Organizational Management Research Research Articles

Organizational Error Tolerance and Change-Oriented Organizational Citizenship Behavior: Mediating Role of Psychological Empowerment and Moderating Role of Public Service Motivation.

Error management is an important element of organizational management research, and organizational error tolerance has gradually received attention from researchers in recent years. Most previous studies concluded that organizational error tolerance positively affects both the perceived organizational support and job performance of public sector employees, but few have examined the relationship between organizational error tolerance and change-oriented organizational citizenship behavior. This research examines how organizational error tolerance affects change-oriented organizational citizenship behavior using an experimental approach (Study 1, N = 162 and Study 2, N = 228) and a field survey approach (Study 3, N = 377). The results indicate that organizational error tolerance increases psychological empowerment, which in turn increases change-oriented organizational citizenship behavior. Public service motivation plays a moderating role in this process. Specifically, the positive mediating effect of organizational error tolerance on change-oriented organizational citizenship behavior through psychological empowerment was not significant when the level of public service motivation was high, while it was significant when the level of public service motivation was low. This study clarifies the mechanism and boundary conditions of the effect of organizational error tolerance on change-oriented organizational citizenship behavior, provides a more comprehensive and dialectical perspective for research on organizational error tolerance, and extends research on psychological empowerment and change-oriented organizational citizenship behavior.

The Impact of AI on Organizational Employees: A Literature Review

The quick advancement of artificial intelligence technologies represents a backdrop that cannot be disregarded in contemporary organizational management practice and research. Based on the field of human resource management, the study reviews and summarizes the impact of AI on the subject of human resource decision-making—employees—from the viewpoint of organizational management. This study takes two important research directions of AI and organizational management research at the individual level, and summarizes the research on employees' adoption of AI technology and the impact of AI on them individually in organizations. The adoption of AI technology by employees is influenced by technological, organizational and personal factors. AI technology shows the advantage of augmentation effect on employees on the one hand, and the phenomenon of automation, i.e. substitution effect on the other. Organizations should place a high value on the new changes that AI has made to the workplaces, attach importance to employees' attitudes, psychological and behavioral responses to new intelligent technologies. Utilize AI technologies to support decisions and promote the development of the new model of "AI+HRM".

Enterprise Organization Management Research and Practical Application

This paper takes the development department of Nanjing Agricultural University as the research object for organization management research. Using organizational culture and values as the driving force, and based on the establishment model of employer brand, this paper proposes talent management and development policies and sorts out the existing organizational culture and values of the department. Besides, this paper also explains theoretical concepts and methodological paths that can be applied to an organization. Then, the methods of establishing the organizational culture and values of the department are explained by relating the experience of teachers and students to the experience of employees. Strategies are then proposed to attract, select, train, and retain top talents, and strive for the realization of the strategic goals of the school.

Leadership in the New Normal Era After Covid-19

The researcher aims to study leadership and organizational management in the New Normal era. The 5 leadership qualities (Vi-STAR Model) consist of vision, systems thinking, technology, responsibility, and flexibility. survive in the New Normal era and bring the results from the study to develop leadership and organizational management in the New Normal era of executives in the organization. Nowadays, the "New Normal" lifestyle after the COVID-19 crisis is the first and most noticeable thing. It is expected that everyone must be directly involved. lifestyles that must change into something called "New Normal" or "New Normal", as time passes until familiarity becomes part of the normal way of life of people in the society during the outbreak of the Coronavirus 2019 (Covid-19). cause a big change in the world The so-called New Normal era (New normal) is a new normal life. so that life can move on The management of the organization must be adapted to survive and be able to continue the business. Therefore, executive leadership is very important for the organization to achieve its goals effectively. Therefore, the researcher is interested in studying leadership in the New Normal era in the postCOVID-19 world. To develop leadership and what is necessary for business administration in the New Normal era in the post-COVID-19 world by collecting data from a group of 515 business executives in the private sector and using a questionnaire as a tool. Statistics used in data analysis include statistics used in data analysis, including mean (MEAN), standard deviation (SD), and structural equation analysis (SEM). The research found that The results showed that Hypothesis 1 (H1) Leadership and Organizational Management in the New Era Leadership and organizational management in the New Normal Era DE=0.418* accept the research hypothesis and Hypothesis 1 (H2) Leadership and Organizational Management in the New Normal Era, leadership. 5 factors (Vi-STAR Model), consisting of 1) vision, 2) systems thinking, 3) technology, 4) responsibility, and 5) flexibility and leadership can influence the management of the organization to achieve its goals and survive in the New Normal era. DE=0.342*, IE=0.247*Accept the hypothesis of leadership and organizational management research in the New Era. 5 normal leadership qualities (Vi-STAR Model) consist of vision, systems thinking, technology, responsibility, and flexibility. There was no statistically significant influence on corporate executives in the private sector.

