Pub Date : 2025-05-15DOI: 10.1108/ijotb-08-2024-0148
Shalini Rastogi, Deepika Pandita
Purpose Artificial intelligence is creating a significant technological disruption in all industries. The adoption of AI in business has been proliferated by the use of data analytics, machine learning and robotics. One of the sectors that was significantly impacted by this disruption is the IT sector. The present study aims to understand employee perceptions regarding AI advancements, their impact on job roles and organizational interventions for effective AI integration. Design/methodology/approach A qualitative approach was used in this study to explore IT professionals’ perceptions of AI advancements in the workplace. A purposive sampling technique was used for this study. In-depth semi-structured interviews were conducted with 27 IT specialists from multinational corporations. The present study conducts a thematic analysis to identify gaps and provide solutions for organizations to mitigate the adverse effects of AI, optimize AI technologies and enhance performance and productivity. Findings The findings revealed four themes and several sub-themes concerning AI opportunities and challenges on employee well-being and how organizational interventions can integrate AI into routine tasks, leverage AI opportunities and overcome challenges. Originality/value This study offers original insights by applying the sociotechnical systems theory and task-technology fit theory to explore the real-world impact of AI integration on workforce dynamics. By providing empirical evidence on AI-induced job role transformations and proposing a practical intervention model, the research bridges the gap between theory and practice. It advances existing literature by offering theoretical insights into workforce adaptation and delivering actionable recommendations for organizational change in the AI era.
{"title":"From code to collaboration: influence of artificial intelligence on workforce dynamics","authors":"Shalini Rastogi, Deepika Pandita","doi":"10.1108/ijotb-08-2024-0148","DOIUrl":"https://doi.org/10.1108/ijotb-08-2024-0148","url":null,"abstract":"Purpose Artificial intelligence is creating a significant technological disruption in all industries. The adoption of AI in business has been proliferated by the use of data analytics, machine learning and robotics. One of the sectors that was significantly impacted by this disruption is the IT sector. The present study aims to understand employee perceptions regarding AI advancements, their impact on job roles and organizational interventions for effective AI integration. Design/methodology/approach A qualitative approach was used in this study to explore IT professionals’ perceptions of AI advancements in the workplace. A purposive sampling technique was used for this study. In-depth semi-structured interviews were conducted with 27 IT specialists from multinational corporations. The present study conducts a thematic analysis to identify gaps and provide solutions for organizations to mitigate the adverse effects of AI, optimize AI technologies and enhance performance and productivity. Findings The findings revealed four themes and several sub-themes concerning AI opportunities and challenges on employee well-being and how organizational interventions can integrate AI into routine tasks, leverage AI opportunities and overcome challenges. Originality/value This study offers original insights by applying the sociotechnical systems theory and task-technology fit theory to explore the real-world impact of AI integration on workforce dynamics. By providing empirical evidence on AI-induced job role transformations and proposing a practical intervention model, the research bridges the gap between theory and practice. It advances existing literature by offering theoretical insights into workforce adaptation and delivering actionable recommendations for organizational change in the AI era.","PeriodicalId":35239,"journal":{"name":"International Journal of Organization Theory and Behavior","volume":"29 1","pages":"58-75"},"PeriodicalIF":0.0,"publicationDate":"2025-05-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"147889580","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-11-28DOI: 10.1108/ijotb-04-2023-0083
Ela Ozkan-Canbolat, R. Arzu Kalemci, İpek Kalemci Tüzün
Purpose The purpose of this study is to examine the moderating effect of personality traits on social responsibility-oriented human resources management (SR-HRM) practices and job performance. Design/methodology/approach The sample of the study consists of 442 employees working in firms developing knowledge and innovation-based systems in Ankara (Turkey). The strengths of this study stem from its methodology, which contributes to the literature in terms of analysis comparing linear and fuzzy set qualitative comparative analyzes (fsQCA). Findings Both linear analyses and fsQCA results show the moderating effect of conscientiousness on the relationship between job performance and SR-HRM. Both models demonstrate the impact of agreeableness on business performance. Study results indicate that linear and fsQCA examine the moderating effect of conscientiousness in the same way as the literature. The linear analysis results differ from fsQCA, which examined the moderating effect of compatibility in this study. The fsQCA results of this study show that SR-HRM affects job performance when extraversion and conscientiousness are taken into account. Research limitations/implications Further research may compare linear and fuzzy logic models about moderating and mediating effects. Future researchers may highlight the increasing importance of linear and fsQCA in any organizational behavior or organizational theory subject. Practical implications The main implication is that managers should consider the significant impacts of effective SR-HRM development on employees’ job performance. Personality traits should be taken into account in HRM processes such as recruitment and retention. Social implications The main contribution of the current study is the insight it provides into the moderating effects of the big five personality traits on the relationship between job performance and SR-HRM and how they differ in the linear model and fsQCA. Originality/value The current study contributes to the relevant literature by presenting the research design and questions. Using a multi-method approach, this research provides a better understanding of patterns between variables and contributes to the existing literature.
