Organizational Intention Research Articles

Who Is out There? Exploring the Effects of Trust and Perceived Risk on SaaS Adoption Intentions

Software as a Service (SaaS) is a relatively new organizational application sourcing alternative, offering organizations the option to access applications — via the Internet — that are remotely hosted on offsite servers instead of installing equivalent applications in-house, thus presumably saving costs. Although SaaS has been offered since the late 1990s, so far it has not become a dominant sourcing alternative for organizational core applications, in spite of the fact that most leading IT companies now offer remotely-hosted organization-wide applications. This study conceptualized and empirically tested a model of the effects of the perceived risk of SaaS and trust in the SaaS vendor community on the organizational intention to adopt SaaS at this early stage of the SaaS market. Three novel, risk-related constructs were developed: perceived risk of SaaS, perceived risk of systems unavailability, and perceived risk of data insecurity. Likewise, three new trust-related constructs were also conceived: trust in the SaaS vendor community, perceived capabilities and perceived reputation of the SaaS vendor community. An empirical test of the model demonstrated the negative effect of perceived risk and the positive effects of trust in, and the reputation of, the SaaS vendor community, on the intention to adopt SaaS. Trust in the SaaS vendor community was also found to strongly affect all three risk concepts.

Commitment and turnover intention in the UAE oil industry

This paper aims to explore the links between two components of commitment – affective and continuance – and employees' intention to stay/quit in the oil industry. A self-administered questionnaire was used in order to collect study data from 600 employees representing three levels of management. Eight hypotheses were developed such as there is no significant relationship between affective commitment and intention to quit the organization, there is no significant relationship between affective commitment and intention to stay with the organization, there is no significant relationship between personal variables and organizational commitment and its dimensions, and there is no significant relationship between job-related variables and organizational commitment and its dimensions. These hypotheses were examined using various tests drawn from the SPSS program, for example, correlations, factor analysis and multiple regressions. Findings confirmed the multidimensionality nature of commitment. A significant negative relationship between organizational commitment and intention to quit was also reported. The results related to demographic factors and commitment show some evidences that support these links. The implications of the findings for both practitioners and researchers are discussed in the paper with some guidelines for future research in this field.

The Effect of Foodservice Franchise Restaurant Employees' Group Cohesiveness on Organizational Commitment and Turnover Intention - A Moderating Effect of Full-time and Part-time Employment

The Effect of Foodservice Franchise Restaurant Employees' Group Cohesiveness on Organizational Commitment and Turnover Intention - A Moderating Effect of Full-time and Part-time Employment

The Effect of Foodservice Franchise Restaurant Employees' Group Cohesiveness on Organizational Commitment and Turnover Intention - A Moderating Effect of Full-time and Part-time Employment

The Effect of Foodservice Franchise Restaurant Employees' Group Cohesiveness on Organizational Commitment and Turnover Intention - A Moderating Effect of Full-time and Part-time Employment

The end of the information system life

Considerable information systems (IS) research has sought to understand the adoption, implementation, and use of information systems. In contrast, the literature offers only limited insight into end-of-life issues such as those surrounding the nature of, and basis for, organizational IS discontinuance. This situation, in conjunction with the dramatic impact that discontinuance can have on organizational performance and measures of system success, suggests a strong need for further research. Since the absence of sound theoretical frameworks can impede such research, this paper offers a theoretical model of IS discontinuance that seeks to account for organizational intention to discontinue the use of an information system. The model is based on the premise that forces contributing to the formation of discontinuance intentions are opposed by inertial tendencies in favor of the status quo. Environmental change and organizational initiative are posited to be the two broad forces driving an information system toward the end of its useful life. Organizational investments in the system, system embeddedness within the organization, and mimetic isomorphism are then seen to constrain the extent to which change forces lead to the emergence of organizational discontinuance intentions. A series of propositions are offered and related guidance is provided for those interested in pursuing further research. An exploration of how the proposed model can be generalized to other discontinuance decisions such as the decision to terminate the use of an IS standard or management practice is also offered for interested readers.

What Next for the Millennium Development Goals?

