Organizational climate and culture: An introduction to theory, research, and practice
Abstract
The fields of organizational climate and organizational culture have co-existed for several decades with very little integration between the two. In Organizational Climate and Culture: An Introduction to Theory, Research, and Practice, Mark G. Ehrhart, Benjamin Schneider, and William H. Macey break down the barriers between these fields to encourage a broader understanding of how an organization's environment affects its functioning and performance. Building on in-depth reviews of the development of both the organizational climate and organizational culture literatures, the authors identify the key issues that researchers in each field could learn from the other and provide recommendations for the integration of the two. They also identify how practitioners can utilize the key concepts in the two literatures when conducting organizational cultural inquiries and leading change efforts. The end product is an in-depth discussion of organizational climate and culture unlike anything that has come before that provides unique insights for a broad audience of academics, practitioners, and students. © 2014 Mark G. Ehrhart, Benjamin Schneider, and William H. Macey.
... We aim to answer three research questions: For this project, we intend to reintroduce organizational climate science into higher education climate research to ultimately understand how to improve outcomes in engineering doctoral education for students from historically-excluded groups. We rely on the definition of organizational climate as the shared meaning organizational members attach to the events, policies, practices, and procedures they experience and the behaviors they see being rewarded, supported, and expected [2], [3], [4], [5]. ...
... Findings from focused climates studies have practical applications, in that they point to specific policies, practices, and behaviors comprising the climate and predicting relevant outcomes [5]. Members exist simultaneously in various subgroups or nested levels within the larger organization, and measurement of climate is best focused on a specific level that provides a frame of reference [2], [3]. In this work, we investigate climate at the department level because disciplinary, institutional, and professional contexts converge at the department level to shape graduate student experiences [6], [7], [8]. ...
... In this work, we investigate climate at the department level because disciplinary, institutional, and professional contexts converge at the department level to shape graduate student experiences [6], [7], [8]. Furthermore, faculty are organizational members who work in a climate they do not create [2], [3] because they are not responsible for setting policies, and the relationship between a doctoral student and their advisor is better addressed by a different construct from organizational science, perceived supervisor support. ...
... Transformational leadership, drawn from the full-range leadership model, is a general type of leadership that reflects a leader's ability to inspire and motivate employees to follow an ideal or course of action [38,39]. Implementation leadership is a type of focused leadership that refers to leader behaviors that facilitate the organization's specific strategic objective of successfully implementing a focal EBP, such as MBC [37,[40][41][42][43][44]. As is shown in the figure, LOCI aims to increase first-level leaders' use of these leadership behaviors in order to support the development of an implementation climate that prompts and supports clinicians' use of the focal EBP with high fidelity. ...
... Contrary to our hypotheses (see Fig. 1), LOCI did not exert lasting effects on transformational leadership, and increases in transformational leadership did not explain LOCI's effect on improvement in clinic implementation climate. This pattern of results aligns with theoretical models of leadership and climate which suggest that specific types of focused leadership (i.e., implementation leadership [40]) are needed to generate specific types of focused organizational climate and associated outcomes [37,44]. This finding also suggests the LOCI strategy could be streamlined without loss of efficacy by scaling back (or eliminating) components that address transformational leadership, as has been done in implementation studies of autism interventions [94]. ...
... Improvement in clinic implementation climate explained 71% of LOCI's effect on youth-level MBC fidelity. The validation of this theoretical linkage within an experimental design lends credence to prior correlational studies and theory suggesting clinic implementation climate can contribute to improved EBP implementation in mental health settings [27,[44][45][46][47]. These results suggest organizational and system leaders can improve the implementation of EBPs by deploying organizational policies, procedures, and practices that send clear signals to clinicians about the importance of EBP implementation relative to competing priorities within practice settings. ...
Background
Theory and correlational research indicate organizational leadership and climate are important for successful implementation of evidence-based practices (EBPs) in healthcare settings; however, experimental evidence is lacking. We addressed this gap using data from the WISDOM (Working to Implement and Sustain Digital Outcome Measures) hybrid type III effectiveness-implementation trial. Primary outcomes from WISDOM indicated the Leadership and Organizational Change for Implementation (LOCI) strategy improved fidelity to measurement-based care (MBC) in youth mental health services. In this study, we tested LOCI’s hypothesized mechanisms of change, namely: (1) LOCI will improve implementation and transformational leadership, which in turn will (2) mediate LOCI’s effect on implementation climate, which in turn will (3) mediate LOCI’s effect on MBC fidelity.
Methods
Twenty-one outpatient mental health clinics serving youth were randomly assigned to LOCI plus MBC training and technical assistance or MBC training and technical assistance only. Clinicians rated their leaders’ implementation leadership, transformational leadership, and clinic implementation climate for MBC at five time points (baseline, 4-, 8-, 12-, and 18-months post-baseline). MBC fidelity was assessed using electronic metadata for youth outpatients who initiated treatment in the 12 months following MBC training. Hypotheses were tested using longitudinal mixed-effects models and multilevel mediation analyses.
Results
LOCI significantly improved implementation leadership and implementation climate from baseline to follow-up at 4-, 8-, 12-, and 18-month post-baseline (all ps < .01), producing large effects (range of ds = 0.76 to 1.34). LOCI’s effects on transformational leadership were small at 4 months (d = 0.31, p = .019) and nonsignificant thereafter (ps > .05). LOCI’s improvement of clinic implementation climate from baseline to 12 months was mediated by improvement in implementation leadership from baseline to 4 months (proportion mediated [pm] = 0.82, p = .004). Transformational leadership did not mediate LOCI’s effect on implementation climate (p = 0.136). Improvement in clinic implementation climate from baseline to 12 months mediated LOCI’s effect on MBC fidelity during the same period (pm = 0.71, p = .045).
Conclusions
LOCI improved MBC fidelity in youth mental health services by improving clinic implementation climate, which was itself improved by increased implementation leadership. Fidelity to EBPs in healthcare settings can be improved by developing organizational leaders and strong implementation climates.
Trial registration
ClinicalTrials.gov identifier: NCT04096274. Registered September 18, 2019.
... Moreover, recognising governance as a complex social phenomenon empowered researchers to look beyond the traditional elements of monitoring and control. For example, examining attributes of board behaviour fostered a board climate that permeated throughout the organisation (Ehrhart et al., 2014). Similarly, contemporary governance scholarship provided a more thorough understanding of governance practice by explicitly examining the obligations of directors and the characteristics needed to discharge those obligations (Aberg et al., 2019). ...
... In the behavioural governance scholarship, Boshoff et al. (2019) and Ehrhart et al. (2014) argued that attributes of board behaviour create a climate and culture that flows throughout the organisation. The climate is created by individual and group behaviours, social surroundings and organisational culture (Van Houtte & Van Maele, 2011). ...
This chapter examines the relationship between directors’ behaviours, school climate and community wellbeing within Australian Islamic schools. Drawing from an Islamic perspective of wellbeing, it underlines how behavioural dynamics within governance structures influence school climate and, subsequently, community wellbeing. While school climate has traditionally been linked to leadership and teacher-student interactions, this study shifts focus to the role of board directors, whose behaviours and practices shape the broader organisational climate of these institutions. Using qualitative methods of inquiry, data collected from parents, teachers and directors uncover contrasting boardroom climates exist in Islamic school boards. The findings reveal that positive climates emerged when directors engaged in collaborative and transparent behaviours. Whereas, school boards that experienced power dynamics, perceived conflicts of interest, ownership behaviours and secrecy struggled to satisfy the needs of school communities, impacting overall wellbeing. The findings also address the external challenges faced by Muslim communities, highlighting the urgent need for further research into the governance dynamics of boards in Islamic schools. The implications of the research suggest that community wellbeing is maintained by creating a school climate that fosters active cooperation and consultation between boards and school communities. Consequently, this Chapter offers critical insights for the development of governance frameworks that are responsive to the complex, dynamic and distinctive characteristics of Islamic schools.
... Por ejemplo, el Modelo de Clima Organizacional de Schneider, que distingue entre climas de seguridad, climas de apoyo, climas de innovación y climas de control, proporciona un marco para entender cómo cada tipo de clima afecta las relaciones entre los empleados. Cada modelo ofrece una visión sobre cómo las características específicas del clima organizacional pueden influir en la interacción y la colaboración entre los miembros del equipo (Schneider et al., 2022). ...
... La investigación demostró que un clima de apoyo y de innovación no solo mejoraba la satisfacción del personal académico y administrativo, sino que también fortalecía las relaciones interpersonales. Berkeley diseñó políticas y prácticas que fomentaban estos tipos de climas, como eventos de integración y programas de desarrollo personal, lo que contribuyó a un ambiente de trabajo positivo y altamente colaborativo (Schneider et al., 2022). ...
"Ecos del Ambiente Institucional: El Impacto del Clima Organizacional en las Relaciones Interpersonales" es un estudio detallado que examina la relación entre el clima organizacional y las relaciones interpersonales dentro de una institución educativa. Este libro se enfoca en el Instituto de Educación Superior Pedagógico Público “Virgen del Carmen” en Paucartambo durante el año 2021. El objetivo principal del estudio es explorar cómo el ambiente organizacional influye en las dinámicas entre las personas, especialmente desde la perspectiva de los representantes estudiantiles. El autor emplea una metodología teórica o básica, con un enfoque correlacional y descriptivo que se complementa con un diseño no experimental de corte transeccional. La investigación es cuantitativa, lo que permite una mayor precisión en la medición de la relación entre las variables estudiadas. Se utilizaron encuestas y cuestionarios aplicados a una muestra de 51 representantes estudiantiles para recolectar datos relevantes. Los resultados obtenidos revelan que, en el I.E.S.P.P. “Virgen del Carmen”, el clima organizacional predominante es considerado regular, mientras que las relaciones interpersonales son evaluadas en un nivel alto. Estos hallazgos son significativos, ya que el análisis estadístico mediante la prueba de correlación de Pearson muestra una asociación directa y significativa entre ambas variables, con un coeficiente de correlación de 0,886. Este valor sugiere que un mejor clima organizacional está fuertemente relacionado con mejores relaciones interpersonales dentro de la institución. En conclusión, este estudio subraya la importancia del clima organizacional como un factor clave que moldea las relaciones interpersonales en entornos educativos. La investigación proporciona una base sólida para futuras intervenciones dirigidas a mejorar el ambiente institucional, destacando la necesidad de un clima organizacional positivo para fomentar relaciones interpersonales saludables y constructivas. "Ecos del Ambiente Institucional" es una lectura esencial para aquellos interesados en la gestión educativa, las relaciones interpersonales y la mejora del ambiente institucional, ofreciendo valiosas perspectivas sobre cómo el entorno organizacional puede influir en la calidad de las interacciones humanas dentro de una institución educativa.