The transformational leadership of Executives in the new normal era.

The researcher's aim to study transformational leadership for executives in the New Normal era has the following important objectives: the transformational leadership of executives in the New Normal era, Leadership 5(Vi-STAR Model) consists of 1) Vision, 2) Systems Thinking, 3) Technology, 4) Responsibility, and 5) Flexibility. These 5 leadership qualities will enable the organization to achieve its goals and survive in the New Normal era. And To bring the results from the study to develop the transformational leadership of executives in the New Normal era of executives in the organization. Transformative Leadership of Executives in the New Normal Era. Nowadays, the "New Normal" lifestyle after the COVID-19 crisis is the first and most noticeable thing. It is expected that everyone must be directly involved. lifestyles that must change into something called "New Normal" or "New Normal", as time passes until familiarity becomes part of the normal way of life of people in the society during the outbreak of the Coronavirus 2019 (Covid-19). cause a big change in the world The so-called New Normal era (New normal) is a new normal life. so that life can move on The management of the organization must be adapted to survive and be able to continue the business. Therefore, executive leadership is very important for the organization to achieve its goals effectively. Therefore, the researcher is interested in studying leadership in the New Normal era in the post-COVID-19 world. To develop leadership and what is necessary for business administration in the New Normal era in the post-COVID-19 world by collecting data from a group of 515 business executives in the private sector and using a questionnaire as a tool. Statistics used in data analysis include statistics used in data analysis, including mean (MEAN), standard deviation (SD), and structural equation analysis (SEM). The research found that The results showed that Hypothesis 1 (H1) Transformative Leadership of Executives in the New Normal Era in the New Era Leadership and organizational Management in the New Normal Era DE=0.418* accept the research hypothesis and Hypothesis 1 (H2) Leadership and Organizational Management in the New Normal Era, leadership. 5 factors (Vi-STAR Model), consisting of 1) vision, 2) systems thinking, 3) technology, 4) responsibility, and 5) flexibility and leadership can influence the management of the organization to achieve its goals and survive in the New Normal era. DE=0.342*, IE=0.247*Accept the hypothesis of leadership and organizational management research in the New Era. 5 normal leadership qualities (Vi-STAR Model) consist of vision, systems thinking, technology, responsibility, and flexibility. There was no statistically significant influence on corporate executives in the private sector.

Understanding gender differences in logistics innovation: A complexity theory perspective

Innovation is now more critical for logistics than ever as the industry faces rapidly developing challenges with omnichannel distribution and the coronavirus pandemic. Extant studies of the drivers of logistics innovation have focused on firm-level attributes, largely neglecting micro-level attributes associated with individual logistics professionals engaged in the innovation process as well as the environments in which they work. This includes gender differences, which have been established as critical in both the innovation and logistics literature bases. Consequently, we draw on organizational management research and complexity theory to evaluate gender-specific combinations of logistics innovation antecedents, including individual-level attributes such as self-efficacy, willingness to change, and creativity, as well as job-level attributes such as job satisfaction, training, and job complexity. Although structural equation modeling reveals extremely limited insight into these antecedents, including gender differences, qualitative comparative analysis (QCA) identifies four combinations of attributes for women and seven combinations for men that lead to high levels of logistics innovation. Importantly, the results not only demonstrate that there is no clear single recipe for effective logistics innovation but also corroborate the extant literature indicating that women and men approach innovation differently. Combined, our findings offer important insights into how firms can orchestrate their logistics innovation teams to meet rapidly changing customer needs.