It is just about time for yet another round of internationaldevelopment goals. The Millennium Development Goals(MDGs) – the eight goals, 20 targets and 60+ indicatorsthat came out of the United Nations in 2000 – are comingto the end of their natural life. Although the official enddate is not until 2015, if your country is not close to reach-ing the MDGs now, there is simply not much time tocatch up. (Helpfully, the UN’s MDG Monitor websitecounts down to 2015 by the second.)As 2015 ticks ever closer, international bureaucrats (andI use that term affectionately since I have been one) aredeciding how to cook up the nextround of goals. We can be assuredthat there will be another round ofMDG-like goals sometime fairly soonbecause this has been the consistentpattern for much of the last century.My colleague Michael Clemens docu-ments how global universal primaryeducation has been repeatedly prom-ised by grand international summitssince at least 1934, even if their actual impact has beenquestionable (Clemens, 2004).So what should MDGs redux look like if we want themto be constructive and not merely more of the same? Agood place to start is to consider the pluses and minuses ofthe current set. On the positive side, the MDGs have beenhugely successful at fundraising. The MDGs evolved outof a set of goals created at the OECD in the mid-1990s asa direct attempt to try to reverse the steep cuts in foreignaid after the dissolution of the Soviet Union. Total aidplummeted by more than 20 per cent between 1992 and1997, prompting waves of panic within the aid community.At the time of the September 2000 UN Summit when theMDGs were adopted unanimously by the largest-ever gath-ering of heads of state, total aid was around $60 billion peryear. By 2005 the level had doubled to around $120 billionand it has hovered around this level ever since. Coinciden-tally, a series of ‘MDG costing studies’ suggested that justsuch a doubling was necessary for those goals to beachieved (Devarajan et al., 2002; Zedillo, 2001). A linkbetween the MDGs and this spike in aid seems highlyplausible. Nearly all donor countries justified their increaseson the basis of, if not directly meeting the MDGs, helpingto reach MDG-like goals, such as fighting poverty, educat-ing children or stemming the HIV⁄AIDS pandemic.Another useful contribution of the MDGs has been tofocus the development community – and the taxpayingpublic – on outcomes, if somewhat belatedly. Although itseems obvious today to track progress on intended targets,common practice in the past was simply to calculate inputs:how much money was spent, how many books werebought, etc., rather than on the hoped-for changes incountries, such as healthier and more educated people.Finding out what is actually happening on the ground notonly helps to establish if money andeffort are reaching their intendedobjectives, but also helps to makecritical efficiency decisions. If we aimfor educated children, a logical firststep is at least to know how manykids are enrolled in school. It alsoprovides a baseline for deeper evalua-tion that can help make policy deci-sions, such as: is it better to useadditional marginal dollars to build schools or pay teachershigher salaries or fight diseases that too often keep kidsout of school? In fact, the approach of finding out how weare actually doing is obvious now in part because of theMDGs. Tracking and reporting have become mainstream –and it is not too much of a stretch to give the goals part ofthe credit.Yet, the MDGs also have some serious weaknesses.While the goals were initially intended as global aspira-tions, they quickly became actual targets for countries.Some of this was (likely well-intentioned if lazy) misuse ofthe goals as a replacement for national targets. If Goal Fivesays that the maternal mortality ratio should be reduced bythree-quarters, then that has been the target assigned toNiger, Cambodia and Honduras as well. Some of thistransfer to national goals was however by design, such asGoal Two which calls for universal completion of primaryschooling.But does it really make sense for all countries around theworld to have the same goals? Should China and CapeVerde be applying the same objectives and measuringsticks? More to the point, should we be determining the‘success’ or ‘failure’ of a country’s efforts at progress based

Consumer Satisfaction and Repatronage Intentions Following a Business Failure: The Importance of Perceived Control with an Organizational Complaint

The purpose of this study was to examine consumers' perceptions of control regarding complaints to organizations. Participants were 134 people recruited to write genuine letters of complaint to organizations that had recently failed them. Consumers' perceptions of their communicative control were examined as they related to satisfaction with organizational recovery efforts and intent to do business with organizations in the future. Results indicated that providing evidence that a person made an impact on an organization through his or her complaint led to increased satisfaction with an organizational response and higher intent to do business with an organization in the future.