... We also try to understand this issue by reviewing organizational climate discourse. In previous studies, the concept has been associated with the perception that employees share about the organization's goals and core values (Butcher, 1994), policies, practices, procedures, and reward systems (Ehrhart et al., 2014;Ehrhart and Schneider, 2016). We are particularly interested in what shapes the organizational climate to give rise to open strategy. ...
... Moreover, perceptions of organizational climate affect responses toward work and shape the attitudes of employees (Al Damoe et al., 2017, Najar andDhaouadi, 2020). Thus, on the one hand, organizational climate impacts the sense-making processes and organizational ability to build the shared meaning attached to the workplace (Ehrhart et al., 2014). On the other hand, it defines typical behavioral patterns that exist regardless of individual perceptions (Isaksen, 2017). ...
Purpose
The purpose of this paper is twofold. First, we present links between organizational climate and open strategy, integrating existing scholarship to show that a specific type of climate supports open strategy. Second, we offer the initial conceptualization of an “open climate” and define a ground for future research on the topic.
Design/methodology/approach
To collect more comprehensive, valuable, and diversified data, we applied a combination of individual in-depth interviews (IDI), dyad and FGI with technological startup managers.
Findings
Based on the pilot study, we obtained insights into both the initial conceptualization of an open climate and research design suggestions for future substantive studies on open climate in organizations that can facilitate further advancements.
Originality/value
The main theoretical contributions and originality of our work are twofold. First, we offer an initial conceptualization of an open climate and its dimensions. Second, we provide several methodological insights for further open climate studies.
... addressed this gap by testing whether the Leadership and Organizational Change for Implementation (LOCI) strategy improved MBC fidelity and clinical outcomes in a sample of community mental health clinics serving youths (10). LOCI (16,17) provides training, coaching, and consultation to organizational leaders to support them in generating an organizational implementation climate (18)(19)(20) that conveys expectations and support for high clinician fidelity to a focal intervention, such as MBC. High fidelity to MBC involves the administration and completion of measures; review of feedback by clinicians; and the use of feedback to guide clinical decision making, ideally in collaboration with patients (8). ...
Objective:
Little is known about how to sustain evidence-based interventions with fidelity in community mental health settings. Phase 1 of the Working to Implement and Sustain Digital Outcome Measures (WISDOM) trial showed that an organizational strategy improved the implementation of measurement-based care (MBC) in mental health services for youths 1-12 months after clinician MBC training. The authors report results from phase 2 of the trial, in which the strategy's effects on MBC sustainment 13-26 months after clinician MBC training were examined.
Methods:
Twenty-one outpatient mental health clinics were randomly assigned to MBC training and technical assistance plus the Leadership and Organizational Change for Implementation (LOCI) strategy (11 clinics) or to training and technical assistance only (10 clinics). In phase 2, the primary outcomes of MBC completion rate, youth symptom improvement, and MBC fidelity were examined for 452 youths who entered treatment 13-26 months after clinician MBC training.
Results:
No differences were found in MBC completion rate or symptom improvement between the two conditions; however, among the 81 youths who received MBC, fidelity was significantly higher at LOCI sites relative to control sites (24%, SE=11.1 vs. 1%, SE=1.0, respectively; p=0.003).
Conclusions:
During phase 2, LOCI sites (vs. control sites) sustained superior MBC fidelity when MBC was used; however, superior MBC completion rates and clinical outcomes were not sustained. Sustainment of MBC may require strategies that improve its fit with regulatory and reimbursement environments in addition to strategies that develop clinic infrastructure.
... Within the literature relating to the organizational work environment, two dominant and independent streams have emerged-organizational culture and climate (Kuenzi & Schminke, 2009). Culture and climate can be conceived as conceptual siblings (Ehrhart, et al., 2014), and although these terms are sometimes used interchangeably, there is support for making clear distinctions between them. For example , Schneider, et al., (2017, p.468) offer the following definition of organizational climate: ...
Developing talent and establishing conditions conducive to creativity and innovation are important challenges for all organizations, yet little is known about the relationship between these two key areas. The purpose of this study was to quantitatively explore the relationship between the climate for creativity and innovation, and to qualitatively examine narrative comments regarding other factors in the work environment that help or hinder talent development efficacy. Results indicated significant relationships between all dimensions of creative climate and talent development, with four dimensions (Idea Support, Challenge and Involvement, Idea-Time, and Trust and Openness) as the strongest predictors. The narratives provided deeper insight into why these climate dimensions are germane, and identified the support of leaders, supervisors and peers; as well as equal access to development opportunities and resources as two other relevant factors within the broader work environment influencing talent development efficacy.
... Ethical climate is defined as "the shared perception of what is correct behavior and how ethical situations should be handled in an organization" (Victor & Cullen, 1987: 51). This definition is widely used to link collective moral reasoning to behavior (Ehrhart et al., 2013). ...
Athlete well-being and safety is of central importance to the field of sport management. Despite the growing attention of researchers, policy makers, and practitioners on interpersonal violence in sport, the issue remains prevalent. The most occurring form of interpersonal violence—coach-perpetrated psychological abuse of athletes—remains understudied. This gap was addressed in this study by exploring the dynamic interplay between individual coaching behaviors and organizational club characteristics in subelite-level gymnastics in Flanders (Belgium). The findings indicate a relationship between coaching style, club climate, and psychological abuse perpetrated by coaches. Gymnasts that perceived their coaches as more controlling, and/or the club climate as unethical also experienced more psychological abuse by their coaches. Furthermore, the club climate was found to moderate the relation between controlling coaching and psychological abuse, indicating the importance of taking an organizational and management lens to the issue of interpersonal violence in sport.
... Es por tal razón que cada vez se incrementan más los estudios sobre cultura organizacional (Ehrhart et al., 2014), aunque por la diversidad de criterios, ha sido ampliamente debatida la posibilidad de llegar a un consenso, no solo en cuanto a su definición, sino también en la metodología para abordarlo (Ashkanasy et al., 2010;Bellou, 2010;Schein, 2010) Aquí radica el principal desafío de los estudios sobre cultura organizacional, lograr articular un cuerpo teórico y metodológico relativamente homogéneo, donde dialoguen las diversas aproximaciones teórico-conceptuales que han abordado este fenómeno, se establezcan ejes comunes en la definición y se llegue a un consenso acerca de cómo medirlo. ...
Introducción: El estudio de la cultura organizacional es un tema de amplio debate, por la necesidad de establecer ejes comunes en su definición y llegar a un consenso acerca de cómo medirlo. El objetivo de este estudio es identificar los principales instrumentos y escalas de medición, válidas y confiables, que han sido construidas para medir la cultura organizacional durante el período 2013-2023. Método: El tipo de investigación es una revisión sistemática. La muestra seleccionada fueron artículos que han publicado el diseño y construcción de instrumentos de medición de la cultura organizacional, durante los últimos diez años.Resultados: De la revisión efectuada,siete son adaptaciones de instrumentos ya validados. Los sectores más representativos son: Salud, Educación y Pymes. El 71,4 % de los artículos reflejan un adecuado criterio de selección muestral. El marco teórico más referenciado es el Modelo de Valores por Competencias. El 92,8 % de los instrumentos analizados supera el Alpha de Cronbach de 0,70, y para la validación, el 85,7 % empleó la validez de constructo.Discusiones: Se reconoce en las investigaciones la carencia de adaptaciones de instrumentos que son clásicos en estos estudios, así como aquellos que miden cultura organizacional en idioma español, y que sean aplicables al contexto latinoamericano. Además, no exploran factores que son relevantes para el análisis de esta variable, tales como: significados, normas, valores e ideologías, supuestos básicos, hábitos, rituales, creencias, expectativas y subculturas. Se evidencia la necesidad de identificar nuevos modelos, factores y tipos de cultura.
... Vocational higher education, which is under the management of the government, has characteristics that distinguish it from other vocational higher education, especially in organisational culture, leadership, and lecturer motivation. By definition, organisational culture is how people in the organisation interact with one another, how decisions are made well, and how work can be done and completed properly and on time [1,2]. The culture of government organisations has a unique identity and atmosphere that is different from other organisations. ...
Introduction. The era of the industrial revolution 4.0 is a challenge for administrators and lecturers in higher education. Changes and developments in technology and types of work occur quickly, forcing educational institutions to change according to these changes. Vocational higher education managed by the government has specificities in organising and managing their education. Aim. This research aims to determine the relationship and effect between organisational culture on leadership, between leadership on lecturer motivation, and between organisational culture on lecturer motivation in the institutions of Government Vocational Higher Education (GVHE). Methodology and research methods. This is explanatory research, with samples taken from lecturers of GVHEs and the information collected through the questionnaires. The partial least squares (PLS) method was used to measure relationships and effects between the variables, such as organisational culture on leadership, leadership on lecturer motivation, and organisational culture on lecturer motivation. Results and scientific novelty. The results showed that organisational culture and leadership had a significant relationship, and organisational culture had a moderate effect on leadership. Leadership has a significant relationship to lecturer motivation. Organisational culture has an insignificant relationship with lecturer motivation. However, organisational culture and leadership have a considerable influence on lecturer motivation. Practical significance. This research gives recommendations to leaders of GVHEs to adapt to the current challenge, be more flexible in their organisational culture, and have good leadership to improve the lecturer motivation, which impacts their performance.
... The concept of PC captures how employees collectively interpret and evaluate the human resource aspects of their work environment, such as the policies, practices, procedures, and behaviors that affect their well-being and performance (Bohórquez Armijos et al., 2023;Ehrhart et al., 2014;Rožman & Štrukelj, 2020). Studies have indicated that PC influences the emotional states of employees, such as their satisfaction, commitment, and engagement (Ashkanasy et al., 2020;Berberoglu, 2018;Rožman & Štrukelj, 2021;Schultz et al., 2015). ...