Gain and Loss: Influence of Leader Bottom-line Mentality on Employee Unethical Pro-group Behavior

In the current economic environment, managers are under increasing pressure to ensure bottom-line results（such as profits, performance targets, and stock prices）. In order to achieve the bottom-line results（i.e., performance goals）, managers show a single-dimensional thinking mode that ignores other things, that is, bottom-line mentality. At the same time, due to the limitation of the organization’s overall resources, there is a competitive relationship between different teams. In order to improve the status and performance of the team, strive for beneficial resources, and protect the interests of team members, some employees show unethical pro-group behavior, which violates ethics in order to protect or improve the performance and well-being of their teams and team members. Based on the social cognition theory and the social identity theory, this article aims to explore the influence mechanism and boundary conditions of leader bottom-line mentality on employee unethical pro-group behavior.The samples come from project teams of four small and medium-sized enterprises in Henan and Jiangsu provinces, covering business functions such as engineering project management and manufacturing. Respondents include employees and team leaders in the project teams. In order to reduce the influence of the common method deviation, the data collection work was carried out in three phases, with an interval of one month. The research finally obtained 245 pairs of matching data from the upper and lower levels, and used confirmatory factor analysis, correlation analysis, and hierarchical regression analysis to conduct empirical testing of theoretical hypotheses.The research conclusions show that when leader bottom-line mentality is high, team members are more likely to implement unethical pro-group behavior in order to obtain the benefits of the team. Moral disengagement plays an intermediary role between leader bottom-line mentality and employee unethical pro-group behavior. Leader bottom-line mentality may excuse employees from unethical pro-group behavior by psychologically attributing the behavior to leaders who are authoritative, or by directing group interests to reduce moral guilt and condemnation. At the same time, the higher the leader identification, the stronger the above-mentioned influence of leader bottom-line mentality.The research contributions and innovations of this study are mainly reflected in the following three points: First, although organizational management research has begun to focus on altruistic unethical behavior within the organization, the current research mainly focuses on unethical pro-group behavior. As the team increasingly becomes the main mode in the workplace, this study focuses on unethical pro-group behavior, which broadens the research boundary of altruistic unethical behavior. Second, moral perspective is an important theoretical perspective to discuss the generation of unethical pro-group behavior. This study attempts to reveal how leader bottom-line mentality further leads to unethical pro-group behavior by inducing the employee moral disengagement from the moral perspective. Third, the influence of leader bottom-line mentality on employees depends on whether employees agree with the leadership’s behavioral logic to a large extent. Therefore, this study takes leader identification as a boundary condition to clarify the boundary condition of leader bottom-line mentality. At the same time, the research conclusion can remind enterprises to be alert to and correct leader bottom-line mentality, cultivate an overall view, strengthen moral guidance to employees, and promote healthy competition and collaboration between teams.

Music festival supervisor leadership style and organizational citizenship behavior: the effects of employee and volunteer relationships and dependence on their leader

PurposeThe relationship between leadership style and employee outcomes is well established. However, organizational management research lacks an understanding of the dyadic relationship between supervisors and employees and volunteers at music festivals. This study examines a mediation model in which leader–member exchange (LMX) affects leadership style and organizational citizenship behavior. Additionally, the study examines a moderating model in which dependence on the leader moderates relationships between leadership style and leader–member exchange.Design/methodology/approachConfirmatory factor analysis, structural equation modeling and conditional process analysis were employed to test the model using data collected from 97 supervisors, volunteers and employees who worked at an annual large-scale music festival staged in Costa Rica.FindingsResults reveal that leadership style relates positively to LMX and organizational citizenship behavior (OCB). Simultaneously, the mediating effect of LMX and moderating effect of dependence on the leader was not significant on the leadership style and OCB.Research limitations/implicationsGiven the small sample size and accessibility to one music festival, caution should be taken in drawing causal conclusions from the results.Practical implicationsThe study contributes to the knowledge of event and festival management with recommendations for leadership training initiatives for supervisors and employees/volunteers.Originality/valueThis study is among the first to examine the mediating role of LMX between leadership style and OCB, moderating the role of dependence on leadership style and LMX with music festival supervisors and employees/volunteers.