{"title":"Does the fuzzy logic model explains more? Moderating effect of personality on the relationship between SR-HRM and job performance","authors":"Ela Ozkan-Canbolat, R. Arzu Kalemci, İpek Kalemci Tüzün","doi":"10.1108/ijotb-04-2023-0083","DOIUrl":"https://doi.org/10.1108/ijotb-04-2023-0083","url":null,"abstract":"Purpose The purpose of this study is to examine the moderating effect of personality traits on social responsibility-oriented human resources management (SR-HRM) practices and job performance. Design/methodology/approach The sample of the study consists of 442 employees working in firms developing knowledge and innovation-based systems in Ankara (Turkey). The strengths of this study stem from its methodology, which contributes to the literature in terms of analysis comparing linear and fuzzy set qualitative comparative analyzes (fsQCA). Findings Both linear analyses and fsQCA results show the moderating effect of conscientiousness on the relationship between job performance and SR-HRM. Both models demonstrate the impact of agreeableness on business performance. Study results indicate that linear and fsQCA examine the moderating effect of conscientiousness in the same way as the literature. The linear analysis results differ from fsQCA, which examined the moderating effect of compatibility in this study. The fsQCA results of this study show that SR-HRM affects job performance when extraversion and conscientiousness are taken into account. Research limitations/implications Further research may compare linear and fuzzy logic models about moderating and mediating effects. Future researchers may highlight the increasing importance of linear and fsQCA in any organizational behavior or organizational theory subject. Practical implications The main implication is that managers should consider the significant impacts of effective SR-HRM development on employees’ job performance. Personality traits should be taken into account in HRM processes such as recruitment and retention. Social implications The main contribution of the current study is the insight it provides into the moderating effects of the big five personality traits on the relationship between job performance and SR-HRM and how they differ in the linear model and fsQCA. Originality/value The current study contributes to the relevant literature by presenting the research design and questions. Using a multi-method approach, this research provides a better understanding of patterns between variables and contributes to the existing literature.","PeriodicalId":35239,"journal":{"name":"International Journal of Organization Theory and Behavior","volume":"28 1","pages":"34-55"},"PeriodicalIF":0.0,"publicationDate":"2024-11-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"147919814","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-11-03DOI: 10.1108/ijotb-02-2023-0039
Brian Gregory, K. Nathan Moates
Purpose The purpose of this research is to more deeply understand how stress impacts the physical and mental health of employees and what management can do to attenuate the impact of stress on employee health. While the relationship between stress and employee health has received some empirical support in the literature (e.g. Cooper and Cartwright, 1994), less is known about workplace variables that may mitigate the negative effects of stress on health. This study aims to contribute to the literature by exploring three important workplace variables that could lessen the negative effects of stress on health. Design/methodology/approach A diverse group of employees from two healthcare organizations in the United States of America were surveyed about their work environments, job stress, mental health and physical health. Hierarchical regression analyses were used to investigate three unique workplace mitigators of the stress-health relationship. Findings Results support perceived organizational support, procedural justice and managerial perspective-taking as variables that serve to make individuals hardier to the health consequences of stressful work. However, different moderating processes seem to account for mental health (perceived organizational support) and physical health (perspective-taking), while procedural justice mitigates the effect of stress on both mental and physical health. Originality/value This study contributes to an enhanced understanding of the relationships between stress and mental and physical health in the workplace. In particular, three workplace factors associated with managerial practices were identified that organizations can utilize to protect employees from the negative health consequences of stressful work. These findings can assist managers and organizations who are interested in improving employee health.
