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"Organizational culture"
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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
The corporate culture survival guide
\"In this volatile, uncertain, complex, and ambiguous (\"VUCA\") world, corporate culture is comparatively stable- it is not easily changed. While culture may shift alongside a strategic pivot or digital transformation, intentional efforts to reshape culture often stymie even the most resilient change makers. In this edition, the authors introduce powerful new concepts to highlight that culture has many elements, and that change is not a single linear process but a complex interweaving of changes that require systems thinking.\"--book jacket
Book
Parsing organizational culture: How the norm for adaptability influences the relationship between culture consensus and financial performance in high-technology firms
The relationship between organizational culture and financial performance remains elusive even though researchers have studied it for some time. Early research suggested that a strong culture that aligns members’ behavior with organizational objectives boosts financial performance. A more recent view is that, because strong cultures promote adherence to routines and behavioral uniformity, they are less effective in dynamic environments. We suggest that the relationship between culture and performance can be reconciled by recognizing that culture encompasses three components: (1) the content of norms (norm content); (2) how widely members agree about norms (culture consensus); and (3) how intensely organizational members hold particular norms (norm intensity). We hypothesize that “strong cultures”—where a high consensus exists among members across a broad set of culture norms—can contribute to better financial performance even in dynamic environments if norm content intensely emphasizes adaptability. We test this hypothesis in a sample of large firms in the high-technology industry. Firms characterized by higher culture consensus and intensity about adaptability performed better three years later than did those characterized by lower consensus, lower intensity about adaptability, or both. We discuss how parsing culture into content, consensus, and intensity advances theoretical and empirical understanding of the culture–performance relationship.
Journal Article
Ethical Culture in Organizations: A Review and Agenda for Future Research
We review and synthesize over two decades of research on ethical culture in organizations, examining eighty-nine relevant scholarly works. Our article discusses the conceptualization of ethical culture in a cross-disciplinary space and its critical role in ethical decision-making. With a view to advancing future research, we analyze the antecedents, outcomes, and mediator and moderator roles of ethical culture. To do so, we identify measures and theories used in past studies and make recommendations. We propose, inter alia, the use of validated measures, application of a wider range of theories, adoption of longitudinal studies, and study of group-level data in organizations. We explore research possibilities in new and emergent forms of organizations, ways of organizing work, and technology in ethical decision-making, such as the role of artificial intelligence. We also recommend the study of a broad range of leadership styles and their influence in shaping ethical cultures in organizations.
Journal Article
Ethical Leadership, Organic Organizational Cultures and Corporate Social Responsibility: An Empirical Study in Social Enterprises
While recent studies have increasingly suggested leadership as a major precursor to corporate social responsibility (CSR), empirical studies that examine the impact of various leader aspects such as style and ethics on CSR and unravel the mechanism through which leadership exerts its influence on CSR are scant. Ironically, paucity of research on this theme is more prevalent in the sphere of social enterprises where it is of utmost importance. With the aim of addressing these gaps, this research empirically examines the interaction between ethical leadership and CSR and, in addition, investigates organic organizational cultures (clan culture and adhocracy culture) as mediators in the above interaction. To this end, a model was developed and tested on the sample of 350 middle- and top-level managers associated with 28 Indian healthcare social enterprises, using Structural Equation Modeling Analysis, Bootstrapping and PROCESS. Results reveal that ethical leadership both directly and indirectly influences CSR practices. The indirect influence of ethical leadership involves nurturing clan and adhocracy cultures, which in turn influence CSR. These findings are significant for social enterprise leaders seeking to encourage their organizations' socially responsible behavior.
Journal Article
The role of AMO HR practices and knowledge sharing in developing a learning organizational culture: evidence from the United Kingdom
Purpose
This study aims to explore how the three types of human resource (HR) practices, encapsulated in the ability, motivation and opportunity (AMO) model, foster a learning organizational culture (LOC). In doing so, the authors evaluate the centrality of knowledge sharing (KS) in mediating this relationship.
Design/methodology/approach
A quantitative survey is undertaken to collect data from managers working in organizations operating in the UK. The authors use several statistical techniques to assess the psychometric properties of the measures and test the hypotheses using multiple regression executed with Preacher and Hayes’ Process macro.
Findings
The findings show that the AMO HR practices significantly facilitate the development of a LOC in the workplace, and KS among organizational members amplifies the effects of these HR practices in the process.
Originality/value
A LOC functions as an important source of organizational performance and effectiveness. It enhances the absorptive capacity of the organization to capture, share and transfer knowledge to optimize work. Hence, developing a culture that nurtures organizational learning could be a priority for managing HR. This study, therefore, extends the understanding of the role of AMO HR practices in fostering a learning culture – thus, providing managers with the essential knowledge to improve performance. The study also enriches the literature on HR practices, KS and LOC by integrating these three variables into a unifying framework.
Journal Article