Co-occurrence analyzis of key concept on risk-taking in organizational management research

Risk-taking is a pivotal feature of entrepreneurship and business development. Poor management of business risk often leads to the loss of competitiveness with the consequence of business failure, and in contrast, it improves business sustainability when risks are managed effectively. The aimof thisresearch is to identify leading concepts and trends in research on risk-taking in organizationalmanagement researchby network analysis of keywords co-occurrence. Mapping knowledge domain was used as a useful method in bibliometrics. We analyzed 2912 records from Scopus database to risk-taking in organizational management research with the help of VOSviewer software tool. In particular, keywords co-occurrence analysis to visually explore knowledge bases, topic distribution, research fronts and research trends in the field of risk-taking research in a management context were adopted.

Exploratory Research on Chinese Performance Teaching Knowledge to Enhance Corporate Cohesion

“Management is both a science and an art.” This view has been widely recognized in the field of management research. However, in the existing academic and practical studies of management, the artistry of management is often defined as some methods and techniques of management, but few studies have studied the interdisciplinary and interactive relationship between real art and management. Corporate cohesion is an important part of corporate culture construction and an important foundation for enterprise development. Some studies believe that corporate cohesion is indispensable for understanding team operations and will continue to be an important concept in organizational management research in the 21st century. Performing arts is a kind of visual and auditory art that is directly appealed to by the performing artist. Mainly refers to actors performing roles in movies, TV series, and drama. Compared with other art forms, the intuitiveness of the performing arts determines that it has the most direct and close relationship with the propaganda cause, and the promotion effect is the fastest and most acceptable. Therefore, this research regards the promotion of enterprise cohesion as the breakthrough point of management, and takes the relevant knowledge commonly used in Chinese performance teaching as the breakthrough point of art, trying to establish the relationship between these two aspects, in order to explore the relationship between management and art. Through literature review and literature comparative study, firstly, some representative views of western scholars on the influencing factors of enterprise cohesion are summarized as atmosphere, leadership characteristics, individual characteristics and their consistency, motivation, communication, external environment. Then, some representative views of Oriental Scholars on the influencing factors of enterprise cohesion are summarized as communication, group atmosphere, enterprise external environment, individual characteristics and their consistency, motivation, leadership characteristics, and institutional Based on this, after comparing and summarizing the influencing factors of enterprise cohesion put forward by Eastern and Western scholars, the defining results of the influencing factors of enterprise cohesion in this study are as follows: people-oriented, communication, group atmosphere, enterprise external environment, individual characteristics and their consistency, motivation, leadership characteristics, and institutional change. In view of the purpose of this study is to try to use performance knowledge for reference or directly to enhance the cohesion of enterprises, after fully considering the controllability of each factor and the correspondence with performance knowledge, the influencing factors of cohesion are amended: the “external environment factor” which is not controlled by enterprises is removed, the factor of “individual characteristics and their consistency” and “material motivation” in the “motivation” factor both of which lacked correspondence with performance knowledge are removed, and the “institutional change” factor which is difficult for performance knowledge to play a role is removed. Ultimately, the revised factors affecting cohesion that can be associated with the performance knowledge include: group atmosphere, spiritual motivation, communication, leadership characteristics, After defining the influencing factors of enterprise cohesion, through consulting the relevant literature and information on performance teaching in China, we can find the representative performance knowledge corresponding to the influencing factors of enterprise cohesion, including: stage scene construction, Parody Theory, performing performing parctice, actor’s physical and mental relaxation, truth and belief, script analysis, communication in performance, “seven abilities and four senses”, emancipate nature and role analysis. Finally, this study draws on or directly uses these performance knowledge to propose a series of methods to enhance corporate cohesion, including: Create a suitable working environment, watch and follow the positive performances, performing activities should be properly carried out, relax the mind and body of the staff, strengthen the awareness of employees’ “reality and belief”, “Analyze the script” with the staff, using the method of line training in performance studies, business managers and employees should conduct more self-communication, respect every role involved in communication, pay attention to the details of communication, “seven abilities and four senses” that managers should have, emancipate the “nature” of employees and analysis of the role of employees. Thus, the interaction and correlation between management and art are established. This study tentatively tries to construct a theoretical framework of “Enhancing Corporate Cohesion - Performance Knowledge”, further verifies the view that “Management is both a science and an art”, puts forward a new interdisciplinary research idea for management, and makes a preliminary exploration for the formation of “Management Performance Theory”.