A Structural Model of Teacher Role Stress, Satisfaction, Commitment, and Intentions to Leave: A Comment on Conley and you (2009)

Conley and You assessed the plausibility of three alternative model specifications of the relations between role stressors (i.e., role conflict, role ambiguity, and role overload) and organizational commitment, satisfaction, and turnover intentions among a sample of 178 teachers employed in four Southern California high schools. Using structural equations modeling procedures to evaluate their data, the authors reported the best fit for their "fully mediated effects" model wherein there was a "strong causal path from role ambiguity and role conflict --> satisfaction --> commitment --> intentions to leave" (p. 781). This note addresses methodological issues with the present study and provides suggestions for follow-up efforts designed to replicate and/or extend this line of research.

Failing the high seas: A global evaluation of regional fisheries management organizations

Abstract Regional fisheries management organizations (RFMOs) collectively manage the largest distinct area of the world, the high seas, but their effectiveness in conserving the fish stocks therein has been questioned lately, as many stocks have declined. This study quantitatively assesses the effectiveness of the world's 18 RFMOs, based on a two-tiered approach, concentrating first on their performance ‘on paper’ and secondly, in practice. The former was determined by assessing how well RFMOs scored against 26 criteria that together reflect current RFMO best practices. The latter assessment referenced the current state of the stocks RFMOs manage, through biomass and fishing mortality reference points and biomass trends through time. Results show low performance of RFMOs for both assessments, i.e., average scores of 57% and 49%, respectively. The latter result is emphasized by findings that reflect two-thirds of stocks fished on the high seas and under RFMO management are either depleted or overexploited. Findings also indicate that there is no connection between the two sets of scores, suggesting a disparity between organization intent and action.

내부고객의 직무만족이 조직몰입과 이직의도에 미치는 영향

The purpose of this study was to investigate the relationship between the degree and the intention of Job Satisfaction and Organizational Commitment, Turnover Intention of Internal Customer Tourist Hotel in Gyeongju area. Followings were the results of inspection through positive analysis about the problems presented in this study. There was a interaction between the degree Internal Customer related of job satisfaction or Organizational Commitment and the negatively related to Turnover Intention and job satisfaction of Organizational Commitment. The results, revealed that Internal Customer of job satisfaction was positively related Organizational Commitment (t=13.160) and negatively related to Turnover Intention(t=5.470). Lastly, out of the period of field practice, fairness was significant to the intention Organizational Commitment and Turnover Intention of Internal Customer Tourist Hotel. The elements that had an effect on fairness were exact commuting time, well-arranged menu and well-formed table of duty.

Failures to enact the future—A social practice perspective

To be successful, organisational foresight requires a multitude of perspectives and faculties. We have adopted a social practice perspective, which we base within an interpretative world view, to better understand how organisational foresight is enacted. This offers a reading of the phenomena, of which the essential contribution is that organisational foresight is more than an organisational property; it is something that reflective people do as they engage with various inputs from the outside and as a result of the continuous interaction between activity systems and their constituting elements. A longitudinal case study illustrates the importance of understanding the construction of collective and individual meaning in working with organisational foresight. The study shows how the inherent rigidity of the existing activity system and the weak ties between these diverse subsets of the organisation may block the interaction between emerging social practices and organisational intentions resulting in ongoing failures of understanding and enactment. A model is developed to include these parameters in an augmented activity systems model. Based on this we have identified the linking of organisational levels as one of the key dimensions to be considered for which the social practice perspective holds significant explanatory strength.

Feeling Committed to Work: How Specific Forms of Work-Commitment Predict Work Behavior and Performance Over Time

Previous research revealed that commitment to more specific foci than the organization as a whole is better suited to predict specific employee behaviors. We extend this research by proposing and evaluating specific forms of work commitment that are applicable across a broad range of work situations: work-group, work-content, and work-results commitment. Two studies (N 1 = 16,389; N 2 = 482) supported the distinction between these forms of work commitment, in addition to affective and continuance organizational commitment. Corroborating our predictions, organizational commitment predicted organizational turnover intentions and actual turnover, whereas the three forms of work commitment substantially improved the prediction of self-reported (Study 1) and objective (Study 2) measures of internal mobility and job performance over time.