Teachers play a critical role in fostering students’ creativity, especially in English as a foreign language (EFL) classes, known as teaching for creativity (TfC). Despite this, no comprehensive study has explored how the work environment influences EFL teachers’ TfC. Therefore, this study investigates how various holistic work environment factors affect TfC among Chinese EFL teachers. Drawing on the dynamic componential model of creativity (DCMC), the study employs a mixed-methods approach, combining quantitative data from a survey of 406 EFL teachers analyzed using partial least squares structural equation modeling (PLS-SEM) in Smart PLS 3, and qualitative insights from semi-structured interviews with 20 EFL teachers analyzed in MAXQDA 2022.The quantitative results reveal that perceived climate (PC) and peer group interaction (PGI) positively and significantly impact TfC, whereas supervisory relationship (SR) does not show significant effects. The qualitative findings validate these outcomes and offer deeper insights into how PC and PGI specifically facilitate or impede TfC, alongside explanations for the non-significant role of SR. Additionally, the qualitative analysis identifies another influential factor on TfC: teacher-student interaction (TSI). These findings carry theoretical and practical implications for teacher educators and the professional development of EFL teachers.
在中国外语教育中，教师在培养学生创造力方面起着重要的作用。然而，在我国教育背景下工作环境如何影响英语教师创造力教学的研究尚不清楚。文章以406名中国英语教师为定量研究对象，在创造力动态构成理论的基础上结合了最小二乘结构方程模型和20名教师的半结构化访谈深入探讨了多重工作环境因素如何影响中国外语教师的创造力教学。定量研究发现：感知氛围和同事互动对创造力教学有积极且显著影响，而领导关系的作用并不显著。定性研究表明：感知氛围和同事互动会促进或阻碍创造力教学的深刻见解，同时解释了领导关系未呈现显著效应的原因。此外，师生互动是创造力教学的另一个重要因素。这些发现对教师教育和外语教师专业发展具有重要的理论和实践意义。
... Recently, there has also been a focus on the importance of the organizational research climate that can influence ethical decision-making and ethical behaviors related to the responsible conduct of research (RCR) (Kisamore et al., 2007;Mumford et al., 2007). The research climate is "the shared meaning organizational members attach to the events, policies, practices, and procedures they experience and the behaviors they see being rewarded, supported, and expected" (Ehrhart et al., 2014). Specifically, elements of the organizational research climate include the organization's structures, processes, policies, and procedures. ...
Problem: Investigations regarding perceptions of the institutional research integrity climate in the Arab Middle East remain underexplored. Subjects: We surveyed faculty from three Egyptian universities. Method: We utilized the Survey of Organizational Research Climate (SOuRCe) tool, which incorporates seven subscales that measure different aspects of the research integrity climate. Responses were obtained from a 5-point Likert scale. Findings: Of the 228 participants, the subscales ‘Regulatory Quality’ and ‘[Lack of] Integrity Inhibitors’ received the highest mean scores, whereas the lowest scores pertained to ‘Departmental Expectations,’ ‘Integrity Socialization,’ and ‘Responsible Conduct of Research´ indicating areas in need of improvement. Conclusions: Academic leaders should set fairer expectations for research and funding for their researchers, ensure junior researchers are socialized into research integrity practices, and promote effective RCR training and availability of RCR policies. We identify specific targeted interventions to enhance the research integrity climate within these institutions.
... Herefore, the perception of the classroom climate is examined through the perception of each individual participant of classroom interactions (e.g., teacher and student), which must be grounded in their experience of the classroom environment and not solely on their attitudes (Ehrhart et al., 2013). ...
p> The primary objective of this study was to determine how students and teachers in primary schools view the classroom climate and its dimensions: (a) peer relationships and (b) student-teacher relationships. Additionally, the study aimed to explore the role of students' age (11-12 years old - 7th grade students vs. 14-15 years old - 9th grade primary school students) and gender on their perceptions of the school climate. Classroom climate was measured with the "Classroom Climate Questionnaire", which was completed by a total of 1,531 students (792; 51.6% female) and 348 teachers (296; 84.6% female). The findings of the study indicated that both students and teachers generally perceived the classroom climate as being relatively neutral to positive. However, teachers tended to report more positive classroom relationships compared to students. Furthermore, the study found no significant gender-based differences in how students perceived the classroom climate, peer relationships, and student-teacher interactions. However, differences were identified based on the age or grade level of the students. The results were discussed in the context of the students’ psychological development characteristics and the aspects of socio-emotional learning within school environments, also considering educational policies for achieving greater school quality.
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... Inclusive climate is defined as an organizational environment that is "characterized by a collective commitment to integrating diverse cultural identities as a source of insight and skill" (Nishii, 2013(Nishii, , p. 1754. Organizational climate embodies a set of attributes and expectancies for working individuals that describe the overall pattern of organizational activities and represents a unifying force for individual capabilities and actions (Ehrhart et al., 2013). It can have a pivotal impact on the way employees feel and work in their firms. ...
Organizations need resilient employees to navigate and leverage constant change and maneuver in turbulent, disruptive contexts. As such, it is imperative to advance a nuanced understanding of drivers and enablers of employee resilience, especially in the current business context of pervasive digitalization and the growing practice of work-from-everywhere. Our research explores how digitalization in the organization is reflected in the employees' behavior of taking charge and resilience. By accounting for core self-evaluation, digital literacy, and inclusive climate boundary conditions, we offer a holistic picture of under what conditions digitalization enhances taking charge and employee resilience. To test our study model, we follow a survey research design and rely on 173 employees' data working in the United Arab Emirates (UAE). Our results show that digitalization is positively related to employee resilience. Further, our findings show that core self-evaluation, digital literacy, and inclusive climate moderate the impact of digitalization on employee resilience. Our results received further support in a two-wave online survey with 306 employees in the United States. The support we found for the hypothesized mediating relationship highlights the criticality of taking charge in relation to digitalization and employee resilience. Taking charge is critical in relatively turbulent environments as it helps employees deal with changes in processes, procedures, and structures.
... PC denotes the collective beliefs and significance employees ascribe to their organization's policies, practices, and procedures they encounter, along with the behaviors they notice being recognized, encouraged, and anticipated in relation to the organization's human resources [55][56][57]. Research indicates that a favorable PC is linked to reduced teacher attrition [58], job satisfaction [59], and improved emotional well-being [60]. Conversely, a negative PC can lead to adverse outcomes. ...
Second language (L2) teachers’ emotions can influence their well-being and students’ performance. However, most of the existing studies have focused on the role of individual factors in affecting L2 teachers’ emotions, while leaving environmental factors underexplored. To fill this gap, this study aimed to examine how the four dimensions of a supportive work environment (SWE) (perceived climate, PC; supervisory relationship, SR; peer group interaction, PGI; and perceived organization support, POS) relate to L2 teachers’ emotions (enjoyment, anxiety, pride, and anger). A sample of 406 Chinese L2 teachers completed two valid scales to measure their SWE and emotions. The data were analyzed by Partial Least Squares-Structural Equation Modeling (SEM) using Smart PLS 3 software. The results showed that (1) PC, PGI, and POS had a positive and significant effect on enjoyment, while SR had no significant effect; (2) PGI and POS had a negative and significant effect on anxiety, while PC and SR had no significant effect; (3) PGI had a positive and significant effect on pride, while the other three dimensions had no significant effect; and (4) POS had a negative and significant effect on anger, while the other three dimensions had no significant effect. The study concludes with some implications for L2 teachers’ education.
... 41 Although organizational culture and climate both address the organizational context, they differ in a number of ways. 40 Organizational culture is a much broader construct, as evidenced by its many layers, whereas climate is more narrowly focused on employees' shared perceptions of the policies, practices, and procedures in the organization. As a result, climate is often considered more malleable or changeable than organizational culture. ...
Fifteen to 20 years is how long it takes for the billions of dollars of health-related research to translate into evidence-based policies and programs suitable for public use. Over the past two decades, an exciting science has emerged that seeks to narrow the gap between the discovery of new knowledge and its application in public health, mental health, and healthcare settings. Dissemination and implementation (D&I) research seeks to understand how to best apply scientific advances in the real world by focusing on pushing the evidence-based knowledge base into routine use. To help propel this crucial field forward, leading D&I scholars and researchers have collaborated to put together this volume to address a number of key issues, including how to evaluate the evidence base on effective interventions; which strategies will produce the greatest impact; how to design an appropriate study; and how to track a set of essential outcomes. D&I studies must also take into account the barriers to uptake of evidence-based interventions in the communities where people live their lives and the social service agencies, hospitals, and clinics where they receive care. The challenges of moving research to practice and policy are universal, and future progress calls for collaborative partnerships and cross-country research. The fundamental tenet of D&I research—taking what we know about improving health and putting it into practice—must be the highest priority. This book is a roadmap that will have broad appeal to researchers and practitioners across many disciplines.
... A clear distinction between organisational climate and organisational culture has to be made according to Isaksen even though those terms are often used interchangeably in the literature (Isaksen, 2017). Organisational climate is defined as recurring and observable patterns of behaviour that characterise life within the organisation or team while culture reflects the deeper foundations of the organisation including values, beliefs and traditions, making culture an antecedent to climate (Ehrhart et al., 2014). Given this distinction culture was given its own cluster. ...
Companies cannot overcome the increasing complexity of nowadays cyber-physical systems alone. Thus, the industry uses academic research as an important source for gaining new knowledge and technologies. However, a successful exchange is fraught with barriers, so it is important to understand the success factors and barriers. This paper presents a model explaining the most relevant success factors and barriers to industry-academia collaborations and their relations. Based on a systematic literature review, an interview study, an online survey, and focus groups, we identified 22 relevant success factors and 22 barriers. We clustered these success factors and barriers into five categories: communication & feedback, information & (technical) support, motivation & commitment, people & team, and structure & organization. We believe that our model will help improve industry-academia collaboration’s success by raising awareness of the barriers and offering success factors as setting levers. Furthermore, our model can serve as the basis for further research of methods for and to support industry-academia collaboration. Therefore, we intend to develop a methodology for challenge-driven industry-academia collaboration.
... Leadership and organizational culture, both play a major role in achieving organizational agility (Joiner, 2019;Moran, 2015). The leaders have an impact on the beliefs, assumptions, and shared values that exist within an organization, and these shared values and beliefs are linked to the overall organizational identity (Ehrhart et al., 2013;Hogan & Coote, 2014). Khalid et al. (2020) have advocated that leadership has an indirect impact on OA through OC. ...
This study investigates the mitigating role of moral identity (Ml) in the relationship between despotic leadership (DL) and organizational agility (OA) while considering the intervening role of organizational culture (QC). This study examines the relations that are based on the integration of social identity theory (SIT), social learning theory (SLT), and social exchange theory (SET). Data is collected using a questionnaire survey from 271 employees from different public sector organizations in Pakistan. The data analysis is conducted through SPSS, MPlus, and AMOS. The findings suggest that DL has a significant but negative relationship with OA. The study findings also uncovered that DL has a significant and negative impact on the OC that significantly but positively predicts OA. Furthermore, the results revealed that MI moderates the relationship between DL and OC, such that a high level of moral identity weakens this relationship, hence followers with high moral values will be less influenced by the despotic leaders. This study theoretically as well as practically contributes to the existing literature. Limitations and future directions are also discussed.