Corporate Reputation: Fashion, Fad, or Phenomenon?

In this paper I examined whether corporate reputation was a fad or fashion in organization science research. If corporate reputation was a fad, then we would see a sharp increase and subsequent sharp decrease in research. I performed a content analysis exploring the way in which authors described their work in leading management and business and society journals. I focused on four corporate associations (corporate celebrity, corporate identity, corporate image, and corporate reputation) to operationalize a fashion to which corporate reputation research may belong. Following prior research on fads and fashions on organization management research, I counted the incidence of these four constructs in article titles, abstracts and key words from 1997 through 2016. I observed a steady increase in the number of articles about corporate celebrity, corporate identity, corporate image, and corporate reputation over twenty years rejecting the old assertions that research about corporate reputation and related corporate associations was a fad. The number of articles on corporate reputation equaled the number of articles about the other three corporate associations. I found no evidence of a fashion; however, as more time passes scholars may find that research on corporate reputation and related constructs comprised a fashion. Surprisingly I observed that the number of articles on corporate reputation published in the two business and society journals was twice the number of articles published in the six general management journals. In conclusion, I find evidence that corporate reputation research has become a phenomenon especially in the business & society and ethics field.

Regulatory focus theory: Application in organizational management research

Regulatory focus theory: Application in organizational management research

Biological metaphor and analogy upon organizational management research within the development of clinical organizational pathology

Human body, other animate beings, plants, and organizations are all dynamic and systemic entities. The similarity between living organisms and organizations, especially considering highly evolved organisms such as the human body, is noteworthy. Therefore, whenever an organization fails to accomplish its function and mission, an organizational symptom or disease may be envisaged to have come up; as a result, a variety of organizational symptoms and diseases can be considered. Recent studies have attempted to find analogies between the human body system and a social system such as an organization, to find analogous malfunctions and ailments, in order to enable the introduction of guidelines for the diagnosis of organizational symptoms and diseases, and their remedies and treatments. This paper deals with the concepts of biological metaphor and analogy, which have been present in organizational management for several decades. It attempts to study some subsystems of the human body analogous to the organizational subsystems, and their correspondingly analogous symptoms and diseases. Thus, some treatments and remedies are proposed accordingly, hoping to pave the way for further organizational management research within the development of clinical organizational pathology, based on the concepts of biological metaphor and analogy.

Team learning: The missing construct from a cross-cultural examination of higher education

Team learning should be an important construct in organizational management research because team learning can enhance organizational learning and overall performance. However, there is limited understanding of how team learning works in different cultural contexts. Using an international comparative research approach, we developed a framework of antecedents and outcomes in the higher education context and tested it with samples from the UK and Vietnam. The results show that a common framework is applicable in the two different contexts, subject to slight modifications. However, this study does not find that team learning (measured via the proxy of “attitude towards team learning”) exhibits any statistically significant relationship as a predictor of the proposed outcomes. Other findings from this study on educational contexts are important not only to scholars in this field, but also for practicing managers, particularly those who study and operate in the extensive global market.

Social development benefits of hydroelectricity CDM projects in Brazil

In recent years, the concept of sustainable development (SD) has become increasingly recognized and important. Within organizations, SD is often portrayed as a balancing act and requires a combination of three elements to be considered: economy, environment, and society. Traditionally, organizational management research has been focused on economical and environmental fronts. However, social aspects are also important for organizations, especially those in emerging and developing countries. The goal of this article is to investigate the potential of Clean Development Mechanism (CDM) projects to deliver social benefits in Brazil’s hydroelectricity sector. The investigation involved the assessment of 46 registered hydro CDM projects under the Kyoto Protocol in terms of their potential impact on the envisaged social development goals. Two case studies were also examined. Results indicate that organizations managing hydroelectric initiatives in Brazil can provide the pathway toward achieving a number of important social benefits. Successful projects were found to have good community involvement and were managed by both cooperative ventures and money-making corporations. The research also identified several challenges that are hindering hydro CDM projects from delivering more social benefits and enabled a number of recommendations to be extracted for the organizations facing these challenges.

