating the knowledge and managerial skills of staff. Human resource development through leadership training, mentoring programs, as well as regular evaluation and feedback, supports the formation of competent and adaptive teams. In addition, adapting business strategies through SWOT analysis strengthens an organization's capacity to face competition and changing needs. This activity concludes that non-profit organizations in Leles Garut can achieve improved performance and greater social impact by implementing managerial strategies tailored to their local needs and context. These results provide practical guidance for non-profit organizations in developing managerial capabilities, as well as a theoretical contribution to the non-profit organization management literature.

Risk-Reward in Economics: Academic Career Genealogy

In academia, fostering innovation through interdisciplinary knowledge recombination is essential for growth. However, the balance between novelty and skepticism poses challenges, particularly for early-stage researchers lacking established social capital. While prior studies suggest diverse academic training enhances career prospects, this quantitative genealogical analysis challenges this notion. Drawing on the Family Tree of Trade Economists database, this study finds that having multiple supervisors and diverse academic ancestry doesn’t guarantee academic success. Surprisingly, the presence of academic siblings (shared supervisors) significantly increases the likelihood of securing a tenured position, whereas academic cousins (shared grand-supervisors) show no significant impact. This study, at the nexus of innovation and organizational management literature, informs doctoral students aiming for academic success by emphasizing the strategic choice of affiliations.

WHAT LEADS TO COUNTERPRODUCTIVE WORK BEHAVIOR? PREDICTING THE EFFECT OF RESISTANCE TO CHANGE

There is still limited literature on organizational change management that focuses on examining the impact of resistance to change on deviant work behavior. This study examines the effect of resistance on changes in counterproductive work behavior. Change information is proposed as a moderating variable in the effect of resistance on changes to counterproductive work behavior. This study took a population of lecturers in the context of organizational change in higher education institutions with the establishment of the MBKM Curriculum as a substitute for the previous curriculum. Data were obtained from a sample of 156 using a random sampling technique. Data analysis used the SEM-PLS technique with the Warp-PLS application. The study results prove that resistance to change has a positive effect on counterproductive work behavior. However, the study results contradict the second hypothesis, where the moderating effect of change information is positive. These results contribute to developing organizational change management literature that has not been studied before by providing evidence that resistance to change can lead to counterproductive work behavior. The results of this study also explain the need for organizations to deal with resistance to organizational change shown by employees so that it does not lead to behavior that is detrimental to the organization, such as counterproductive work behavior

Unpacking Errors in Organizations as Processes: Integrating Organizational Research and Operations Management Literature

Unpacking Errors in Organizations as Processes: Integrating Organizational Research and Operations Management Literature

How green human resource management affects employee voluntary workplace green behaviour: An integrated model

AbstractGreen human resource management (GHRM), a set of HRM practices targeted at environmental goals, has been proposed as the key to achieving organisational sustainable development. However, the mechanisms through which GHRM influences employee green behaviour are not yet well understood. Drawing on conservation of resources theory, this study presents an integrated model revealing the mixed effects of GHRM on employees' voluntary workplace green behaviour (VWGB). Path analysis based on two studies undertaken in China largely supported our hypotheses. Specifically, GHRM was found to positively influence employees' VWGB through environmental commitment, while simultaneously decreasing their VWGB through emotional exhaustion. Meanwhile, supervisory support for environmental behaviour mitigated the impact of GHRM on emotional exhaustion as well as the relationship between GHRM and employee VWGB via emotional exhaustion. This study contributes to the GHRM literature in particular and organisational environmental management literature in general.