{"title":"Workplace mitigators of the negative relationship between stress and health","authors":"Brian Gregory, K. Nathan Moates","doi":"10.1108/ijotb-02-2023-0039","DOIUrl":"https://doi.org/10.1108/ijotb-02-2023-0039","url":null,"abstract":"Purpose The purpose of this research is to more deeply understand how stress impacts the physical and mental health of employees and what management can do to attenuate the impact of stress on employee health. While the relationship between stress and employee health has received some empirical support in the literature (e.g. Cooper and Cartwright, 1994), less is known about workplace variables that may mitigate the negative effects of stress on health. This study aims to contribute to the literature by exploring three important workplace variables that could lessen the negative effects of stress on health. Design/methodology/approach A diverse group of employees from two healthcare organizations in the United States of America were surveyed about their work environments, job stress, mental health and physical health. Hierarchical regression analyses were used to investigate three unique workplace mitigators of the stress-health relationship. Findings Results support perceived organizational support, procedural justice and managerial perspective-taking as variables that serve to make individuals hardier to the health consequences of stressful work. However, different moderating processes seem to account for mental health (perceived organizational support) and physical health (perspective-taking), while procedural justice mitigates the effect of stress on both mental and physical health. Originality/value This study contributes to an enhanced understanding of the relationships between stress and mental and physical health in the workplace. In particular, three workplace factors associated with managerial practices were identified that organizations can utilize to protect employees from the negative health consequences of stressful work. These findings can assist managers and organizations who are interested in improving employee health.","PeriodicalId":35239,"journal":{"name":"International Journal of Organization Theory and Behavior","volume":"145 2","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-11-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135777398","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-10-31DOI: 10.1108/ijotb-10-2022-0206
Alireza Khorakian, Yaghoob Maharati, Jonathan Muterera, Nasim Jahedian
Purpose The purpose of the present study is to extend the body of research on healthcare management by examining the effect of workplace stressors, including abusive supervision, customer incivility and the perceived threat of COVID-19 (PCT), on turnover intention. The study also contributes to healthcare management research by examining the mediating role of emotional exhaustion, the moderating role of employee resilience and constituent attachment. Design/methodology/approach The study developed and tested a model explaining the relationship between abusive supervision, customer incivility, PCT, emotional exhaustion, turnover intention, employee resilience and constituent attachment. Data were collected from a sample of 375 frontline employees who work in private hospitals in Mashhad, the second-most populous city in Iran. Findings The findings indicate that abusive supervision and customer incivility, directly and indirectly, affect turnover intention through emotional exhaustion. Furthermore, employee resilience was found to mitigate the relationship between stressors excluding the PCT and emotional exhaustion. Moreover, constituent attachment decreased the likelihood of turnover intention among employees who experienced abusive supervision. The findings suggest that controlling abusive supervision, customer incivility and PCT can lead to less emotionally exhausted employees with lower turnover intention. Furthermore, enhancing employee resilience and constituent attachment can decrease emotional exhaustion and turnover intention. Originality/value Despite the large body of research on the relationship between the variables mentioned above, few studies have presented a conceptual model based on the relationship between them. This article presents a conceptual model that has not been previously discussed in any other publication to examine the moderating effect of organizational and individual factors in the relationship between workplace stressors and their consequences, which have not been widely covered in existing literature. Drawing upon conservation of resources theory, job embeddedness theory and attachment theory, the present study aims to fill this gap in the literature.
{"title":"How do workplace stressors during COVID-19 affect health frontline employees in Iran: Investigating the role of employee resilience and constituent attachment","authors":"Alireza Khorakian, Yaghoob Maharati, Jonathan Muterera, Nasim Jahedian","doi":"10.1108/ijotb-10-2022-0206","DOIUrl":"https://doi.org/10.1108/ijotb-10-2022-0206","url":null,"abstract":"Purpose The purpose of the present study is to extend the body of research on healthcare management by examining the effect of workplace stressors, including abusive supervision, customer incivility and the perceived threat of COVID-19 (PCT), on turnover intention. The study also contributes to healthcare management research by examining the mediating role of emotional exhaustion, the moderating role of employee resilience and constituent attachment. Design/methodology/approach The study developed and tested a model explaining the relationship between abusive supervision, customer incivility, PCT, emotional exhaustion, turnover intention, employee resilience and constituent attachment. Data were collected from a sample of 375 frontline employees who work in private hospitals in Mashhad, the second-most populous city in Iran. Findings The findings indicate that abusive supervision and customer incivility, directly and indirectly, affect turnover intention through emotional exhaustion. Furthermore, employee resilience was found to mitigate the relationship between stressors excluding the PCT and emotional exhaustion. Moreover, constituent attachment decreased the likelihood of turnover intention among employees who experienced abusive supervision. The findings suggest that controlling abusive supervision, customer incivility and PCT can lead to less emotionally exhausted employees with lower turnover intention. Furthermore, enhancing employee resilience and constituent attachment can decrease emotional exhaustion and turnover intention. Originality/value Despite the large body of research on the relationship between the variables mentioned above, few studies have presented a conceptual model based on the relationship between them. This article presents a conceptual model that has not been previously discussed in any other publication to examine the moderating effect of organizational and individual factors in the relationship between workplace stressors and their consequences, which have not been widely covered in existing literature. Drawing upon conservation of resources theory, job embeddedness theory and attachment theory, the present study aims to fill this gap in the literature.","PeriodicalId":35239,"journal":{"name":"International Journal of Organization Theory and Behavior","volume":"35 5","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-10-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135808744","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-10-30DOI: 10.1108/ijotb-08-2022-0147
