Diversity and organizational innovation: The role of employee involvement

This study examined the interactive effects of workplace diversity and employee involvement on organizational innovation. Using a sample of 182 large Canadian organizations, we found a three‐way interaction between level of employee involvement, variation in involvement, and racioethnic diversity on innovation. In organizations with high levels of employee involvement, high variation in involvement was associated with higher involvement levels among racioethnic minorities, resulting in a stronger association between diversity and innovation. Furthermore, the association between White employee involvement and innovation was significantly more positive under the condition of high involvement among racioethnic minority group members. Thus, ensuring high levels of involvement among members of historically marginalized racioethnic groups enhances the innovation effects of employee empowerment systems. Copyright © 2010 John Wiley & Sons, Ltd.     

CEO values,organizational culture and firm outcomes

Few empirical works have examined the process through which CEO dispositions relate to organizational outcomes. In this study we examined the relationships between CEO values and organizational culture, and between organizational culture and firm performance. Data were collected from different sources (26 CEOs, 71 Senior Vice Presidents and 185 other organizational members), and include organizational financial performance data collected at two points in time. In support of our hypotheses, CEO self‐directive values were associated with innovation‐oriented cultures, security values were associated with bureaucratic cultures and benevolence values were related to supportive cultures. In turn, cultural dimensions showed differential associations with subsequent company sales growth, an index of organizational efficiency and assessments of employee satisfaction. Copyright © 2007 John Wiley & Sons, Ltd.     

Shared aggression concerns and organizational outcomes: The moderating role of resource constraints

Most research on workplace aggression focuses on the antecedents and consequences of aggression for individual workers. The current study examines how shared workplace aggression concerns relate to internal and external organizational outcomes. Drawing on the work stress, social identity, and social contagion literatures, we propose relationships between unit‐level aggression concerns and unit‐level measures of performance and employee attitudes in a public school sample (2989 employees; 163 schools). We also propose that these relationships differ depending on the resource context of the school. Consistent with our expectations, schools in which teachers had strong shared concerns about aggression also had poorer shared job attitudes and poorer student outcomes, as indicated by average standardized test scores at the school. The impact of shared concerns about aggression on school‐level standardized test scores was stronger for resource‐rich schools than for schools with fewer resources. The current study contributes to organizational research as it establishes that workplace aggression concerns have adverse consequences for the whole organization, not only for the individuals experiencing the events. Our findings demonstrate that employees' shared concerns about aggression have an impact on organizational outcomes and suggest a prevention‐focused approach to workplace aggression. Copyright © 2012 John Wiley & Sons, Ltd.     

The role of other orientation in organizational citizenship behavior

This article draws on social exchange theory and the theory of other orientation to examine how job satisfaction and individual differences are related to organizational citizenship behavior (OCB). Previous research specifying a direct effect for individual differences on OCB has yielded disappointing results. In contrast, this study examines the moderating role of individual differences in the relationship between job satisfaction and OCB. As hypothesized, results show a weaker relationship between job satisfaction and OCB for persons who are higher in other orientation. We discuss the theoretical implications of this finding and directions for future research. Copyright © 2007 John Wiley & Sons, Ltd.     

Knowledge hiding as a barrier to thriving: The mediating role of psychological safety and moderating role of organizational cynicism

Research demonstrates that knowledge hiding has a detrimental effect on the knowledge hider himself or herself. Extending this area, the present research examines how and when knowledge hiders struggle to thrive at work. Integrating self‐perception theory and the socially embedded model of thriving, we propose that knowledge hiding negatively influences employees' thriving through psychological safety, and this influence is contingent on organizational cynicism. In Study 1a, a cross‐sectional survey of 214 Chinese participants from a general working population supported the mediating role of psychological safety in the knowledge hiding and thriving relationship. Study 1b verified this result using two‐wave data collected from 392 working adults in a panel that recruited participants mainly in Europe and North America. In addition to confirming the mediation with a two‐wave field survey conducted among 205 employees in three Chinese organizations, Study 2 supported the moderating role of organizational cynicism. Specifically, the negative effect of knowledge hiding on psychological safety was greater under higher levels of organizational cynicism, as was the indirect effect of knowledge hiding on thriving via psychological safety. These findings contribute to both the knowledge hiding and the thriving literature and provide practical implications for both the manager and the employee.     