Trust in leadership in sport: An empirical study of ethnicity and gender

The importance of trust for sustaining human relationships and organizational effectiveness in the workplace has been increasingly recognized in the past decades. Trust has been examined in different settings such as interpersonal trust, dyadic trust, inter-organizational trust, societal trust, peer trust in the workplace, organizational trust and trust in leadership. Among these, trust in leadership may especially be important for organizations. Trust in leadership has been related to outcomes such as the quality of communication and problem-solving, discretionary effort, organizational commitment, organizational citizenship behaviour, job satisfaction and intention to remain. This study investigated how ethnicity and gender affect the perceived trustworthiness of a coach and athlete’s trust in the coach. Given the interaction relationship between athletes and their coaches (Chelladurai, 2006), the study examined not only the ethnicity and gender of the athletes, but also that of the coaches. A questionnaire which was used in a previous study (Zhang, 2004) was adapted to collect data from student-athletes enrolled at universities in South Africa. The demographics section was adapted for participants in South Africa. All variables in the questionnaire were measured on a 5-point Likert-type scale ranging from 1 (strongly agree) to (strongly disagree), unless otherwise indicated. Descriptive statistics and a series of Multivariate Analysis of Variance (MANOVA) were utilized. Descriptive statistics were calculated to present the basic characteristics of the data. MANOVAs were conducted to test the hypotheses. The results of the study provide empirical evidence that the identified variables play a significant role in developing trust between the trustee (coach) and trustor (athlete). The results indicate that human perceptions of fairness are the same regardless of gender and ethnic differences. It also confirmed that interpersonal trust is a multidimensional construct that is dependent on various factors. The study found that there was no significant difference in the perceived characteristics of the coach and athlete’s trust in the coach between White athletes and non-White athletes. It was found that female athletes had higher level of trust in the coach and perceived the coach to have more justice, benevolence, competence, and integrity. The results further showed that athletes with a White coach had much higher perceptions of the coach’s competence than athletes with a non-White coach. The findings indicate that athletes in general have a predisposition to trusting coaches. In the South African context, this may perhaps be a positive finding since the presence of mutual trust could be an enabling mechanism to develop cohesiveness in sport organisations thereby ensuring that both coaches and athletes work more effectively.

Unraveling the Relationship between Employees’ Perception to Organization and Turnover Intentions: Exploring the Mediating Effects of Trust to Organization

The editorial board announced that this article has been retracted on July 21, 2015. If you have any further question, please contact us at: ijbm@ccsenet.org