Mirna Koričan Lajtman
Purpose This paper aims to understand how context-related factors impacted productivity for managers while working from home in the Luxembourgish market during the COVID-19 pandemic. It also screens for coping mechanisms causing better mental and work-related results. Design/methodology/approach A focus group approach was applied with 46 participants. Participants were placed into 11 groups, and the research was conducted from July 2021 to October 2021. The findings are based on the in-depth analysis of the qualitative data using atlas.ti software. Findings Challenges that the participants had faced while working from home during COVID-19 revealed issues in all four layers of the context-related framework. Social challenges, namely loneliness, communication and trust, were most present among those four layers. Ensuring a better person-environment fit by using different coping mechanisms by participants, produced a healthier psychological and mental state, claimed by participants. Research limitations/implications This research was conducted in Luxembourg and on middle managers and did not involve a large sample. Additionally, future research might strive for quantitative data to better understand the phenomenon of work from anywhere and its relations to work-life integration, stress and resilience. Practical implications The paper adds more clarification on the application of the context-related factors and person-environment fit necessary for resilience and thus productivity of employees. In addition, the paper may serve managers and HR managers to develop more impactful practices, processes, education and tools to support working from home. Originality/value The paper explores personal challenges and coping mechanisms while working from home during the COVID-19 pandemic in Luxembourg.
{"title":"Exploring context-related challenges and adaptive responses while working from home during COVID-19","authors":"Mirna Koričan Lajtman","doi":"10.1108/ijotb-08-2022-0147","DOIUrl":"https://doi.org/10.1108/ijotb-08-2022-0147","url":null,"abstract":"Purpose This paper aims to understand how context-related factors impacted productivity for managers while working from home in the Luxembourgish market during the COVID-19 pandemic. It also screens for coping mechanisms causing better mental and work-related results. Design/methodology/approach A focus group approach was applied with 46 participants. Participants were placed into 11 groups, and the research was conducted from July 2021 to October 2021. The findings are based on the in-depth analysis of the qualitative data using atlas.ti software. Findings Challenges that the participants had faced while working from home during COVID-19 revealed issues in all four layers of the context-related framework. Social challenges, namely loneliness, communication and trust, were most present among those four layers. Ensuring a better person-environment fit by using different coping mechanisms by participants, produced a healthier psychological and mental state, claimed by participants. Research limitations/implications This research was conducted in Luxembourg and on middle managers and did not involve a large sample. Additionally, future research might strive for quantitative data to better understand the phenomenon of work from anywhere and its relations to work-life integration, stress and resilience. Practical implications The paper adds more clarification on the application of the context-related factors and person-environment fit necessary for resilience and thus productivity of employees. In addition, the paper may serve managers and HR managers to develop more impactful practices, processes, education and tools to support working from home. Originality/value The paper explores personal challenges and coping mechanisms while working from home during the COVID-19 pandemic in Luxembourg.","PeriodicalId":35239,"journal":{"name":"International Journal of Organization Theory and Behavior","volume":"35 4","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-10-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"136105098","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-02-04DOI: 10.1108/ijotb-06-2021-0105
S. Chou, Kate Barron, C. Ramser
PurposeSince its inception, helping behavior has been viewed as a cooperative and affiliative behavior with prudent employee involvement. The paradox of employee involvement, however, implies that helping behavior can be intrusive and obstructive. The primary purpose of this article is to conceptualize helicopter helping as an intrusive and obstructive type of discretionary workplace behavior. In addition, the authors discuss possible antecedents and consequences of helicopter helping.Design/methodology/approachTo conceptualize helicopter helping, the authors utilized the ABI/INFORM Global, Academic Search Complete, Business Source Complete, PsycARTICLES and JSTOR Archive Collection databases focusing on the helping behavior and helicopter parenting research. In particular, the authors applied the hovering nature of helicopter parenting to the conceptualization of helicopter helping exhibited by an employee in the organization. Additionally, the authors discuss antecedents and consequences of helicopter helping by integrating the bright and dark side of helping behavior research.FindingsThe authors conceptualize helicopter helping as an employee's excessive involvement in and interference with coworkers' task environment. Based upon the conceptualization of helicopter helping, the authors further propose that the need for achievement, Type-A personality, group rewards, high-performance group norms, a hierarchy organizational culture and strong social ties are possible antecedents of helicopter helping. Furthermore, the authors suggest that helicopter helping can result in reduced organization-based self-esteem, general self-efficacy, group creativity and innovation, quality of social-exchange relationships, learning and development and increased organizational vulnerability.Originality/valueThis article is one of the few studies exploring helping behavior from an intrusive and invasive perspective. Theoretically, the authors advance the dark side of helping behavior literature. Drawing upon the propositions, the authors offer some managerial recommendations that help managers mitigate the intrusive and obstructive type of helping in the organization.