... sowie Peters und Waterman (1984) haben als Erste auf den Zusammenhang von Organisationskultur und den Erfolg einer Organisation verwiesen(Schreyögg und Geiger 2016, S. 317; Herget und Strobl 2018, S. 13), wodurch sich das Konzept der Organisationskultur in der breiteren Organisationsliteratur durchsetzte(Ehrhart et al. 2014). Lange konzentrierte sich diese organisationskulturelle Forschung auf die Betriebswirtschaft, insbesondere auf die Organisations-und Managementforschung (Bigby und Beadle-Brown 2016, S. 317). ...
Zusammenfassung
Viele Menschen mit intellektueller Beeinträchtigung sind für ihre individuelle Lebensführung auf die Unterstützung professioneller Assistent*innen angewiesen. Die Assistent*innen arbeiten überwiegend in Mitarbeiterteams, die in Organisationsstrukturen und -hierarchien von Wohndiensten eingebunden sind. Die Anleitung und die Zusammenarbeit in diesen Mitarbeiterteams spielen eine zentrale Rolle für die Planung und Umsetzung einer personenorientierten Unterstützung und damit für die individuelle Teilhabe und Lebensqualität der Bewohner*innen bzw. Mieter*innen. Mit dem Konzept der Organisationskultur können Werte, Haltungen und Arbeitspraxen in Wohndiensten, die sich im alltäglichen Handeln und Denken der Mitarbeiter*innen zeigen, besser verstanden werden. Auf diese Weise werden die unausgesprochenen und weniger sichtbaren Anteile, die sich in der unterstützenden Arbeitspraxis widerspiegeln und mögliche Barrieren darstellen, (er)fassbar und verständlich. Das eigene Handeln wird überprüfbarer und die Weiterentwicklung von Teams und Organisationen kann befördert werden. Im deutschsprachigen Raum gab es bislang kein Messinstrument zur Erfassung der Organisationskultur in Wohndiensten. In Kooperation mit Dr. Humphreys und Prof. Bigby (LaTrobe University Melbourne) ist mit der Teamkulturskala für Wohndienste (TKS-W) ein deutschsprachiges Messinstrument entstanden, das empirisch überprüft ist. Die TKS-W ist im Anhang abgedruckt. Das Instrument kann von sozialen Organisationen dazu genutzt werden, die Organisationskultur in Wohndiensten zu diagnostizieren und partizipativ Interventionen zu ihrer Verbesserung zu planen und einzuleiten.
... For instance, organizational-level IOA in implementation climate represents the degree to which staff from different organizations in integrated care settings share similar expectations and experiences of EBP implementation. Prior research in single healthcare organizations has established that intra-organizational alignment (i.e., consistency within a standalone organization) in organizational communication can reduce staff confusion and facilitate their internalization of the priorities and goals of the organization [36,37,38,39,40]. Thus, we hypothesized that IOA in implementation climate across multiple integrated healthcare organizations would show a similar effect of the intra-organizational alignment in standalone organizations on professionals' implementation behaviors for EBP delivery. ...
Background: Integrated care involves care provided by a team of professionals, often in non-traditional settings. A common example worldwide is integrated school-based mental health (SBMH), which involves externally employed clinicians providing care at schools. Integrated mental healthcare can improve the accessibility and efficiency of evidence-based practices (EBPs) for vulnerable populations suffering from fragmented traditional care. However, integration can complicate EBP implementation due to overlapping organizational contexts, diminishing the public health impact. Emerging literature suggests that EBP implementation may benefit from the similarities in the implementation context factors between the different organizations in integrated care, which we termed inter-organizational alignment (IOA). This study quantitatively explored whether and how IOAs in general and implementation context factors are associated with implementation outcomes in integrated SBMH.
Methods: SBMH clinicians from community-based organizations (CBOs; nclinician=27) and their proximal student-support school staff (nschool=99) rated their schools and CBOs (clinician only) regarding general (organizational culture and molar climate) and implementation context factors (Implementation Climate and Leadership), and nine common implementation outcomes (e.g., treatment integrity, service access, acceptability). The levels of IOA were estimated by intra-class correlations (ICCs). We fitted multilevel models to estimate the standalone effects of context factors from CBOs and schools on implementation outcomes. We also estimated the 2-way interaction effects between CBO and school context factors (i.e., between-setting interdependence) on implementation outcomes.
Results: The IOA in general context factors exceeded those of implementation context factors. The standalone effects of implementation context factors on most implementation outcomes were larger than those of general context factors. Similarly, implementation context factors between CBOs and schools showed larger 2-way interaction effects on implementation outcomes than general context factors.
Conclusions: This study preliminarily supported the importance of IOA in context factors for integrated SBMH. The findings shed light on how IOA in implementation and general context factors may be differentially associated with implementation outcomes across a broad array of integrated mental healthcare settings.
Purpose: The present study was conducted with the aim of investigating the effect of psychological climate and self-resilience on the performance of employees with the mediating role of occupational stress. Design/ methodology/ approach: The current research in terms of purpose is practical and in terms of the type and nature of data collection is descriptive-survey. The statistical population of the study is all the employees of the General Department of Education of Central Province in the number of 280 people, and the simple random sampling method and the number of samples using Morgan's table is 217 people. Data collection tools are Brown and Leigh's (2006) psychological climate questionnaire, Cooper and Cartwright's (1997) self-resilience questionnaire, Cooper and Straw's occupational stress questionnaire (1995), Bernadin and Russel's job performance questionnaire (2003). In order to analyze the data, structural equations were used through LISREL6 software.
Research Findings: The findings show that psychological climate and self-resilience have an effect on employee performance through the mediating role of job stress among education and training employees in Central Province.
Limitations & Consequences :The limitation of this research is that it was conducted in a specific organization, which makes it difficult to generalize it to other organizations.
Practical Consequences: The findings of this research can be effective in predicting the actions of managers towards employees.
Innovation or value of the Article: Unlike the previous studies that investigated two or three variables of the current research variables, this research investigated four variables at the same time.
Background
This research describes the development and validation of the CARES Climate Survey, a 22-item measure designed to assess interpersonal dimensions of work-unit climates. Dimensions of work-unit climates are identified through work-unit member perceptions and include civility, interpersonal accountability, conflict resolution, and institutional harassment responsiveness.
Methods
Two samples ( N = 1,384; N = 868) of academic researchers, including one from the North American membership of the American Geophysical Union (AGU), and one from a large research-intensive university, responded to the CARES and additional measures via an online survey.
Results
We demonstrate content validity of the CARES measure and confirm structural validity through exploratory and confirmatory factor analyses which yielded four dimensions of interpersonal climate. In addition, we confirm the CARES internal reliability, construct validity, and excellent sub-group invariance.
Conclusions
The CARES is a brief, psychometrically sound instrument that can be used by researchers, institutional leaders, and other practitioners to assess interpersonal climates in organizational work-units.
Originality/value
This is the first study to develop and validate such a measure of interpersonal climates specifically in research-intensive organizations, using rigorous psychometric methods, grounded in both theory and prior research on work-unit climates.
This study aims to analyze the influence of human resource quality, work environment, and performance allowances on work motivation, which impacts employee performance at PT Tasindo Mandiri Indonesia. The research employs a quantitative approach with a descriptive and associative design. Data were collected through a survey using questionnaires distributed to employees, and data analysis was conducted using Smart PLS software. The results indicate that the work environment and performance allowances have a positive and significant impact on employee motivation and performance. A comfortable and harmonious work environment enhances work enthusiasm, while adequate performance allowances serve as a rewarding factor that boosts productivity. Conversely, human resource quality has a positive but insignificant influence on motivation and performance, suggesting that other factors such as managerial recognition and work-life balance play a more dominant role in determining productivity. Furthermore, high work motivation significantly contributes to performance improvement. Therefore, companies are encouraged to strengthen training programs, create a more supportive work environment, and ensure a transparent and fair compensation system to enhance employee loyalty and performance sustainability.
In the fast-paced and demanding environment of the Information Technology (IT) sector, stress management has become a critical concern for employees and organizations alike. This study explores the various stressors faced by IT professionals, including tight deadlines, high workload, and the pressure to adapt to rapid technological changes. We examine the impact of stress on both employee well-being and organizational productivity. Through a mixed-methods approach, including surveys and interviews, we identify effective stress management strategies employed by successful IT teams, such as time management techniques, mindfulness practices, and supportive workplace cultures. Our findings highlight the importance of proactive stress management initiatives in enhancing job satisfaction, reducing burnout, and improving overall performance. Recommendations for organizations to implement comprehensive wellness programs are provided, aiming to foster a healthier, more resilient workforce in the IT industry. Introduction The Information Technology (IT) sector is renowned for its rapid pace of innovation and constant evolution, making it a dynamic yet demanding field for professionals. As technology advances, IT employees are often confronted with a unique set of stressors that can impact their mental health, job performance, and overall well-being. This study aims to investigate the various factors contributing to stress among IT employees and explore effective strategies for managing this stress. The nature of IT work typically involves high-pressure deadlines, extensive problem-solving tasks, and the expectation to stay abreast of emerging technologies. These demands can lead to prolonged work hours, a culture of overcommitment, and, ultimately, increased stress levels. Additionally, the competitive landscape of the industry often intensifies these pressures, as employees strive to outperform their peers while meeting client expectations. Stress in the workplace is not merely an individual concern; it has broader implications for organizational health. Elevated stress levels can result in decreased productivity, higher turnover rates, and increased absenteeism. Organizations that neglect to address employee stress risk facing significant operational disruptions, financial losses, and a tarnished reputation. Therefore, understanding the stressors specific to IT professionals is crucial for developing effective interventions. Research indicates that stress can manifest in various forms, including anxiety, burnout, and physical health issues. The implications of these stressors can extend beyond the workplace, affecting personal relationships and overall life satisfaction. Recognizing these challenges, many organizations have begun to implement wellness programs and stress management initiatives. However, the effectiveness of these interventions often varies, necessitating a deeper exploration of what strategies yield the best results in the IT sector. This introduction will outline the main stressors identified in IT roles, such as long hours, inadequate support systems, and rapid technological changes. We will also discuss the psychological effects of chronic stress and the importance of fostering a supportive work environment. By examining both individual coping mechanisms and organizational strategies, this study aims to provide a comprehensive overview of stress management tailored specifically for IT professionals. Furthermore, we will delve into the role of leadership in creating a culture that prioritizes mental health and well-being.