비영리기관 후원자의 관계지속의도

비영리 기관에 있어서 기관의 활동을 원활하게 수행하기 위해서 후원자와의 관계지속이 매우 중요한 부분이다. 비영리 기관의 재정원천인 후원금과 후원자의 자발적인 봉사는 후원 기관과의 지속적인 관계유지에 의해서 이루어진다고 할 수 있다. 그러나 우리나라 비영리기관들은 이러한 중요성에도 불구하고 후원자에 대한 체계적인 관리는 상대적으로 미흡했던 것이 현실이다. 본 연구는 후원자와 후원기관에 대한 관계지속성에 대한 연구로서 후원기관의 이미지, 서비스 품질, 윤리, 활동성과, 만족도, 기관신뢰와 후원지속의도를 변수로 해서 연구를 진행하고자 한다. 후원행위에 대한 개념적 정의와 후원행위에 영향을 주는 변수들간에 관계성을 기초로 후원자와 후원기관의 관계지속의도 모형을 도출해 보고 그 모형을 바탕으로 비영리기관의 마케팅 시사점을 제시하고자 한다. 서울시내 복지기관을 후원하고 있는 236명을 대상으로 8개의 가설을 검증한 결과 후원기관의 서비스품질과 기관신뢰도 관계, 서비스품질과 만족도 관계, 활동성과와 서비스품질에 영향을 주지 않는 것으로 나타나고 있고, 이는 비영리기관에 대한 서비스품질에 대한 개념이 아직 형성되지 않아 신뢰나 만족도에 영향을 주지 않는 것으로 볼 수 있다. 기타 가설은 관계성이 있는 것으로 나타났다. 따라서 후원지속의도 및 기관신뢰를 높이기 위해서는 적극적인 마케팅활동을 통해서 이미지나 활동성과를 후원자들에게 알릴 필요가 있다. It a very important part to keep a good relationship with supporters to promote the activities smoothly in non-profit-making organizations. The donation, a financial source of non-profit-making organizations, and the volunteer activities of supporters are also born from the identity with the supportive organizations. This research is a study about the relationship sustainability with supporters and supportive organizations, which is practiced with the variables of image, service quality, ethics, activity, satisfaction, trust, and intent of sustaining their support of supportive organizations. This research aims at making the model of relationship-sustaining intent of supporters and supportive organizations on the bass of the relationship between the conceptual definition about supportive activities and the variables influencing the supportive activities, and at suggesting the marketing points of non-profit-making organizations on the base of the model. This is because the concept of service quality about non-profit-making organizations has not been formed yet, and so it does not influence the trust or the satisfaction. Other assumptions seemed to have some relationship. As a result, in order to increase the intent of sustaining support and the trust in organizations, they need to inform supporters of the image or the results of activities by means of active marketing activities.

Manager organizational commitment: a question of support or image?

This paper draws from two separate but complementary theories, namely social exchange theory and social identity theory, as a means of understanding the organizational antecedents of organizational commitment. Its purpose is to study the connections between the characteristics of work in the organization (a source of perceived organizational support), the characteristics of the organization (reflected in perceived external prestige), organizational commitment and turnover intentions. We test our assumption using a sample of 249 managers and a longitudinal design. The results show that perceived organizational support and perceived prestige are differently influenced by the characteristics of and in the organization. This suggests that the characteristics of the firm, reflected in the notion of perceived external prestige, play a complementary role to the characteristics of work in the organization, reflected in perceived organizational support, in shaping organizational commitment and turnover intentions.

The Role of Public Relations in the Contemporary Society

Public relations - regarded as a complex of methods and techniques concerning image management and the success of different organizations' activities - impose themselves increasingly in a constantly changing world, characterized by diversity, interdependencies on a socio-economical level but, also, instability or disputes. Whether it is present in the private or public areas, PR contributes not only to the good of the organization, but also to the general public's interest. In other words, the interest of the organization might be aligned to the problems and desires of its public. If the organization as a whole has a good image amongst its public, the latter will have a sympathetic attitude towards the organization's actions and will help it surpass situations of crisis. Under the circumstances, communication through public relations offers multiple ways of expressing the organization's intentions, position and achievements, of getting feedback from the public by establishing interactive connections between different social entities. From this point of view, a modern society could not function without the constant presence and influence of public relations.

Narratives as sensemaking accounts: the case of an R&D laboratory

PurposeWhile conventional wisdom suggests that sensemaking is targeted towards consensual understanding of the organization's intent and action, the objective of this study is to explore a different angle of sensemaking, namely, a situation of change and crisis in which the sensemaking process focuses on presenting the organization's members with an alternative understanding of its worldview, norms, and values.Design/methodology/approachThe paper is based on a three‐year ethnographic field study. Data collection was based on the principles of qualitative research: participant observation, induction, interpretation, close proximity and unmediated relationships with the subjects investigated. The ethnographic method enabled collection of rich data, mainly by viewing the organizational context from its members' perspective, essential for studying.FindingsThe paper presents multiple cultural sensemaking accounts and the varied ways that the subjects use their diverse cultural resources and repertoires – ranging from intense ideological commitment to pure science to opportunistic views of their scientific work – in promoting their own, as well as their organization's survival. The study indicates that variations of conflict‐oriented sensemaking accounts can serve management's strategic quest for hegemony.Research limitations/implicationsQualitative research approaches position the researcher to learn through participative observation. The researcher acts as a participant in the activities under study and instead of attempting to control procedures and measure qualities of outcomes, the researcher becomes part of the target of study itself.Practical implicationsThis paper shows that conflict and power relations are ubiquitous to sensemaking, and that multiple accounts can be inherent in sensemaking work. We suggest that the study of sensemaking should also consider conflict as an alternative sensemaking mechanism.Originality/valueSensemaking is usually described as positive and consensual in nature. Yet, as our study shows, when evolving from conflicting viewpoints, accounts and actions sensemaking can support dissension.