{"title":"Helicopter helping in the organization: its conceptualization, key characteristics and possible antecedents and consequences","authors":"S. Chou, Kate Barron, C. Ramser","doi":"10.1108/ijotb-06-2021-0105","DOIUrl":"https://doi.org/10.1108/ijotb-06-2021-0105","url":null,"abstract":"PurposeSince its inception, helping behavior has been viewed as a cooperative and affiliative behavior with prudent employee involvement. The paradox of employee involvement, however, implies that helping behavior can be intrusive and obstructive. The primary purpose of this article is to conceptualize helicopter helping as an intrusive and obstructive type of discretionary workplace behavior. In addition, the authors discuss possible antecedents and consequences of helicopter helping.Design/methodology/approachTo conceptualize helicopter helping, the authors utilized the ABI/INFORM Global, Academic Search Complete, Business Source Complete, PsycARTICLES and JSTOR Archive Collection databases focusing on the helping behavior and helicopter parenting research. In particular, the authors applied the hovering nature of helicopter parenting to the conceptualization of helicopter helping exhibited by an employee in the organization. Additionally, the authors discuss antecedents and consequences of helicopter helping by integrating the bright and dark side of helping behavior research.FindingsThe authors conceptualize helicopter helping as an employee's excessive involvement in and interference with coworkers' task environment. Based upon the conceptualization of helicopter helping, the authors further propose that the need for achievement, Type-A personality, group rewards, high-performance group norms, a hierarchy organizational culture and strong social ties are possible antecedents of helicopter helping. Furthermore, the authors suggest that helicopter helping can result in reduced organization-based self-esteem, general self-efficacy, group creativity and innovation, quality of social-exchange relationships, learning and development and increased organizational vulnerability.Originality/valueThis article is one of the few studies exploring helping behavior from an intrusive and invasive perspective. Theoretically, the authors advance the dark side of helping behavior literature. Drawing upon the propositions, the authors offer some managerial recommendations that help managers mitigate the intrusive and obstructive type of helping in the organization.","PeriodicalId":35239,"journal":{"name":"International Journal of Organization Theory and Behavior","volume":"88 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2022-02-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"76053234","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-01-14DOI: 10.1108/ijotb-10-2020-0175
Thibault Parmentier, Pr. Emmanuelle Reynaud
PurposeThis article wants to propose deeper insights and clarifications into the effects of organizational politics which have been at the center of many debates in decision-making literature. For a long time, the debate focused on the negative effects of organizational politics and how to avoid them. This article wants to explore the positive effects of organizational politics and see how this impacts the consensus process in teams moderated by organizational change.Design/methodology/approachThe article model and propositions are grounded in the organisational politics literature. The analysis builds on the “positive” politics literature which has been gaining steam in the last two decades and links this with the consensus literature.FindingsThe article proposes an integrated model which clearly shows how the three core concepts influence each other through the four proposed hypotheses. Organizational politics can help to create more consensus in a team decision-making process, and this can have a positive effect on team performance.Originality/valueThe article aims to expand insights of organizational politics on decision-making by putting the light on possible positive effects of organizational politics. The article addresses the theoretical gap of how organizational politics can impact the consensus process.