An interview designed to promote mental health in organizations

IntroductionIn a broad literature review on the subject we did not find structured interviews in the context of mental health in organizations. However, interviews are in common use in the business field. In Family Science assessment methods of families have fallen into two main categories. The first one is comprised of methods based on the evaluation of family members’ individual answers, while the second is based on the evaluation of group answers. The Structured Family Business Interview (SBFI) presented is based in important systemic studies and psychological practices with families and it belongs to the second methodObjectivesThe purposes of this study is present a structured interview called the Structured Family Business Interview (SBFI) that is a theoretical and practical contribution to access and to promote mental health in organizations.MethodsThe Structured Family Business Interview (SFBI) is a structured interview comprised of six tasks which are assigned to the family as a group some of them are hypothetical or role-play type, and they are addressed to a particular family group in the family business.The relational processes is observed first-hand by the interviewer and by a trained observer who audio-records and documents the non-verbal signals.ResultsThis technique was developed and tested in family firm context. In this section we will present illustrative answers to various dimensions studied in a large research project in mental health with family businesses. Results show good indicators of the SFBI capacity to assess dynamic and systemics dimensions of the teams in family firm. Those dimensions are: communication, rules, roles, conflicts, integration and aggressiveness analyzed to promote health resources and human and organizational development. The research with several work teams indicate that it allows for a precise evaluation of the variables.ConclusionsThe Structured Family Business Interview specifically designed for family business takes into account intangible variables described in the organizational management literature like the systemic constructs that has a strong impact on the health of organizations. In addition to the specific contribution to management tools, it is expected that this interview may help to develop new studies and practices about organizational health in work and in family businesses.Disclosure of InterestNone Declared

A meta‐analysis of the nomological network of knowledge hiding in organizations

AbstractOver the past two decades, knowledge hiding has rapidly emerged as an important research stream in organizational behavior and knowledge management literature. However, our understanding of this phenomenon is limited, because of a lack of synthesis across the nomological network of knowledge hiding and its related constructs. Therefore, we present the first comprehensive meta‐analysis (k = 104 studies, representing N = 31,822 employees) of the nomological network of knowledge hiding. We examined twenty‐five antecedents and seven outcomes of knowledge hiding along with its three dimensions (i.e., evasive hiding, playing dumb, and rationalized hiding). We also examined the distinctiveness between knowledge hiding and knowledge sharing as well as among evasive hiding, playing dumb, and rationalized hiding dimensions of knowledge hiding to establish their relative contribution to the nomological network of knowledge hiding. Additionally, we conducted exploratory analyses considering the association between demographics and knowledge hiding and the moderating effects of demographic, methodological, and industrial settings. Overall, we present the first meta‐analytic study that not only summarizes the extensive body of empirical knowledge hiding literature but also follows contemporary meta‐analytic methods and best practices to produce scientific findings that are transparent and reproducible. Our results likewise contribute to theorizing on knowledge hiding and offer practical implications and actionable directions for future research on knowledge hiding.

The Effectiveness of Humble Leadership to Mitigate Employee Burnout in the Healthcare Sector: A Structural Equation Model Approach

The discussion on employee burnout (BOT) has existed in academic literature for a long time. While BOT was identified as a personal issue, there is a lack of a system approach solution. In this regard, a milestone was achieved in 2019 when the World Health Organization (WHO) introduced a new definition of BOT, recognising it as an occupational phenomenon, thereby placing a greater responsibility on organisational leadership to manage it. Since then, different leadership models have been proposed by scholars to reduce the effect of BOT in an organisation. Humble leadership (HL), as a people-first approach, has recently gained importance in organisational management literature. Studies have indicated that HL significantly influences different employee outcomes. However, research on the significance of HL to mitigate BOT of employees was scarce—similarly, on the underlying mechanisms of how and why. While HL has the potential to reduce BOT in an organisation, little or no research has studied it. Acknowledging these knowledge gaps, the basic aim of this study is to enrich the existing body of knowledge by proposing HL as an effective organisational management strategy to reduce the effect of BOT in the healthcare sector. The study introduces two mediators, work engagement (WREN) and subjective wellbeing (SUBW), to explain the underlying mechanism between HL and BOT. The conditional indirect role of altruism (ALM) was also tested. The data were obtained from hospital employees by employing a survey method (questionnaire, n = 303). Structural equation model (SEM) was considered for testing the hypothesised model to study the interrelationships between variables. The results confirmed that the manifestation of HL in an organisation reduces BOT significantly, and WREN and SUBW mediate this relationship. The study also demonstrates the buffering effect of ALM in the above-proposed relationships. The empirical findings offer multiple contributions in theory and practice, among which the most important one was to realise the profound importance of HL in reducing the effect of BOT in healthcare management.

Reducing Healthcare Employees' Burnout through Ethical Leadership: The Role of Altruism and Motivation.