Transformational leadership and organizational commitment: mediating role of psychological empowerment and moderating role of structural distance

Using a sample of 520 staff nurses employed by a large public hospital in Singapore, we examined whether psychological empowerment mediated the effects of transformational leadership on followers' organizational commitment. We also examined how structural distance (direct and indirect leadership) between leaders and followers moderated the relationship between transformational leadership and organizational commitment. Results from HLM analyses showed that psychological empowerment mediated the relationship between transformational leadership and organizational commitment. Similarly, structural distance between the leader and follower moderated the relationship between transformational leadership and organizational commitment. Implications for research and practice of our findings are discussed. Copyright © 2004 John Wiley & Sons, Ltd.     

The place and role of (moral) anger in organizational behavior studies

The aim of this article is to conceptually delineate moral anger from other related constructs. Drawing upon social functional accounts of anger, we contend that distilling the finer nuances of morally motivated anger and its expression can increase the precision with which we examine prosocial forms of anger (e.g., redressing injustice), in general, and moral anger, in particular. Without this differentiation, we assert that (i) moral anger remains theoretically elusive, (ii) that this thwarts our ability to methodologically capture the unique variance moral anger can explain in important work outcomes, and that (iii) this can promote ill‐informed organizational policies and practice. We offer a four‐factor definition of moral anger and demonstrate the utility of this characterization as a distinct construct with application for workplace phenomena such as, but not limited to, whistle‐blowing. Next, we outline a future research agenda, including how to operationalize the construct and address issues of construct, discriminant, and convergent validity. Finally, we argue for greater appreciation of anger's prosocial functions and concomitant understanding that many anger displays can be justified and lack harmful intent. If allowed and addressed with interest and concern, these emotional displays can lead to improved organizational practice. © 2015 The Authors Journal of Organizational Behavior Published by John Wiley & Sons Ltd.     

Process‐orientation versus outcome‐orientation during organizational change: the role of organizational identification

In this paper we argue that organizational identification is predictive of employee interests and concerns during periods of organizational change. More specifically, we assert that organizational identification may largely determine whether employees may be focused upon the change related outcomes (e.g., salary, expenses, etc.), or on the change processes (e.g., procedures, voice and participation options, etc.). Data of both a scenario experiment and a survey are presented indicating that high and low identifiers indeed are differentially interested in process and outcome information. The results suggest that people who identify less with the organization are more likely to be focused upon the change outcomes then on the change process, while people who identify highly (i.e., deep structure) with the organization are more likely to be focused upon the change processes then on the change outcomes. The benefits of awareness of organizational members' level of identification for organizational change management are discussed. Copyright © 2006 John Wiley & Sons, Ltd.     

How working is defined: National contexts and demographic and organizational role influences

Six major ways in which individuals define the activity of working are empirically identified among national samples of employed labor force members in Belgium, Federal Republic of Germany, Israel, Japan, the Netherlands and the U.S.A. Several types of exchanges being made between working individuals and their working environments are suggested. Primary emphasis is placed upon national similarities and differences in work definition pattern distributions in the six nations. Secondary emphasis is placed upon the influence of demographic context and organizational role context on work definition patterns. Finally, an argument is made for different levels of appropriateness for two specific work definition patterns in work forces of the future.     

The differential effect of organizational induction process on early work role adjustment

Early work role adjustment is hypothesized to be a function of previous work experiences, early organizational experiences, and personality differences. Formal collective induction into an organization was compared with informal individual induction. Induction mode was the dominant variable which predicted adjustment four months after employment. Formal collective induction contributed to higher job satisfaction and lower work/family conflict. The mode of induction did not affect team cohesion, role conflict, role ambiguity, or perceived worker influence in the workplace. Self-monitoring, a personality variable, contributed to the prediction of work/family conflict. Inducation mode did not interact with other independent variables in predicting job satisfaction or work/family conflict.     