This research explores the synergistic relationship between sustainable development goals (SDGs) and employee well-being in Malaysian small and medium enterprises (SMEs). We delve into the impact of perceived organizational support (POS), thriving organizational culture, strong organizational commitment, and high-level job satisfaction on achieving ambitious goals like SDG 12: Responsible Consumption and Production and SDG 8: Decent Work and Economic Growth. By unleashing the potential of their workforce, Malaysian SMEs can chart a course towards a greener future, fostering sustainable practices and empowering employees to thrive in the process. This research showed that POS for talent was favorably correlated with organizational culture, based on a survey of 599 employees in Malaysia. Furthermore, there were strong links between organizational culture and job satisfaction, as well as between organizational culture and organizational commitment.
Organizational culture and its importance have become common knowledge over the years, but do we really understand its influence, especially on the effectiveness of public institutions? We often talk about increasing performance, transparency and involvement in the lives of citizens to improve their quality of life, sometimes without looking at how public entities function. Therefore, this study wants to understand how exactly the organizational culture affects the Romanian Prefectures and what is the perception of their employees regarding their mission, adaptability, involvement and consistency. Since it is the responsibility of the prefectures to ensure the implementation of government policies at the local level, besides their important role in verifying the legitimacy of the administrative acts issued by the local public administration, it is imperative to see what role organizational culture plays and how it influences the group dynamics, their adaptability to change and their responsiveness. Using Denison's model, we can analyze the perceived level of performance, effectiveness and what types of synergies are formed at the group level. Understanding the main patterns in the prefectures can support our efforts to build more resilient, flexible and adaptable structures, much needed characteristics in essential structures such as these.
Bu çalışmanın temel çıkış noktası, yönetim disiplininin interdisipliner bir alan olan kültürel çalışmalardan nasıl faydalanabileceğine dair kavramsal bir çerçeve çizme çabasıdır. Bunun için çalışmada öncelikle yönetimin bir disiplin olarak ortaya çıkmasının kısa tarihçesi verilmiş, ardından kültür kavramı tanımlanmıştır. Hemen sonra kültürel çalışmaların ortaya çıkış serüveni anlatılıp yönetim disiplini ile kurabileceği ilişkinin üstünde durulmuştur. Kültürel çalışmalar, önsel olarak hazırlanmış bir kurama dayanarak pratiği açıklama iddiasındaki her yaklaşımı baştan reddetmektedir. Bu tavır sosyal bilimler için yeni bir yaklaşımın kapısını aralama potansiyeli taşımaktadır. Metinde insanı merkeze alan bir disiplin olan yönetim olgusunun nesnesini daha iyi tanımak istiyorsa kültürel eylem pratiklerini merkeze alan çalışmalara daha fazla alan açmak zorunda olduğu düşüncesi savunulmuştur. Sonuç olarak, yönetim disiplininin kültüre ve onun alımlanma sürecine daha dinamik ve etken bir şekilde yaklaşması, kültürün çoklu bir perspektiften değerlendirmesine imkân sağlayacaktır. Bu da örgütler için işlevsel boyutta rekabet avantajı sağlamasının yanı sıra, belki de daha kolektif düzeyde daha yaşanılabilir bir sistem yaratmak için fırsat da sunabilecektir.
The study and analysis of institutional resilience and public management are crucial areas that require joint examination due to the complexity and rapid changes in the modern world. Therefore, a dynamic approach and model must be implemented to address the current needs of communities effectively. Furthermore, in light of external challenges, globalization, and geopolitical implications, it is essential to gain a better understanding of administrative reform and adapt accordingly to prevent future issues. Consequently, this work aims to present the most relevant administrative reforms in the last decades, focusing on Romania and its challenges, forms, and strategies in terms of reform. The objective is to investigate the extent to which institutional resilience can be enhanced through new public management approaches and the potential impact of such enhancements. To achieve this, we developed a model (using SPSS and AMOS to conduct an EFA and CFA analysis) to gain a better understanding of the city halls examined in this study and to propose a customized model to improve their efficiency, performance, and resilience. It is our hope that this work can serve as a starting point for discussion in our efforts to improve and develop the current administrative reform, making it more competitive, proactive, sustainable, and resilient.
the changes caused by the COVID-19 pandemic pushed organizations to attempt to remain current and competitive. Thus, the abilityto respond to new demands and adapt to shifting conditions was an unavoidable requirement, which implies innovating in the development oftheir processes. In that sense, the growing importance of innovative work behaviors in the development of organizations has driven researchersto investigate mechanisms that foster such behaviors in workers. The objective of this study was to analyze the psychometric properties of theInnovation Climate Scale (ICS). The instrumental study involved 273 Peruvian workers (50.916 % male) ranging in age between 22 and 76 yearsold (Mean = 45.224), employed for the most part in the private sector (75.092 %). The psychometric analysis explored item clarity and relevanceby means of assessment by expert judges (content validity). Internal structure was assessed via confirmatory factorial analyses, both of obliquemodels and bi-factor. Finally, scoring reliability (alpha coefficient) and construct reliability (omega coefficient) were estimated. This study findsthe ICS items to be clear and relevant, a greater empirical support for the unidimensional model as its internal structure, and an adequate relia-bility. In conclusion there is favorable evidence of validity and reliability for the application of the ICS in Peruvian companies as a useful tool tomeasure the innovative climate perceived by its workers, providing information for decision making and planning of innovation strategies andorganizational creativity
The effectiveness of school-based universal prevention programs is frequently diminished due to low-quality implementation. Organizational factors support high-quality implementation because of their broad influence across implementers. Conceptually, implementation leadership (i.e., behaviors that prioritize, reward, and support evidence-based practice [EBP] implementation) works to embed a favorable implementation climate (i.e., implementers’ collective perceptions that their organization prioritizes, rewards, and support EBP implementation) leading to improved implementation citizenship behavior and attitudes toward EBP. This organizational implementation process model has some empirical support but has not been tested in a multilevel framework or related to hypothesized attitudinal and behavioral outcomes. The sample included 319 teachers across 39 US public elementary schools; all were implementing Schoolwide Positive Behavior Interventions and Supports. Multilevel mediation (level 1 = teacher, level 2 = school) was used to test the indirect association of implementation leadership on implementation-related attitudes and behaviors via implementation climate across two time points (fall and spring). At the school level, the organizational implementation process model was validated related to implementation citizenship behavior, but not attitudes toward EBP. At the teacher level, the process model was validated related to both outcomes, and there was a significant direct effect of implementation leadership on attitudes toward EBP. Developing strong leaders for implementation seems key to achieving high-quality EBP implementation. Implications for schools, principal training, and research are discussed.
The general aim of this study is; to determine whether there is a relationship and interaction between workplace spirituality and organizational climate, and if so, in what direction and to what extent. Method: Workplace spirituality (spirituality) and organizational climate are variables that include individual and organizational factors. In this context, a relational and interactional model was constructed between the two variables of the research. Results: According to the findings, it was determined that there is a low and moderate positive correlation between workplace spirituality and its sub-dimensions and organizational climate and its sub-dimensions (p<0.00 in the range of r=,180; to r=,345). As a result of the interaction analysis between variables, it was concluded that perceptions of workplace spirituality positively affected perceptions of organizational climate at the level of [(β=,474), (p<0.05)] (R2:,224; p: ,000). Discussion: It can be said that there is a one-way point of view in the definitions of workplace spirituality, and perceptions of organizational structure are discussed in terms of organizational climate. It is a factor that should be taken into account that perceptions will be affected by the organizational environment as well as the individual characteristics of the person. In this study, it is possible to say that workplace spirituality can positively affect organizational climate perceptions. Keywords: Spirit, Workplace Spirituality, Spirituality, Organizational Climate.
Background: For healthcare institutions, proper documentation of the upkeep of patient medical records is imperative. In addition, without a record of the patient’s medical history, the doctors are unable to demonstrate that the treatment was delivered correctly.Aim: The primary objective of this research was to determine the influence of electronic health records (EHR) towards the adoption of evidence-based healthcare practice (EBHP) in South African public healthcare.Methods: The study used a quantitative methodology, and a self-administered questionnaire was used to collect data from 300 healthcare professionals. In all, 450 questionnaires were distributed, and of those, 150 were unfit for data analysis because of insufficient data, leaving a total of 300 responses. Data were analysed using exploratory factor analysis (EFA) to identify latent constructs. Confirmatory factor analysis (CFA) was used to assess the validity and reliability of these constructs. The appropriateness of the measurement model was then assessed using fit indices for a structural equation model.Results: The findings show EHR had a direct influence on information quality, medical error reduction, diagnosis and treatment of diseases as well as better coordination of patient’s care. In addition, the results show that EHR-based clinical decision support is crucial for practising evidence-based healthcare and plays a significant role in the quality of healthcare, particularly in the management of diseases and preventative care. As all requirements for validity and reliability (root mean square error of approximation [RMSEA] = 0.085, comparative fit index [CFI] = 0.956 and χ2/df = 2.513) have been satisfied, the model is considered valid and reliable.Conclusion: When healthcare professions such as doctors and nurses accurately record patients’ medical histories, they are able to make successful medical decisions and prescribe medications based on the patients’ past and present medical histories. Electronic health records systems facilitate the easier and more efficient exchange of patient data between medical schools, research labs, specialists, pharmacies and other healthcare institutions. Furthermore, they provide medical professionals with resources and up-to-date information to help them deliver EBHP that can benefit patients by reducing or even eliminating medical errors.Contribution: The study contributes theoretically to the field of information systems by outlining a model that includes the variables that affect the adoption of EBHPs in public hospitals.
La literatura evidencia la importancia del análisis del clima organizacional para el éxito y competitividad de las instituciones, incluyendo por supuesto, las universidades; estableciéndose que un ambiente laboral de respeto y valoración, conduce a mayor compromiso y satisfacción. Dada la relevancia de este tópico, este trabajo tiene como objetivo principal analizar la producción científica sobre clima organizacional en estas casas de estudios, colocando foco especial en la perspectiva de género. La metodología empleada implica un análisis documental situado en el contexto de un diseño de investigación bibliométrico. Según el análisis de datos, se trata de una investigación cualitativa de la literatura académica existente. Entre los resultados más relevantes, se destaca una producción de artículos limitada (52), distribuidos en 43 revistas. Se observa que un alto porcentaje de esta producción se concentra en apenas unos pocos países, sin identificar ningún autor destacado. Esto señala una oportunidad para desarrollar investigaciones adicionales en esta área temática.
