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"Organizational commitment"
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The organization man
This book is about the organization man. If the term is vague, it is because I can think of no other way to describe the people I am talking about. They are not the workers, nor are they the white-collar people in the usual, clerk sense of the word. These people only work for The Organization. The ones I am talking about belong to it as well. They are the ones of our middle class who have left home, spiritually as well as physically, to take the vows of organization life, and it is they who are the mind and soul of our great self-perpetuating institutions. Only a few are top managers or ever will be. In a system that makes such hazy terminology as \"junior executive\" psychologically necessary, they are of the staff as much as the line, and most are destined to live poised in a middle area that still awaits a satisfactory euphemism. But they are the dominant members of our society nevertheless. They have not joined together into a recognizable elite -- our country does not stand still long enough for that -- but it is from their ranks that are coming most of the first and second echelons of our leadership, and it is their values which will set the American temper. - Introduction.
Authentic Leadership and Behavioral Integrity as Drivers of Follower Commitment and Performance
The literatures on both authentic leadership and behavioral integrity have argued that leader integrity drives follower performance. Yet, despite overlap in conceptualization and mechanisms, no research has investigated how authentic leadership and behavioral integrity relate to one another in driving follower performance. In this study, we propose and test the notion that authentic leadership behavior is an antecedent to perceptions of leader behavioral integrity, which in turn affects follower affective organizational commitment and follower work role performance. Analysis of a survey of 49 teams in the service industry supports the proposition that authentic leadership is related to follower affective organizational commitment, fully mediated through leader behavioral integrity. Next, we found that authentic leadership and leader behavioral integrity are related to follower work role performance, fully mediated through follower affective organizational commitment. These relationships hold when controlling for ethical organizational culture.
Journal Article
Ethical leadership and knowledge hiding: testing the mediating and moderating mechanisms
Purpose
Recent scholars have established that knowledge hiding does not equate to the lack of knowledge sharing. Due to a scarcity of papers on knowledge hiding, this paper aims to understand the mechanisms through which ethical leadership influences knowledge hiding based on social learning theory and social cognitive theory.
Design/methodology/approach
The field study involves 243 employees from public listed companies in Malaysia. Partial least square structural equation modelling is used to test the hypothesised relationships.
Findings
The results indicate that moral disengagement mediates the relationship between ethical leadership and knowledge hiding. Furthermore, organisational commitment moderates the negative relationship between ethical leadership and knowledge hiding, such that the negative relationship is stronger when organisational commitment is high.
Originality/value
This study is the first to investigate the influence of ethical leadership on knowledge hiding through the mediating effect of moral disengagement. Moreover, organisational commitment is an important boundary condition for the relationship between ethical leadership and knowledge hiding. The implications for practice and future research are also discussed.
Journal Article
Effects of organizational culture, affective commitment and trust on knowledge-sharing tendency
Purpose
Prevailing corporate culture coupled with affective trust in co-workers and affective organizational commitment may promote or hinder the tendency for people to share knowledge. This study aims to determine whether knowledge-sharing tendency varies from one form of organizational culture to another by examining the concurrent mediation of affective trust in co-workers and affective organizational commitment and provide insights for appropriate knowledge-sharing initiatives.
Design/methodology/approach
Adult learners (N = 408) enrolled in the MBA and MSc postgraduate programs at five private universities in Singapore participated in a two-part self-administered anonymous survey. Data were analyzed with SmartPLS partial-least squares structural equation modeling using a two-stage analytical technique that examined the measurement and structural models.
Findings
The concurrent effects of affective trust in co-workers and affective organizational commitment complementarily mediated the relationship of organizational culture on the knowledge-sharing tendency for adhocracy, clan and market cultures but fully mediated for hierarchy culture.
Practical implications
This study provides insights for managers to understand the characteristics of their organizational culture and choose appropriate practices for improving knowledge-sharing tendency among its employees.
Originality/value
A model is established to determine the type of organizational culture that facilitates knowledge-sharing tendency. It offers new theoretical insights into how and why affective trust in co-workers and affective organizational commitment impact the relationship of organizational culture on knowledge-sharing tendency. Understanding these relationships can provide valuable insights into various strategies for different organizational cultures to increase employees’ knowledge-sharing tendency.
Journal Article
Inclusive Leadership and Work Engagement: Mediating Roles of Affective Organizational Commitment and Creativity
We examined the mediating roles of affective organizational commitment and employee creativity in the relationship between inclusive leadership and employee work engagement. Participants were 246 employees of 6 companies in the services industry in Vietnam, and they completed the Employee
Work Engagement Scale, Inclusive Leadership Scale, Affective Organizational Commitment Scale, and Employee Creativity Scale. We found that inclusive leadership was positively related to employee work engagement, and that both affective organizational commitment and employee creativity mediated
this relationship. Our findings represent a theoretical contribution to social exchange theory and provide useful managerial implications for organizations to improve work engagement among employees.
Journal Article
The role of organizational culture in the relationship between affective organizational commitment and unethical pro-organizational behavior
PurposeThis study responded to the call to empirically reconcile conflicting findings in unethical pro-organizational behavior (UPB) literature. It did so by examining the influence of organizational culture on the relationship between affective organizational commitment and UPB.Design/methodology/approachUsing a sample of 710 U.S. service sector employees based on a three-wave data collection design, structural invariance assessment was utilized to evaluate the relationship between affective organizational commitment and UPB across organizational cultures with opposing effectiveness criteria (i.e. focused on stability vs flexibility).FindingsThe result indicated a statistically significant positive direct effect between affective organizational commitment and UPB for the stability-focused cultures, while finding a statistically insignificant effect for the flexibility-focused cultures. These results support organizational culture research, which shows that organizational cultures with opposing effectiveness criteria (i.e. stability vs flexibility) can either encourage or discourage ethical behavior.Practical implicationsWhile leaders and managers encourage employee commitment to the organization, it is important to understand that increased organizational commitment is not limited to positive outcomes. Cultivating elements of flexibility-oriented cultures, like promoting teamwork (as in clan cultures) or fostering innovation and adaptability (as in adhocracy cultures), can be a strategic approach to minimize the chances of UPB among committed employees.Originality/valueBy integrating insights from social exchange theory, Trevino’s interactionist model and the competing values framework, we have contributed to a nuanced understanding of how different organizational cultures can suppress or stimulate UPB.
Journal Article