The industry settings of leading organizational research: the role of economic and non‐economic factors

Despite calls for attention to the role of context in organizational research, there have been no assessments of the distribution of industry contexts in organizational research. This paper explores that distribution in relation to the industry composition of the U.S. economy. Our analysis of 914 empirical field studies published in four leading journals from 1988 to 2002 reveals striking, persistent, and growing discrepancies between the industries that are economically important and the industries that have served as settings for organizational research. For example, education and manufacturing are oversampled in relation to their economic importance, while real estate, construction, wholesale, and retail are undersampled. We also develop and test a series of hypotheses predicting which industries serve as the contexts for leading research. Using negative binomial regression, we show that the percentage of recent MBA graduates in an industry and the percentage of employees with doctoral degrees in an industry predict the number of articles set in that industry, with the total number of employees and average establishment size in an industry enhancing the power of the model. We conclude by discussing the implications of our findings for advancing organizational theory and research methods. Copyright © 2008 John Wiley & Sons, Ltd.     

Examination of the combined effects of work values and early work experiences on organizational commitment

We tested the hypothesis that the influence of early work experiences on organization commitment would be moderated by the value employees place on these experiences. We measured work values in two samples of recent university graduates prior to organizational entry, and obtained measures of commensurate work experiences and three forms of commitment (affective, continuance, and normative: Allen and Meyer, 1990) on different occasions following entry. Regression analyses revealed that values and experiences did interact in the prediction of affective commitment and normative commitment, but that the nature of the interaction was different for different work value/experience combinations. The findings provide some challenge to the common sense assumption that positive work experiences will have the strongest effect on commitment among those who most value such experiences. Implications for research and practice are discussed. © 1998 John Wiley & Sons, Ltd.     

Externalization of employment in a service environment: the role of organizational and customer identification

This study investigates the impact of employment externalization (in the form of limited‐term vs. permanent employment status) on customer‐oriented service behavior, and how identification processes may help to resolve the ‘paradox of externalization’ (i.e., organizations relying more on potentially disenfranchised employees to maintain strong connections with their customers). Survey data were obtained from 369 sales, service, and technical support personnel from the Canadian subsidiary of a large international service organization in the high technology sector. Organizational and customer identification fully mediate the relationship between employment status and customer‐oriented service behavior. Additionally, the perceived external image of the organization and the visibility of one's affiliation with the organization moderate the relationships between employment status and organizational and customer identification. Copyright © 2007 John Wiley & Sons, Ltd.     

Age grading: The implicit organizational timetable

The age distribution within an organization forms an implicit career timetable, and there is evidence that people use their perceptions of this timetable to determine whether their careers are on or off schedule. Questionnaire data were collected from managers (N = 488, 47 per cent) within a large electric utility. The results indicate that managers who see themselves as ‘behind time’ in their careers have more negative attitudes towards work than other managers, even when their perceptions of being ‘behind time’ are inaccurate. However, although these managers continue to have the most negative attitudes, differences between the on and off schedule managers are smaller when their position on the actual career timetable is controlled. Thus, work attitudes are influenced by both individual and demographic factors. Finally, the longer managers remain in the same job, the more likely they are to define themselves as ‘behind time’. This supports other research suggesting that lateral moves within organizations may be an important device for managing the normal -limitations of upward movement in managerial careers.     

A new look at the psychological contract during organizational socialization: The role of newcomers' obligations at entry

Previous studies have demonstrated that the psychological contract is largely shaped during socialization. This study adopts a complementary perspective and analyzes how the psychological contract at the start of employment shapes the subsequent socialization process. Drawing upon social exchange theory, we propose that newcomers with a higher sense of their personal obligations at entry will perceive orientation training as more useful and develop better relationships with their supervisors and peers, which in turn will facilitate their work adjustment. Results of a longitudinal survey on a sample of 144 recruits from a European Army show that newcomers with a higher initial sense of their employee obligations toward their employer report higher perceived training utility, higher leader–member exchange (LMX) with their instructors, and higher team–member exchange (TMX) with their platoon peers. Moreover, perceived training utility and LMX predict the fulfillment of employers' obligations; and training utility predicts the level of newcomers' employee obligations. Finally, training utility, LMX, and TMX predict some of three indicators of newcomers' adjustment, namely, role clarity (training utility and LMX), group integration (TMX), and organizational values understanding (training utility). These results highlight how newcomers' obligations at the start of employment contribute to the social exchange dynamic underlying organizational socialization. Copyright © 2015 John Wiley & Sons, Ltd.     