Organizational climate has a rich, but largely unattainable, role in organizational development and increasing work motivation. Researchers looked at problems arising from different cultures and climates affecting management and motivation levels among teacher performance. This study examines the influence of climate and organizational culture on the motivation level of teachers who work in schools with the help of various previous research results compiled into the results of a literature review. In particular, organizational climate factors understand the environment, teamwork, management efficiency, participation, assessment and recognition, competence and commitment. These factors have been found to influence motivation and are considered to be multidimensional constructs. The results showed that most teachers carrying out their duties and functions have high work motivation if they are familiar with the culture and organizational climate deeply and for a long time.
An organizational culture is a mindset, expressed through and influenced by tangible and intangible means, which characterizes an institution and its operation. More simply, it could be described as a philosophy of operation embraced by an organization and expressed through both visual and nonvisual means. Organizational cultures exist in all establishments, and they have a significant bearing on institutional performance. An organization’s culture, if well devised and properly managed, affords health and medical institutions with a strategic asset and key competitive advantage. Importantly, organizational culture educates and enlightens personnel regarding perspectives and practices deemed to be appropriate and acceptable, providing direction as duties and responsibilities are being completed. This is especially important in health and medical settings, as direct oversight often is not possible. Not unlike guidance systems used by rockets journeying into space, ensuring that they stay on course, a productive organizational culture helps healthcare establishments stay on course by creating an institutional mindset that guides employees and their associated decisions and actions. This chapter dedicates attention toward understanding organizational culture in healthcare institutions, complete with guidance on how to foster the development of cultures that are productive.
Implementation science and implementation practice are two sides of the same coin, as both focus on translating evidence into practice. Implementation science is concerned with generating new approaches for translating evidence into practice. However, implementation practice aims at application and adaptation of the approaches derived from implementation science in real-world practice and policymaking. Research demonstrated that a gap exists between implementation science and implementation practice making it difficult to expedite the translation of evidence into practice. There has been ongoing discussion about the widening implementation science-practice gap, which negatively impacts the uptake of evidence in real-world practice. Therefore, it is useful to understand potential issues contributing to this gap so that implementation scientists and partners (i.e., practitioners, clinicians, patients, institutions, and support staff) can work together to reduce this gap. This commentary seeks to synthesize potential factors contributing to the implementation science-practice gap and offer potential strategies to address this gap. Three factors are discussed: (a) jargon-laden theoretical language, (b) divergence between theory and reality and researchers and practitioners, and (c) power differentials during implementation research. To reduce the implementation science-practice gap, implementation scientists should move beyond theoretical development, use pragmatic research measures and methodologies, and engage in transformative actions. These are not the only factors and potential strategies as there could be emerging issues as the field of implementation science and practices advances. Nevertheless, shedding light on some of these factors and solutions may encourage more discussion of these issues and the application of solutions to bridge the increasing gap.
In response to the digital transformation and the surge of commercial video-on-demand (VOD) platforms like Netflix, public service media (PSM) face the challenge of adapting while preserving their core values. While current studies predominantly focus on the adaptation process of the Western European PSMs, this research contributes a novel perspective by investigating the case of Central and Eastern European countries, specifically the Czech public service broadcaster Česká televize (Czech Television, CT). The emphasis on the role of the organizational culture within this institution shows the social nature of digital innovation. It complements the current scholarship focused on the outcome of the digitization of public service media. Utilizing a comprehensive approach, combining 39 semi-structured interviews and non-participant observations conducted from November 2020 to May 2023, the study explores how organizational culture shapes the imaginaries of the new version of the CT content platform, "iVysílání" (iBroadcasting). The findings reveal an initial tension between the "imported" culture of the new VOD staff and the existing more conservative culture of CT, leading to different imaginaries of the platform. Over time, there is a convergence of cultures, resulting in a compromised platform imaginary between a catch-up portal and a VOD platform. Indeed, it turns out that innovation cannot be brought to a successful conclusion without systematic (organizational culture) change management and clear vision articulation by top management.
In Theatern gibt es künstlerische und nicht-künstlerische Organisationsbereiche, deren Integration eine Herausforderung sein kann: Führungskräfte und Mitarbeiter*innen in den verschiedenen Bereichen sind von unterschiedlichen Denkweisen geprägt, die konfligieren können. In der vorliegenden Arbeit wurde untersucht, welche Rolle die Qualität in der Kommunikationsbeziehung zwischen Führungskräften und Mitarbeiter*innen bei der Integration verschiedener Bereiche (Kunst, Technik, Verwaltung) in Theatern spielt. In einer qualitativen Befra- gung wird zunächst gezeigt, dass Führungskräfte der ersten und zweiten Führungsebene die Integration der verschiedenen Bereiche für eine zentrale kommunikative Führungsaufgabe halten. Die Ergebnisse einer anschließenden Querschnittsbefragung unter Führungskräften und Mitarbeiter*innen deutscher Theater zeigen, dass Führungskräfte ihre eigene Kommunikation mit allen Bereichen als gut, aber besonders gut in ihrem eigenen Bereich wahrnehmen. Dagegen beurteilen die Mitarbeiter*innen die Qualität der Führungskommunikation heterogener und insbesondere die Führungskommunikation aus dem künstlerischen Bereich eher mittelmäßig. Allerdings hängt die Qualität der Führungskommunikation zwischen verschiedenen Bereichen positiv mit der Integration von Wissen zusammen. Weiterhin ist eine als gut und konsistent wahrgenommene Führungskommunikation aus allen Bereichen positiv mit der internen Integration der verschiedenen Bereiche assoziiert. Die Studien zeigen Erfolge guter Führungskommunikation aber auch Entwicklungspotentiale. Diese Potentiale und die Bedeutung der Ergebnisse für Theater, Kulturbetriebe und Organisationen in anderen Sektoren werden diskutiert.
Scientific integrity is defined as the condition that occurs when individuals adhere to accepted standards, professional values, and practices of the relevant scientific community. This study aims to investigate the influential factors on the scientific integrity in scholarly publishing of researchers in Thailand. The questionnaire was delivered to a sample size of 398 top researchers who had high citations and h-index recorded in the Scopus database during the past 5 years, 316 responses were returned. The findings confirm that there are five factors that affect scientific integrity in scholarly publishing: university/faculty requirements/policies, university support, aspects of publishing, publisher aspects, and researcher-related factors. It is evident that establishing a process and criteria for authorship agreement and verification, as well as dedicating offices or units within the university to address research integrity concerns and provide support to researchers, exhibit the highest factor loading values. The findings ensure that scientific integrity stands out as a top priority for researchers linked with prominent research universities in Thailand. To tackle this challenge, it is recommended for the universities to prioritize initiatives aimed at enhancing researchers’ ethical awareness and nurturing scientific integrity.
Background
Integrated care involves care provided by a team of professionals, often in non-traditional settings. A common example worldwide is integrated school-based mental health (SBMH), which involves externally employed clinicians providing care at schools. Integrated mental healthcare can improve the accessibility and efficiency of evidence-based practices (EBPs) for vulnerable populations suffering from fragmented traditional care. However, integration can complicate EBP implementation due to overlapping organizational contexts, diminishing the public health impact. Emerging literature suggests that EBP implementation may benefit from the similarities in the implementation context factors between the different organizations in integrated care, which we termed inter-organizational alignment (IOA). This study quantitatively explored whether and how IOA in general and implementation context factors are associated with implementation outcomes in integrated SBMH.
Methods
SBMH clinicians from community-based organizations (CBOs; nclinician = 27) and their proximal student-support school staff (nschool = 99) rated their schools and CBOs (clinician only) regarding general (organizational culture and molar climate) and implementation context factors (Implementation Climate and Leadership), and nine common implementation outcomes (e.g., treatment integrity, service access, acceptability). The levels of IOA were estimated by intra-class correlations (ICCs). We fitted multilevel models to estimate the standalone effects of context factors from CBOs and schools on implementation outcomes. We also estimated the 2-way interaction effects between CBO and school context factors (i.e., between-setting interdependence) on implementation outcomes.
Results
The IOA in general context factors exceeded those of implementation context factors. The standalone effects of implementation context factors on most implementation outcomes were larger than those of general context factors. Similarly, implementation context factors between CBOs and schools showed larger 2-way interaction effects on implementation outcomes than general context factors.
Conclusions
This study preliminarily supported the importance of IOA in context factors for integrated SBMH. The findings shed light on how IOA in implementation and general context factors may be differentially associated with implementation outcomes across a broad array of integrated mental healthcare settings.
Team justice climate refers to group-level perceptions of fairness that teammates display toward one another. Despite its potential to promote performance, available empirical evidence is inconsistent and has remained in conceptual isolation from research on organizational climate and team-based models for analyzing group effectiveness. Hence, important questions have languished without an answer. First, organizational climate research suggests that climate strength, the extent to which team members share consensus as to their treatment, could moderate the effect of climate level, at least in some circumstances. If this is so, prior team justice research is misleading, given that climate strength has yet to be taken into account. Therefore, we examine whether the level (or amount) of team justice will have a greater effect on team performance to the extent that the climate is also strong. Second, despite the relevance of team inputs to better understand team processes, very little is known about the antecedents of team justice climate level and strength. This could be problematic as research on team effectiveness suggests that team faultlines, hypothetical dividing lines that may split a team into homogenous subgroups, can alter group processes and performance. Based on this research, we argue that demographic faultlines predict not only the climate level of team justice but also its strength. Two independent studies with teams from the healthcare industry showed that faultlines reduce the strength, but not the level, of team justice climate. These faultlines, in turn, lower the extent to which climate level translates into effective performance.
The study investigated the potential role of human resources exemplified by leaders' psychological capital (PsyCap) as a resource that may cross over to team-member exchange (TMX), and bring about desired organizational outcomes. We suggest a model where TMX of senior management teams serves as a team resource mediating the relationship between leaders’ PsyCap and organizational outcomes, as represented by team innovation, organizational citizenship behavior (OCB), and employees’ job satisfaction. The study, carried out among 86 elementary and junior high schools, indicated a positive relationship between leaders’ PsyCap and TMX. In addition, we found a significant relationship between TMX and the three measures of organizational outcomes. Furthermore, TMX partially mediated the relationship between leaders’ PsyCap and the desired outcomes, excepting innovation. The findings provide support for the importance of the leaders’ personal resource of psychological capital as a complementary perspective that may enhance our understanding of leadership’s impact on organizational success. In addition, the study provides significant support for the expanded model, broadening the definition of the crossover model by examining the translation of positive resources from leaders' PsyCap to organizational outcomes via teams' positive resources. From a practical perspective, the findings bring to the forefront the importance of psychological capital as a state-like construct that can be developed through leader preparation and professional development programs.