{"title":"“Can politics really be beneficial?” Toward a model for positive politics through consensus","authors":"Thibault Parmentier, Pr. Emmanuelle Reynaud","doi":"10.1108/ijotb-10-2020-0175","DOIUrl":"https://doi.org/10.1108/ijotb-10-2020-0175","url":null,"abstract":"PurposeThis article wants to propose deeper insights and clarifications into the effects of organizational politics which have been at the center of many debates in decision-making literature. For a long time, the debate focused on the negative effects of organizational politics and how to avoid them. This article wants to explore the positive effects of organizational politics and see how this impacts the consensus process in teams moderated by organizational change.Design/methodology/approachThe article model and propositions are grounded in the organisational politics literature. The analysis builds on the “positive” politics literature which has been gaining steam in the last two decades and links this with the consensus literature.FindingsThe article proposes an integrated model which clearly shows how the three core concepts influence each other through the four proposed hypotheses. Organizational politics can help to create more consensus in a team decision-making process, and this can have a positive effect on team performance.Originality/valueThe article aims to expand insights of organizational politics on decision-making by putting the light on possible positive effects of organizational politics. The article addresses the theoretical gap of how organizational politics can impact the consensus process.","PeriodicalId":35239,"journal":{"name":"International Journal of Organization Theory and Behavior","volume":"53 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2022-01-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"84982651","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-11-30DOI: 10.1108/ijotb-11-2020-0204
C. Julmi, J. M. Pereira, Jack K. Bramlage, Benedict Jackenkroll
PurposeAlthough the literature shows that ethical leadership reduces the risk of burnout, research still lacks a comprehensive understanding of the mediating effects between ethical leadership and burnout. As media reports on working conditions in the academic context often tie the problem of unethical leadership practices to illegitimate tasks, this study focuses on illegitimate tasks as a mediator between ethical leadership and burnout.Design/methodology/approachThe research model is tested using structural equation modeling and data from 1,053 doctoral and postdoctoral students in randomly selected German state universities.FindingsThe results significantly support all hypothesized effects, showing direct correlations between (1) ethical leadership and illegitimate tasks, (2) ethical leadership and burnout facets and (3) illegitimate tasks and burnout facets. The relationship between ethical leadership and burnout is thus partially mediated by illegitimate tasks.Practical implicationsThe authors recommend three major fields of action for practice. These fields comprise (1) the leadership situation, (2) the leader and (3) the follower.Originality/valueThe presented model is the first that connects the relationship between ethical leadership and burnout with illegitimate tasks and looks at ethical leadership from a stress-as-offense-to-self (SOS) perspective.
{"title":"Explaining the relationship between ethical leadership and burnout facets in the academic context: the mediating role of illegitimate tasks","authors":"C. Julmi, J. M. Pereira, Jack K. Bramlage, Benedict Jackenkroll","doi":"10.1108/ijotb-11-2020-0204","DOIUrl":"https://doi.org/10.1108/ijotb-11-2020-0204","url":null,"abstract":"PurposeAlthough the literature shows that ethical leadership reduces the risk of burnout, research still lacks a comprehensive understanding of the mediating effects between ethical leadership and burnout. As media reports on working conditions in the academic context often tie the problem of unethical leadership practices to illegitimate tasks, this study focuses on illegitimate tasks as a mediator between ethical leadership and burnout.Design/methodology/approachThe research model is tested using structural equation modeling and data from 1,053 doctoral and postdoctoral students in randomly selected German state universities.FindingsThe results significantly support all hypothesized effects, showing direct correlations between (1) ethical leadership and illegitimate tasks, (2) ethical leadership and burnout facets and (3) illegitimate tasks and burnout facets. The relationship between ethical leadership and burnout is thus partially mediated by illegitimate tasks.Practical implicationsThe authors recommend three major fields of action for practice. These fields comprise (1) the leadership situation, (2) the leader and (3) the follower.Originality/valueThe presented model is the first that connects the relationship between ethical leadership and burnout with illegitimate tasks and looks at ethical leadership from a stress-as-offense-to-self (SOS) perspective.","PeriodicalId":35239,"journal":{"name":"International Journal of Organization Theory and Behavior","volume":"45 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2021-11-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"72995348","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-11-16DOI: 10.1108/ijotb-09-2021-169