Review: Predictors of hospitals' organizational climates and nurses' intent to stay in Jordanian hospitals

Review: Predictors of hospitals' organizational climates and nurses' intent to stay in Jordanian hospitals

Russia and the Shanghai Cooperation Organization: Moscow’s Lonely Road from Bishkek to Dushanbe

One of Russian leader Vladimir Putin's most important foreign- policy initiatives has been the Shanghai Cooperation Organization (SCO)-a regional international organization he cofounded in 2001 that groups together Russia, China, Kazakhstan, Kyrgyzstan, Tajikistan, and Uzbekistan. The stated aims of the SCO are to combat the three evils of terrorism, separatism, and extremism, as well as to promote various forms of cooperation among the member governments. In addition to these stated goals, however, Moscow has attempted to make use of the organization to resist efforts at democratization emanating from inside and outside the member states, to limit American and other Western influence in Central Asia, and to promote Russian foreign-policy goals generally. Up through the August 2007 SCO summit in Bishkek, Putin had good reason to be pleased with the SCO. Although there were some important differences among various members, the SCO appeared to be a useful mechanism for advancing Moscow's priorities. In the year leading up to the August 2008 summit in Dushanbe, however, Moscow has experienced a number of setbacks with regard to the SCO. The most important of these occurred at the Dushanbe summit itself when the SCO members refused to endorse Moscow's military action in Georgia or its recognition of Abkhaz and South Ossetian independence. Although both the SCO and Russian membership in the organization will undoubtedly continue, these events suggest that the SCO's utility for advancing Russian foreign-policy aims is quite limited. The SCO grew out of the Shanghai Five, which was established in 1996 in order to resolve border issues between China on the one hand and the four former Soviet republics neighboring it (Russia, Kazakhstan, Kyrgyzstan, and Tajikistan). At the group's July 2000 summit (the first attended by President Putin), the leaders announced the organization's intention to wield significant influence not just in the region, but globally as well. With the addition of Uzbekistan at the June 2001 summit, the Shanghai Five became the SCO. The first SCO joint military exercise, though only involving about 1,000 servicemen, took place in 2003. Mongolia gained observer status at the June 2004 summit. What happened at the 2005, 2006, and 2007 summits in particular gave the impression that the SCO was emerging as a powerful organization successfully challenging American hegemony. Shortly before the July 2005 summit, the United States and other Western governments criticized Uzbekistan for using force to suppress largely peaceful demonstrators in the town of Andijon. Uzbek leader Islam Karimov took offense at this and demanded that the U.S. forces that he had allowed into his country after 9/11 be withdrawn within six months. At the July 2005 SCO summit shortly thereafter, the SCO presidents issued a joint declaration calling upon the United States to set a timetable for pulling out all the military bases it had acquired in Central Asia after 9/11. Washington did indeed withdraw the forces it had stationed in Uzbekistan a few months later, and had to pay considerably more in order to retain its base in Kyrgyzstan. In addition, Iran, Pakistan, and India were granted SCO observer status in 2005. The 2006 SCO summit was noteworthy because it was the first one attended by Iran's sharply anti-American president, Mahmoud Ahmadinejad (he also attended the 2007 and 2008 summits). His presence raised concerns that the SCO might encourage or even support Tehran's confrontational approach toward the West. At the time of the 2007 SCO summit, SCO military exercises took place in China and Russia involving 6,000 troops. This raised concerns in the West that the SCO could become a military alliance. Despite all this, it was clear that there were important differences among the SCO members. Putin in particular saw security cooperation as the primary focus of the SCO, whereas the Chinese leadership viewed economic cooperation as its primary purpose. …