Flexible work arrangements, such as teleworking, have gained massive and unprecedented usage for creating work environments that foster well-being and productivity. Yet empirical evidence is still scant and not much is known about the role of organizational climate(s) in this process. Accordingly, the present study was set out to investigate the mediating mechanisms linking flexible teleworking to scientific productivity by considering climate for well-being dimensions, the climates for excellence and for innovation, and eudaemonic well-being as mediating constructs. Data were collected from 358 members of 48 Spanish European Research Council (ERC) granted teams and analyses were conducted both at the individual and team level, after checking for the relevant aggregation indexes. Relevant and significant relations were found within the hypothesized statistical model both at the individual and team level of analysis. The climate dimension of team support and the climate for innovation, together with eudaimonic well-being, resulted to be linked by significant relationships suggesting a potential mediating path. Also, empirical evidence supported considering gender as a control variable for the relationship between flexible teleworking and the climate dimension of work-life balance. In conclusion, climate variables and eudaimonic well-being represent relevant variables for the explanation of the relationship between flexible teleworking and scientific productivity. Practical and theoretical implications, and limitations are further discussed in the article.
Modern working conditions and the current economic situation are forcing employers to pay more attention to the organizational environment and its impact on workers’ life. This research aims to identify those components of the organizational climate that contribute to mitigating employee burnout in the industrial sector. The theoretical part of the work is devoted to the analysis of scientific publications on burnout and organizational climate, key concepts and diagnostic measurements. An empirical quantitative study was conducted in a large company in February-March 2022, with 915 respondents surveyed. The results of multiple regression analysis showed that transformational leadership has a significant impact on reducing the feelings of exhaustion, cynicism and alienation; organizational clarity and ethical standards contribute to minimization of cynicism, and good work organization helps to reduce exhaustion. We came to the conclusion that the company's responsibility should not be limited to psychological assistance to employees and wellbeing programs, serious changes are needed in the organization of work and other aspects of the organizational climate to decrease employee burnout.
With the acceleration of economic globalization and the increasing uncertainty in the external market environment, Chinese enterprises are increasingly required to survive and thrive through continuous innovation activities. As the ultimate source of organizational innovation, the staff determines the overall level of organizational innovation. Simultaneously, leadership behavior within an enterprise profoundly influences employees’ innovative behavior. Therefore, influencing employees’ innovative behavior through a leader’s conduct has become a hot topic of academic discussion.
The study aims to explore the impact of locally based paternalistic leadership on employees’ innovative behavior and introduce organizational climate to examine the mutual influence between these two variables. This is a quantitative case study to be conducted on various banks in China, utilizing SPSS software and bootstrap mediator variable analysis.
According to the results of this research, paternalistic leadership has a significantly beneficial impact on innovative employee behavior and organizational climate. However, the authoritarian leadership dimension negatively affects innovative behavior and organizational climate. Organizational climate has a substantially positive effect on innovation behavior, and organizational climate plays a role as a mediating variable in the influence of paternalistic leadership on innovative behavior. The future value of this research lies in providing practical suggestions for the development of leadership behavior theory and improving the efficiency of human resource management.
Este artigo científico visa analisar em profundidade a influência do clima organizacional em uma empresa de médio porte do setor de telecomunicações situada no município de Ilhéus, Bahia. O clima organizacional é um fator crítico que impacta diretamente a eficiência e a satisfação dos funcionários, desempenhando um papel fundamental no sucesso de qualquer organização. Portanto, compreender como o clima organizacional afeta essa empresa específica é essencial para a gestão de recursos humanos e para alcançar os objetivos organizacionais. Ademais, o estudo ressaltou a importância de ações concretas por parte da alta administração para a melhoria do clima organizacional. Em resumo, este artigo contribui significativamente para o entendimento da influência do clima organizacional em uma empresa de telecomunicações de médio porte em Ilhéus, Bahia. As descobertas destacam a importância crucial de um clima organizacional favorável para o desempenho e a satisfação dos funcionários, enquanto oferecem diretrizes práticas para a gestão de recursos humanos visando melhorias nesse aspecto. Esses insights têm implicações significativas para a eficácia e a competitividade das organizações no setor de telecomunicações e em outras áreas similares.
Enhancing firm performance and innovativeness through error management culture Errors and mistakes are a fundamental category of all human actions. Errors are the raw material of at least three effects. First, errors can lead to catastrophes. This chapter on error management culture will contribute to understanding how to make an organization a safe place to work in and how to deliver high quality products and services. Second, errors can lead to innovations and exploration. This chapter will show that errors and error management can help to increase innovations and exploration. Third, errors can lead to learning. This chapter argues that errors are better for learning than positive events. Including errors in the learning process makes learning more effective, particularly for transferring knowledge to difficult situations. Finally, error management culture is one important factor in understanding learning organizations. Humans make errors every day and every hour. People make errors as they ...
Although there have been several attempts to address the conceptual ambiguities in the literature discussing organizational climate, organizational culture, and their interrelationship, there remains much confusion and a general lack of clarity about what these two constructs represent, as well as how they may interrelate. In order to provide some clarity, we provide a comprehensive review of both constructs and conclude with a model describing how organizational climate can be viewed as a bottom-up (i.e., flowing from employee perceptions) indicator of the underlying core values and assumptions that form the organization's culture. Recommendations for researchers seeking to investigate organizational climate and culture, as well as suggestions for future research, are discussed throughout the chapter.
This study is a cross-cultural examination of the relationship between organizational culture and women's advancement to management in organizations. The source of data for this study was the Global Leadership and Organizational Behavior Effectiveness Research Project, a cross-cultural study of societal culture, organizational culture, and leadership. The results of this study indicate that aspects of organizational culture typically associated with women are related to women's progress. In organizations in which organization members reported shared values of high humane orientation and high gender equity, organization members also reported high percentages of women in management relative to other organizations in their society. In addition, organizational cultural practices that emphasized high humane orientation, high gender equity, high performance orientation, and low power distance were also related to reports of high percentages of women in management relative to societal norms. Results of regression analysis predicting the percentage of women in management from the dimensions of organizational culture indicated that gender equity practices and values emphasizing humane orientation contributed significantly to the prediction of the percentage of women in management. Organizational cultural practices related to gender equity were found to be the most important predictor of the percentage of women in management. This study adds to the literature on women's progress in organizations by further extending the focus from individual and structural characteristics to characteristics of organizational culture. The findings suggest that change agents focused on increasing opportunities for women in management should attend to organizational culture, particularly aspects of culture related to gender equity practices.
We focus on the beliefs that applicants develop about organizational culture during the anticipatory stage of socialization. Data from 240 job applicants suggested that an organization used product and company information to encourage applicants to hold favorable, rather than accurate, culture beliefs. For example, the organization appeared to overstate the degree to which its culture was risk-oriented. Information that is less susceptible to image management attempts (for instance, word of mouth) was unrelated to applicants' culture beliefs.
There is a large interest in organization culture, yet only a few empirical studies address the topic. This fact may be due to the lack of appropriate research methods able to uncover such an elusive phenomenon in a reasonable amount of research time. An inductive methodology developed as a compromise between a detailed ethnography and a questionnaire approach is suggested as being appropriate to the task The application of this method in an actual empirical study is described and evaluated. Suggestions are made for further developments.
The primary purpose of this study was to compare and contrast an organization's official culture and its subcultures. The proposition that soft bureaucracies project a rigid exterior appearance, symbolizing what key stakeholders expect, while masking a loosely-coupled set of interior practices, guided this analysis of a police organization. The official culture (crime-fighting command bureaucracy) was examined as an arbitrary set of symbols and meaning structures arranged according to top management preferences. Using qualitative and quantitative data, the organization's subcultures were profiled. It was demonstrated that top management was unable to impose organization-wide conformance with the official culture. There was close conformance to the official culture in only one of five distinct clusters of officers ("crime-fighting commandoes," 21 percent of the sample). Officers in the other clusters ("crime-fighting street professionals," "peace-keeping moral entrepreneurs," "ass-covering legalists," and "anti-military social workers") substantially modified or rejected top management's dictates. They represented resistance subcultures, similar in their opposition to official culture, but unique in form. It was concluded that other organizations, not known for their monolithic image and solidarity, also encompass subcultures.
Research has provided little empirical support for the concept that employee job satisfaction is a causal driver of employee job performance, customer satisfaction, and company performance. This concept is an enduring one, however, and it has been codified as the starting point in the widely espoused service profit chain. Using a sample of eighty-four food and beverage (F&B) manager groups from forty Asian hotel properties owned and managed by a single multinational hotel chain, we examine the effect of job satisfaction, and contrast this effect with that of group service climate, on supervisor ratings of group job performance behaviors (group task performance and organizational citizenship behaviors). The findings underscore the weak connection between job satisfaction and job performance. However, group service climate was found to have a positive effect on supervisor ratings of group job performance behaviors. Consistent with prior research, this study’s findings indicate that managers may improve their employees’ job performance (and job satisfaction) by ensuring that employees understand what is expected of them and how their performance will be appraised and rewarded by the organization.
Normative beliefs are investigated in 32 units of a nationwide voluntary service organization. Staff members (n = 263) completed the Organizational Culture Inventory (Cooke & Lafferty, 1989). Performance data on community fund-raising success were obtained archivally. Security-oriented normative beliefs are negatively related to both fund-raising success and to staff job attitudes. Team-work-oriented norms are positively related to staff attitudes.
In multilevel theory testing, estimation of group-level properties (i.e., consensus and diversity) is often complicated by missing data. Researchers are left to draw inferences about group constructs (e.g., organizational climate and climate strength) from the responses of only a subset of group members. This study analyzes the biasing impact of random and non-random missingness patterns on within-group agreement and reliability (standard deviation, coefficient of variation, rWG(J), r*WG(J), ADM, aWG , and intraclass correlation) across a range of response rates, numbers of items, and systematic missing data mechanisms. Results demonstrate biases up to 20% over- or underestimation for common response rates found in organizational research. Correction formulae are presented, which enable assessment of the sensitivity of multilevel results to survey nonresponse.