Claudia Toma, I. Menezes, D. Secchi
The expression “organizational cognition” (OC) has been around for quite some time now (Ilgen et al., 1994; Hodgkinson and Healey, 2008; Walsh, 1995). Applications, more than theoretical developments, gave OC a place within the management literature so that a cognitive component is found more and more often in published research. Yet, what the word “cognition”means within the context of organizations remains vague and highly dependent on theoretical assumptions (Secchi and Adamsen, 2017). On the one hand, cognition is addressed starting from more traditional organizational characteristics, with attention to, among the many, leadership (Lord and Emrich, 2001), teams and groups (Ilgen et al., 2005; Toma and Butera, 2015) and individual social responsibility (Crilly et al., 2008; Secchi, 2009). On the other hand, organization theory and behavior are addressed from the perspective of cognition, with particular emphasis to, for example, cultural ecologies (Hutchins, 2014), human interactivity (Steffensen and Pedersen, 2014) and decision-making (Bardone, 2011; Toma and Butera, 2009). The former, and more traditional, assumptions can be called representationalistwhile the latter belong to the embodied, distributed and extended cognition (EDEC) perspective. When taking a representationalist stance, researchers operate on the assumption that cognitive processes involve the mirroring of the observed in a cognitive “device.” Traditionally, this has been considered to be the human brain, where observed phenomena are represented. The EDEC perspectives take a different set of assumptions and make the issue of representation secondary, when not irrelevant. This is not the place to get involved in the debate between these two streams of research because (1) it is a relatively old one (e.g. Varela et al., 1991), and (2) it is not the central message of this editorial. All thatmatters here is that an EDEC stance consists in defining cognition as a systemwhere a number of internal resources (e.g. brain, body, feelings) aremixed and interplaywith external resources (e.g. artifacts, other people). Even though there has been a long tradition of EDEC perspectives in the cognitive sciences (Varela et al., 1991; Hutchins, 1995), they have not been recognized in OC until very recently. For example, Healey et al. (2018) discuss distributed cognition within a representationalist framework, and Hodgkinson (2015) has acknowledged their existence in his influential review of managerial and organizational cognition (MOC). The two lines of reasoning about OC are still separate but, perhaps, less irreconcilable. Of course, some would keep a radical take while others would want to establish a dialogue and explore the territory around their field. This Special Issue New Horizons in Organizational Cognition has been created with the intention of drawing attention to the different aspects of cognition research applied to and concerning organizations in an attempt to understand the ex
“组织认知”(OC)一词的出现已经有一段时间了(Ilgen et al.， 1994;Hodgkinson and Healey, 2008;沃尔什,1995)。应用，而不是理论的发展，在管理文献中给了OC一个位置，因此在发表的研究中发现越来越多的认知成分。然而，在组织的背景下，“认知”这个词的含义仍然模糊，并且高度依赖于理论假设(Secchi和Adamsen, 2017)。一方面，认知是从更传统的组织特征开始的，其中关注领导力(Lord and Emrich, 2001)、团队和群体(Ilgen et al.， 2005;Toma and Butera, 2015)和个人社会责任(Crilly et al.， 2008;西奇,2009)。另一方面，组织理论和行为是从认知的角度来解决的，特别强调文化生态(Hutchins, 2014)，人类互动(Steffensen和Pedersen, 2014)和决策(Bardone, 2011;Toma和Butera, 2009)。前者和更传统的假设可以被称为表征主义，而后者属于具身、分布和扩展认知(EDEC)的观点。当采取表征主义立场时，研究人员假设认知过程涉及在认知“装置”中观察到的镜像。传统上，这被认为是人类的大脑，在那里观察到的现象被表示。EDEC的观点采用了一组不同的假设，并将表示问题放在次要位置，即使不是无关紧要的。这不是参与这两种研究流之间争论的地方，因为(1)这是一个相对较旧的研究(例如Varela et al.， 1991)，(2)它不是这篇社论的中心信息。这里重要的是，EDEC的立场包括将认知定义为一个系统，在这个系统中，许多内部资源(如大脑、身体、感觉)混合在一起，并与外部资源(如人工制品、其他人)相互作用。尽管认知科学中有很长的EDEC观点传统(Varela et al.， 1991;Hutchins, 1995)，它们直到最近才在OC中得到认可。例如，Healey等人(2018)在表征主义框架内讨论了分布式认知，Hodgkinson(2015)在他对管理和组织认知(MOC)的有影响力的评论中承认了它们的存在。关于OC的两种推理方式仍然是分开的，但也许不那么不可调和了。当然，有些人会保持激进的态度，而另一些人则希望建立对话并探索他们所在领域的领域。本期《组织认知新视野》特刊的目的是引起人们对应用于组织和与组织有关的认知研究的不同方面的关注，试图理解上述两种立场在多大程度上沟通、分歧、融合或对话。这个想法是鼓励从不同的理论角度出发的反思，例如计算主义及其对立面，社会认同理论，心理表征主义及其批评者，语义，以及来自不同学科传统的反思，即使是在组织理论和行为之外，例如认知心理学，社会认知，认知科学，人工智能。这将鼓励更广泛的OC方法，同时有助于确定该领域的下一步发展方向。这期特刊是专门设计来吸引那些作为现有和即将进行的OC研究之间桥梁的观点。这为更多的客座编辑提供了更广阔的空间
{"title":"Guest editorial: new horizons in organizational cognition","authors":"Claudia Toma, I. Menezes, D. Secchi","doi":"10.1108/ijotb-09-2021-169","DOIUrl":"https://doi.org/10.1108/ijotb-09-2021-169","url":null,"abstract":"The expression “organizational cognition” (OC) has been around for quite some time now (Ilgen et al., 1994; Hodgkinson and Healey, 2008; Walsh, 1995). Applications, more than theoretical developments, gave OC a place within the management literature so that a cognitive component is found more and more often in published research. Yet, what the word “cognition”means within the context of organizations remains vague and highly dependent on theoretical assumptions (Secchi and Adamsen, 2017). On the one hand, cognition is addressed starting from more traditional organizational characteristics, with attention to, among the