A Structured Snowball Model Toward Cross-level Cultural Analyses

The construct of culture has been known as notoriously complex and intangible. Scholars from different disciplines have conducted studies from different perspectives and with different purposes. In this study, we mainly reviewed cultural studies in cross cultural management, sociology and organization management research fields in order to respond the call from cross culture and IB scholars to move beyond culture’s psychological value assumptions and Hofstede’s dimensional measurement of national culture, as well as the construct of culture distance that have dominated cross cultural management and IB studies for decades. Building on some intelligent contributions of seminal works from sociology and organization management research, we proposed our novel culture model, namely structured snowball model to illustrate that culture is a cross-level construct, a learning process with the core originated from its founder group, persistently interacts internally and externally with the other cultures. Culture has its feature of duality, always pursuing the status of dynamic equilibrium. Besides the illumination of our theoretical contributions of this study, we provide a comprehensive taxonomy of factors that may influence cultural changes, followed by our discussion and conclusion as well as our suggestions of future research.

Evolution de la recherche sur la gestion du changement organisationnel : une analyse de citations du Journal of Organizational Change Management, 1995-2011

L’objectif de cette étude est d’identifier les documents qui ont eu le plus d’impact sur la recherche en gestion du changement organisationnel. Une étude bibliométrique est menée à l’aide d’une analyse de citations afin d’identifier les documents les plus cités au sein des articles publiés dans la revue Journal of Organizational Change Management entre 1995 et 2011. Les travaux sous forme d’ouvrages ont eu l’impact le plus prononcé bien que l’influence des articles de recherche ait augmenté à la fin de la période étudiée. Les documents abordant le changement de manière continue et les références majeures dans le domaine de la théorie des organisations sont souvent cités. Récemment, les chercheurs en gestion du changement ont particulièrement cité des auteurs travaillant sur des stratégies de recherche constructivistes, notamment avec des approches basées sur le langage. Cela sous-entendrait que la recherche en gestion du changement a été une discipline en développement car les chercheurs se sont attachés à mettre au jour des modèles généraux afin de construire des théories et que l’étude du contexte a enfin été considéré comme nécessaire.Même si l’échantillon des articles retenus semble représentatif des efforts de recherche en gestion du changement organisationnel, les données présentent quelques limites. D’autres limites sont inhérentes à la stratégie de recherche et à la méthode d’analyse de citations. La seule intention de la présente recherche est de donner un aperçu quantitatif des documents les plus cités dans le domaine. L’identification des documents les plus cités permet aux chercheurs et aux praticiens de mieux comprendre comment les sujets de la gestion du changement organisationnel sont traités. Cette analyse de citations est la première sur le thème de la gestion du changement organisationnel et elle complète les revues de littérature déjà existantes.

For Rigour in Organizational Management Theory Research

abstractRigour is required in examining the empirical validity of theories in organizational management, and is often considered to be the opposite of creativity in the development of knowledge about managing organizations. In this article, we argue that rigour is necessary in the enterprise of organizational management research. Moreover, it can actually be a contributor to creativity. The issue is not rigour versus creativity, but rather how rigour can foster creativity. We show that rigour in both theory and methodology can foster creativity. Rigour in theory provides the logical thinking that is the foundation that allows the development of sound theory. This can be achieved in various ways, including theory building, mathematical modelling, causal modelling, and theory analysis. Rigour in methodology can assist creativity in quantitative integration. The contribution of rigour to creativity is evidenced by the recently created statistico‐organizational theory and other new advancements in the field of structural contingency research.

Distinction between Team-Based Self-Esteem and Company-Based Self-Esteem in the Construction Industry

Organization-based self-esteem has been a key construct in organizational management research since it was proposed in 1989. However, this paper proposes that organization-based self-esteem should be further refined as team-based self-esteem and company-based self-esteem, particularly in the construction industry. The construct of team-based self-esteem is defined and distinguished from company-based self-esteem. On the basis of survey data and results of exploratory, confirmatory factor analysis and structural equation modeling, the convergent, discriminant, and predictive validity of team-based self-esteem and company-based self-esteem is tested and verified. The results show that team-based self-esteem is more salient than company-based self-esteem and has better predictive power in the construction project team context. The significant implication is that research of self-esteem in the construction industry should measure self-esteem depending on the research context, for example, team-based instead of company-based self-esteem, in project management research.