Recent hires (n = 149) in 12 electronics manufacturing firms were asked to relate their experiences of formative events and the messages derived from them. Newcomers also described the behavioral norms characterizing their organization, one facet of its culture. Critical incidents newcomers reported were significantly related to their perceptions of behavioral norms. The messages newcomers interpreted from these incidents were coded in terms of positive or negative frame (emphasizing desirable or undesirable outcomes). Positively framed events were related to experiencing the organization's culture as team-oriented. Negatively framed events were related to describing the culture as more control-oriented. Analyses indicate that the critical incidents impact beliefs regarding cultural norms through their effect on the frame of the message newcomers derive from the events. Moreover, team norms were negatively related to role conflict and positively related to role clarity. Findings are interpreted with respect to proactive and reactive roles played by newcomers in their own socialization.
Most climate research has emphasized either psychological or organizational climate without addressing the conceptual and empirical relationships between these concepts. This research e-xamined the performance and satisfaction correlates of discrepancies between individuals' psychological climates and the multiple aggregate organizational climates present in their work settings. Climate discrepancy was found to be the better predictor of work satisfaction, whereas membership in aggregate organization climates was the better predictor of job performance. Organization climates were identified on the basis of similarity of multidimensional psychological climate scores using hierarchical and nonhierarchical clustering methods. The implications of thesefindingsfor refining the concepts of psychological and organizational climate are discussed.
Business leaders can face unique challenges in attracting, retaining, and developing an engaged workforce in today's global organizations. However, insights can be provided by examining a firm's Employee Value Proposition (EVP) as seen by employees, as well as carefully exploring drivers of employee engagement to equip executives and managers to overcome these challenges. This chapter uses results from Valtera's Annual Global Employee Survey to highlight the potential for leveraging survey data, analyzed at the country level, to best align and tune their human capital strategy and programs to operations and labor markets around the world. Examples of unique EVP profiles and key drivers of engagement from six countries in Asia, Europe, and Latin America are provided to illustrate important differences organizations need to consider in optimizing their approach to global human capital management. Copyright © 2012 by Emerald Group Publishing Limited All rights of reproduction in any form reserved.
Organizational climate research: Achievements and the road ahead The purpose of this chapter is to provide an introduction to the topic of organizational climate, setting the stage for more specific discussions of climate and culture in the remainder of the Handbook . This introduction covers two general topics: (1) major achievements in research on organizational climate, and (2) remaining work yet to be done in climate theory and research. Throughout, applications of the climate construct to the world of practice are indicated and the paper concludes on that note. The chapter summarizes and extends previous work by Benjamin Schneider, Mark G. Ehrhart, and William H. Macey (2011) in which they provide a narrative review of the history of organizational climate and organizational culture theory and research (for additional reviews see Kuenzi & Schminke, 2009; Ostroff, Kinicki, & Tamkins, 2003). Research on organizational climate began in earnest in the late 1960s, ...
This chapter gives an overview of the state of knowledge in regard to the link between culture and performance until 2011. In a first step, existing knowledge and critical issues are summarized regarding the link between corporate culture and performance. This knowledge is further substantiated and differentiated on the basis of a review of 55 empirical studies predominantly published between 2000 and 2010 and explored to what extent prior concerns have been taken care of in these subsequent research efforts. Finally, future avenues for research are suggested proposing to embrace multiple perspectives both in regard to conceptualizations of culture as well as its investigation on the basis of an expanded view or different set of assumptions.
Recently, F.J. Yammarino and S.E. Markham (1992) summarized the basic within and between analysis (WABA) approach, applied it to data previously collected and reported on by J.M. George (1990), and used this application to critique George's findings. After briefly reviewing the theoretical underpinnings of George, the authors discuss several points of confusion in Yammarino and Markham's article in regard to the determination of the appropriateness of aggregation and the existence of relations between variables at the group level of analysis. The authors then discuss several shortcomings in Yammarino and Markham's description of WABA, including the failure to consider Person × Situation interactions in the basic WABA equation and misinterpretations of comparisons of the within component to the between component in WABA. The need to properly treat levels-of-analysis issues from both a theoretical and a statistical perspective is emphasized.
Two substantially different perceptions of climate were found in a small, single-office firm. Their origins and their differential impacts on employees are explored. The existence of two climates within a single organization raises questions about the current definition of the concept of organizational climate and its predictive value for the study of individual behavior in organizations.
Drawing upon organizational justice and social network theories, we examined the role of social network structure and content in the development of justice climates in self-managing teams, a relatively understudied context in the justice literature. Data from 79 project teams were used to test the hypotheses. Our results indicate that team instrumental network density is positively related to procedural justice climate strength and that this relationship is strengthened by low team functional background diversity. In addition, team expressive network density and team self-monitoring interact to reduce variability in member perceptions of procedural justice and thus strengthen justice climates.
Current status of theory and research in organizational climate is reviewed. Major research questions surrounding organizational climate are: (a) Are perceptual and objective measures of climate measuring the same construct? (b) Do perceptual measures of climate measure attributes of people or attributes of organizations? (c) Does the concept of climate merely duplicate other concepts such as job satisfaction? Some research trends are examined and suggestions for future research are made.
American sociology has been dominated by an individualist, psychologistic perspective. This dominance has been so pervasive that American sociologists are generally unfamiliar with a sociological apprehension of social phenomena. That is, American sociologists are largely unfamiliar with the structuralist (sociological) view of social phenomena. The two approaches are so far apart and employ such different terminologies and definitions that they would be more accurately conceived as two entirely different fields of study. This essay attempts to draw out some of the differences between the structuralist and the individualist perspectives and to offer a criticism of the individualist position. The critical aspects of the essay are intended to clarify for individualist sociologists just why structuralists regard individualism not only as a dead end, but, indeed, not even as sociology.
This paper considers the concept of organizational climate and examines the relationships to be expected between different aspects of climate and various dimensions of organizational structure and context. The suggested relationships are examined using data from 387 respondents working at all levels in 14 different work organizations. Examination of the effect of hierarchical level on perceptions of organizational climate showed significant variations by level.
The author is concerned with ways of ordering the complex, reciprocal network of variables that comprise organizations. Using a model based upon a study of interpersonal relations in a bank, he finds three interrelated "systems" of variables: the formal policies, procedures, and positions of the organization; personality factors including individual needs, values, and abilities; and the complicated pattern of variables associated with the individual's efforts to accommodate his own ends with those of the organization. He concludes that the study of organization requires research simultaneously on these various levels of analysis.
Kanfer (2009) argues that “context” is an important consideration in the study of motivated behavior, but our knowledge of contextual constructs is immature and in need of considerable development. We agree and build on her position by proposing that situational strength (Hough & Oswald, 2008; Mischel, 1977) has the potential to help conceptualize what Johns (2006) calls “discrete context” (i.e., the particular task, social, and physical variables that influence motivation, attitudes, and behavior). The present article briefly describes situational strength, discusses its operationalization and measurement, explores its implications for practice, and describes two research questions that fall within Pasteur’s Quadrant (Stokes, 1997).
This chapter reviews research on multi-level organizational justice. The first half of the chapter provides the historical context for this issue, discusses organizational-level antecedents to individual-level justice perceptions (i.e., culture and organizational structure), and then focuses on the study of justice climate. A summary model depicts the justice climate findings to date and gives recommendations for future research. The second half of the chapter discusses the process of justice climate emergence. Pulling from classical bottom-up and top-down climate emergence models as well as contemporary justice theory, it outlines a theoretical model whereby individual differences and environmental characteristics interact to influence justice judgments. Through a process of information sharing, shared and unique experiences, and interactions among group members, a justice climate emerges. The chapter concludes by presenting ideas about how such a process might be empirically modeled.
Within the context of climate strength, this simulation study examines the validity of various dispersion indexes for detecting meaningful relationships between variability in group member perceptions and outcome variables. We used the simulation to model both individual-and group-level phenomena, vary appropriate population characteristics, and test the proclivity of standard and average deviation, interrater agreement indexes (rwg, r*wg, awg), and coefficient of variation (both normed and unnormed) for Type I and Type II errors. The results show that the coefficient of variation was less likely to detect interaction effects although it outperformed other measures when detecting level effects. Standard deviation was shown to be inferior to other indexes when no level effect is present although it may be an effective measure of dispersion when modeling strength or interaction effects. The implications for future research, in which dispersion is a critical component of the theoretical model, are discussed.
Climate is presented as a perceptual attribute on an organizational, group, and individual level. The climate construct is defined and key issues concerning climate, which have been identified by past research, are addressed. These issues are level of analysis, measurement, validity, redundancy and usefulness. A model which represents the traditional conceptualization of climate is given. This model is later revised by integrating aspects from the discussion of the key issues. The paper concludes with recommendations for future climate research.
Commitment to the organization is an important behavioral dimension which can be utilized to evaluate employees' strength of attachment. Keeping employees highly committed is important, especially in not-forprofit firms whose salary scales may not be as competitive as industrial firms. Management is concerned with identifying those variables that are related to organizational commitment in order that they may design organizational strategies to maximize commitment levels. Results in a healthcare institution indicate that role conflict and role ambiguity are detrimental to commitment, while a participative climate, power, teamwork, reading professional journals, satisfaction with work and promotion opportunities, age, GS level, tenure, and length of professional employment are positively related to organizational commitment.
The article presents a discussion of issues of human resource diversity and diversity climates in organisations and develops a conceptual model of a “positive climate for diversity” (PCFD). This refers to the degree to which there is an organisational climate in which human resource diversity is valued and in which employees’ from diverse backgrounds feel welcomed and included. It presents a model of the indicators of a positive climate for diversity and the outcomes for organisations and individuals of such a climate, especially individual career and organisational attitudes and perceptions. It also presents variables which have a moderating effect in the model. The results of research from both private and public sector organisations, with emphasis on service, indicate that climates for diversity do impact significantly on a range of career and organisational attitudes and perceptions. The research and managerial implications are discussed.
This chapter seeks to integrate and expand on the ideas presented by Cropanzano, Li, and James (this volume), Ambrose and Schminke (this volume), and Rupp, Bashshur, and Liao (this volume). First, it summarizes and comments on the key insights made by each set of authors. It then presents five propositions, along with some preliminary evidence supporting each: (1) employees can and do make source-based justice judgments; (2) justice treatment is directed at different targets (including individuals and groups, both internal and external to the organization); (3) global justice climate may be a useful approach to studying justice once the relationship between more specific justice climates (e.g., interunit or intraunit justice climate) is better understood; (4) it is necessary to study both general and specific justice climates to understand the unfolding of justice reactions over time; and (5) a climate for justice can be behaviorally measured and trained.