Globally, employee burnout (EBO) is a black swan in healthcare management. Previous organizational management literature shows that EBO was often misunderstood by assuming it as a personal issue. However, the new definition by the World Health Organization (WHO) clearly indicates that EBO is an occupational phenomenon that places responsibility on organizations to manage it. Although recent evidence suggests ethical leadership (ELP) style may be important to mitigate EBO, shockingly, such relationships were not tested in healthcare systems, especially in low- and middle-income countries. Filling this knowledge gap in the existing body of knowledge, this study aimed to investigate the ELP–EBO relationship. To explain the underlying mechanism of how ELP reduces EBO, this study included two psychological factors as a mediator and a moderator: altruism (AL) and intrinsic motivation (IM). The data were obtained from hospital employees via a self-administered questionnaire (n = 289, paper-pencil method). A hypothetical framework was designed and tested for empirical validation through structural equation modeling (SEM). Empirical evidence confirmed that ELP reduces the risk of burnout among hospital employees, and AL mediates this relationship. The results also confirmed the conditional indirect role of IM in the above proposed mediated relationship. This study’s outcomes can help hospital administration deal with EBO’s epidemic in an ELP framework. Other, different implications have also been discussed in detail.

Resistance: Faces of power and how identity is reflected

Purpose: Burn to be heard, #Blacklivesmatter, #COVID-19. These slogans have sharpened society’s focus on inequality and resistance to injustice. Power in organisational management literature has predominantly been confined to power dynamics related to organisational structure or hierarchy and applying an identity lens has been limited to subjective forms of power. This study applied the typology of Fleming and Spicer, who identified four forms or faces of power, explaining resistance and articulating forms of potentially hidden disenfranchisement. The research aimed to expand on Fleming and Spicer’s discourse on power in organisations and resistance against this power.Design: The explorative nature of the research question called for the application of an interpretive lens – through qualitative research – using the grounded theory approach in a case study design. Semi-structured interviews were conducted with stakeholders involved in the process we set out to explore.Findings: It was found that domineering power-constrained people and a subjectified identity led to a state of patiency. Through a collective identity and discursive resistance, manipulation gave rise to coercion.Practical implications: Understanding how systemic as well as episodic forms of power are present in the organisation and experienced by different stakeholders will help leaders avoid negative unintended consequences of power and potential marginalisation.Value: Fleming and Spicer described systemic and episodic dynamics as two broad constructs of power but questioned how and why one dimension may dominate the other. By explicating the interplay between power and resistance, through an identity lens, this study explains how different forms of power are effective at different times.

WORKPLACE HUMOR: ANTECEDENTS AND CONSQUENCES

Purpose-In the last three years, individuals have been faced with many challenging events that will make them feel negative. Pandemics, economic crises and wars affect the daily lives of individuals as well as their business lives. In addition, employees state that they work under high pressure and often feel unhappy. Studies show that positive emotions and situations have positive outcomes such as employee performance and organizational citizenship behavior. In this context, employees need factors that will increase their positive emotions and situations. Although humor is an unusual concept for workplaces that are considered serious by nature, it has recently attracted the attention of both managers and academics. The purpose of this research is to examine the antecedents and consequences of humor in the workplace. Methodology- In this study, quantitative and qualitative methods will be used together. First, a qualitative research will be conducted and employees will be asked what they understand from humor in the workplace. Then, content analysis will be made and common themes will be revealed. In the second stage, a survey will be conducted with the existing scales in the literature. Findings- In the research, firstly, white-collar and 5 years of work experience were asked to define the concept of humor in the workplace, then they were asked what their suggestions were to improve humor, and finally, they were asked what positive outcomes they had on the days when they felt the sense of humor. Conclusion- As a result of this study, humor in the workplace in Turkey has been examined. After the qualitative part of the research, study two, which is the quantitative part, will be started. After the concept of humor is defined by Turkish employees, the proposed research model will be tested in the light of organizational behaviour and management literature. In the research model, playful work design is suggested as the premise of the sense of humor, and creativity and knowledge sharing as its output. Questionnaire method will be used to test the research model. The research model will be tested using structural equation modeling. Keywords: Humor,organizational culture, knowledge sharing, creativity, playfulness, work design. JEL Codes: M12, M1O, M14