many, leadership (Lord and Emrich, 2001), teams and groups (Ilgen et al., 2005; Toma and Butera, 2015) and individual social responsibility (Crilly et al., 2008; Secchi, 2009). On the other hand, organization theory and behavior are addressed from the perspective of cognition, with particular emphasis to, for example, cultural ecologies (Hutchins, 2014), human interactivity (Steffensen and Pedersen, 2014) and decision-making (Bardone, 2011; Toma and Butera, 2009). The former, and more traditional, assumptions can be called representationalistwhile the latter belong to the embodied, distributed and extended cognition (EDEC) perspective. When taking a representationalist stance, researchers operate on the assumption that cognitive processes involve the mirroring of the observed in a cognitive “device.” Traditionally, this has been considered to be the human brain, where observed phenomena are represented. The EDEC perspectives take a different set of assumptions and make the issue of representation secondary, when not irrelevant. This is not the place to get involved in the debate between these two streams of research because (1) it is a relatively old one (e.g. Varela et al., 1991), and (2) it is not the central message of this editorial. All thatmatters here is that an EDEC stance consists in defining cognition as a systemwhere a number of internal resources (e.g. brain, body, feelings) aremixed and interplaywith external resources (e.g. artifacts, other people). Even though there has been a long tradition of EDEC perspectives in the cognitive sciences (Varela et al., 1991; Hutchins, 1995), they have not been recognized in OC until very recently. For example, Healey et al. (2018) discuss distributed cognition within a representationalist framework, and Hodgkinson (2015) has acknowledged their existence in his influential review of managerial and organizational cognition (MOC). The two lines of reasoning about OC are still separate but, perhaps, less irreconcilable. Of course, some would keep a radical take while others would want to establish a dialogue and explore the territory around their field. This Special Issue New Horizons in Organizational Cognition has been created with the intention of drawing attention to the different aspects of cognition research applied to and concerning organizations in an attempt to understand the ex","PeriodicalId":35239,"journal":{"name":"International Journal of Organization Theory and Behavior","volume":"229 1 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2021-11-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"80206645","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-09-29DOI: 10.1108/ijotb-01-2021-0013
Benjamin P. Dean
PurposeThis inquiry aims to determine the features and mechanisms that specially enable a multiteam system (MTS) to develop ambidexterity that can deal effectively with rapid changes in dynamic environments. The MTS is an emerging organizational unit comprised of tightly integrated networks of teams that may originate from one or more firms. The inquiry also considered how an MTS can engage those features and mechanisms to maximize ambidexterity as dynamic capabilities for increased innovation and long-term adaptation under complex, volatile conditions.Design/methodology/approachThis conceptual inquiry integrates the emerging research on MTSs with theory and studies relating to ambidexterity and dynamic capabilities. This inquiry focuses on the attributes and linkages that specially characterize an MTS. It analyzes these to determine the key mechanisms and interactions enabling and engaging ambidexterity at MTS unit level.FindingsMTSs can engage powerful mechanisms for ambidexterity functioning as dynamic capabilities at meso-organizational level. The attributes and linkages that distinguish an MTS from other units enable it to deal effectively and efficiently with near-term task demands by simultaneously balancing the essential tasks of exploration and exploitation, and by being able to rapidly adapt by reconfiguring taskwork and reallocating resources as required for sustainable innovation and long-term success within a dynamic environment.Practical implicationsThis inquiry provides valuable insights for designing MTSs that are equipped with selected teams, flexible memberships, specialized skills and permeable interfaces. Autonomy for an MTS allows the unit to span internal and external organizational boundaries to gain access to new discoveries and to exchange information and material resources for increased innovation. Ambidexterity as dynamic capabilities facilitates exploitation of current resources by efficiently reconfiguring taskwork and reallocating materials for adaptation and competitive advantage.Originality/valueThis inquiry appears to represent the most integrative effort to examine the underexplored potential of MTSs for developing and engaging ambidexterity functioning as dynamic capabilities. The inquiry appears to be a first effort at articulating a concept of MTS ambidexterity distinct from organizational ambidexterity. The analysis synthesizes a systems model that guides organizational leaders and opens new opportunities for future research.
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