The consequences of organizational commitment: Methodological investigation

Extensive research on the consequences of organizational commitment (OC) has been conducted over the past decade. The purpose of this paper is to summarize empirical evidence about the relationship between OC and work outcomes and to examine the effect of methodological decisions on the OC–work outcome relationship. A meta-analysis of 35 studies of the OC–work outcome linkage reveals that the overall empirical relationship between OC and outcome variables is generally weak, but positive. While subgroup analyses reveal that conceptualization, research design, sampling, operationalization and observation technique decisions have a definite impact on the OC–work outcome correlation, the relationship remains essentially weak. Multiple regression analysis reveals that the type of work outcome and methodological decisions explain only 19 per cent of the variance in the OC–work outcome relationship, with conceptualization decisions having the largest impact.     

Parent cultural control through organizational acculturation: HCN employees learning new work values in foreign business subsidiaries

Local employees in foreign business subsidiaries could learn new work values from the parent organizational culture through a process of organizational acculturation. As this is a new concept in academic research, it is important to explore organizational acculturation and its ramifications, especially since it may be used as a strategy of cultural control applied by the parent organization. Following a discussion of the theoretical foundation of this concept, the consequences of organizational acculturation are exemplified by an investigation of middle managers in Singapore. The study was undertaken in two stages. The first stage included a comparison of work values of Singaporean managers, employed by Swedish companies in Singapore, and those of a control group of Singaporean managers, not employed by Swedish companies. In the second stage, work values of managers in Singapore and Sweden were compared. Our results imply that some Swedish work values had been adopted, suggesting that the local managers had experienced organizational acculturation. Practical implications and possible further research are discussed.     

The role of affective traits and affective states in disputants' motivation and behavior during episodes of organizational conflict

This study investigated the effects of individuals' affective traits (i.e., affect intensity and affect disposition) and affective states (i.e., positive and negative mood) on their motivations and behavior during episodes of organizational conflict. Two hundred and twenty‐three student employees from a variety of jobs and organizations kept daily records, for a three day period, of their conflict experiences at work. The results of hierarchical linear modelling indicated that employees' affective traits and affective states had parallel effects on the conflict management process. Subsequent analyses revealed the source of this parallelism: employees' moods on the day of the conflict fully mediated the effects of their affective disposition on the conflict process variables. The results are discussed in terms of their theoretical significance and practical implications. Copyright © 2001 John Wiley & Sons, Ltd.     

The secret life of pets: The intersection of animals and organizational life

Although often overlooked, pets and other animals intersect with organizations in interesting, important ways. We seek to define how various animals intersect with organizations, highlight opportunities for theory development, and illustrate important areas for future research. We also explore how pandemics such as COVID-19 might affect the animals we highlight.     

The role of perceived system knowledge in predicting appraisal reactions,job satisfaction,and organizational commitment

There is a very large research base in Applied Psychology on the importance of affective reactions on organizational functioning. Likewise, performance appraisal has been a heavily researched area within the field. The present field studies attempt to bridge our understanding of these two areas by studying the relationship between performance appraisal process variables and employee affective reactions. In particular, the current studies examine the effects of a relatively new performance appraisal variable, Perceived System Knowledge (Williams and Levy, 1992), on appraisal reactions and job attitudes. In both studies, there was a strong relationship between employees' levels of perceived system knowledge and their appraisal reactions and job attitudes. In Study 1, when controlling for performance rating, PSK was positively related to appraisal reactions, job satisfaction, and organizational commitment. The findings from Study 1 were replicated in the second study which employed a longitudinal design. In addition, Study 2 found a relationship between PSK and fairness perceptions. Implications for these results and suggestions for approaching performance appraisal from an organizational perspective are proposed. © 1998 John Wiley & Sons, Ltd.