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PEOPLE AND ORGANIZATIONAL CULTURE: A PROFILE COMPARISON APPROACH TO ASSESSING PERSON-ORGANIZATION FIT

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... Entrepreneurial intention is one of the indicators to predict entrepreneurial behavior. Entrepreneurial intention is defined as the belief that an individual plans to establish a new business and will consciously carry out these plans sometime in the future [28]. Entrepreneurial intention emphasizes the purposeful consciousness generated when people are guided by information related to entrepreneurship, which is the result of deep consideration. ...
... Although entrepreneurial self-efficacy drives entrepreneurial behavior, leaving the current work environment to choose a new career path is often accompanied by certain costs and sacrifices, and employees evaluate all the material and psychological losses caused by leaving [16]; therefore, turnover intention to start-up is the result of a combination of risk and benefit considerations. Employees with high job embeddedness, out of a closer relationship with their current organizational environment, have a weaker contribution of entrepreneurial self-efficacy to turnover intention to start-up: firstly, when job embeddedness is high, individuals are better matched to their current occupational environment [16] and their current occupation is better matched to their personal interests, values, and organization [16,28,45]. In this case, even if employees have a sense of entrepreneurial self-efficacy, the employees' act of making the choice to start a business represents a renunciation of the above factors, and the uncertainty and complexity of entrepreneurship is a great challenge for employees, so they are less likely to choose to leave to start a business. ...
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Many people have entrepreneurial dreams in mind, yet existing research has neglected to focus on this phenomenon. This paper introduces the concept of entrepreneurial dreams, constructs a model of the relationship between entrepreneurial dreams and turnover intention to start-up, based on identity theory and prospect theory, and empirically analyses the mechanism of the effect of entrepreneurial dreams on turnover intention to start-up. Through the analysis of data from two multi-provincial and multi-wave employee studies (Study 1 N = 198, Study 2 N = 227), the findings show that: (1) employees’ entrepreneurial dreams positively influence turnover intention to start-up; (2) employees’ entrepreneurial dreams can stimulate employees’ sense of entrepreneurial self-efficacy, thus positively influencing turnover intention to start-up; (3) job embeddedness plays a moderating role in the relationship between entrepreneurial self-efficacy and turnover intention to start-up, specifically, the higher the degree of job embeddedness, the weaker the effect of entrepreneurial self-efficacy on turnover intention to start-up; (4) job embeddedness moderates the indirect effect of entrepreneurial dreams on turnover intention to start-up through entrepreneurial self-efficacy, specifically, the higher the degree of job embeddedness, the weaker the indirect effect of entrepreneurial dreams on turnover intention to start-up through entrepreneurial self-efficacy. This study reveals the mediating role of employees’ entrepreneurial self-efficacy and the moderating role of job embeddedness in the influence of entrepreneurial dreams on employees’ turnover intention to start-up, which provides theoretical and practical references for relevant organizations.
... Individual values were measured using the Organizational Cultural Pro le, a set of 54 of values proposed by Chatman et al. (1991). Subsequently, 28 from these 54 values have been included in seven value dimensions according to Sarros, Gray, Densten and Cooper (2005) revision. ...
... To analyse which are the models that can best predict the three types of organizational commitment, we started from the seven sets of individual values (Chatman et al., 1991;Sarros et al., 2005) and utilized the multiple linear regression technique. ...
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Individual values and the congruence between the individual and the organizational values are important elements that help companies motivate their people by developing their employees’ organizational commitment. Participants from 6 major industries in Romania answered voluntarily to a set of questions regarding values and organizational commitment. Out of a set of seven values (i.e., emphasis on rewards, competitiveness, innovation, performance orientation, social responsibility, stability, and supportiveness; Sarros et al., 2005) to explain the three types of organizational commitment (i.e., affective, normative and continuance commitment), social responsibility, innovation and stability have a significant incremental effect. Findings indicate that social responsibility answers for 9.4% of affective commitment and for 9% of normative Commitment. Innovation adds 1.2% to the explanation of affective commitment and stability explains 4% of continuance commitment. Social responsibility together with stability values is linked to the environment, not only the environment of the organization but the environment in the broader sense. The paper provides insights on how companies, considering those values dimensions, cherish each employee’s distinct individuality and contribution and build a track record of vivid inclusion practices. Results of the current research companies could better tailor their recruitment and selection practices, retention programs, secure talent and, ultimately, save costs.
... Indeed, the research on person-organization value fit demonstrates that many employees do not invariably share the values of their employing organizations (Kristof 1996). This line of research has found that person-organization values fit is consequential for how individuals, particularly employees, engage with and evaluate organizations (Chatman 1989, O'Reilly et al. 1991, Kristof 1996. A fit between employee and organizational values leads to a host of positive outcomes, such as increased job satisfaction (Kirkman and Shapiro 2001), better communication (Meglino and Ravlin 1998), and decreased turnover (Mael and Ashforth 1995). ...
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A growing body of research documents that audiences reward organizations perceived to be authentic with positive evaluations. In the current work, we adopt a mixed-methods approach-using data collected from Glassdoor.com and two experiments-to establish that perceptions of authenticity are elicited by perceived congruence between an organization's stated values (i.e., the values it claims to hold) and its lived values (i.e., values members perceive as embodied by the organization), which in turn lead to more positive organizational evaluations. We then explore the conditions under which audiences are less likely to respond favorably to organizational authenticity, finding that the positive effects of stated-lived value congruence on evaluations are attenuated when audiences have a lower preference for stated values. Although scholars have often explored whether and how organizations can successfully make themselves appear authentic to reap rewards, our findings suggest that the perceived authenticity that results from stated-lived value congruence may not prove fruitful unless the audience holds a higher preference for an organization's stated values.
... By extension, it is assumed that in public service provision people learn more rules and regulations, resulting in a preference for deliberation being a learned preference in the public sector. Likewise, people with a prior disposition for deliberation might rather choose a career in public service, as person-organization fit would presume (O'Reilly et al., 1991). People with an orientation toward intuition and a looser rules-based framework might prefer to work in the private sector. ...
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Fast and intuitive thinking, as well as emotions, play a large role in decision-making. The sociology of wise practice within public administration also suggests that thinking preferences like the use of intuition form a cornerstone of public administrators’ virtuous practice. This contribution uses conceptual and theoretical resources from behavioral sciences and public administration to find out whether individual-level differences between public and private sector employees exist with regard to thinking preferences. The article investigates variables that have been subject to extensive research and integrate their clout with the discourse in public administration. Institutional frameworks and social structures may enable or impede the habituation of virtue. The contribution empirically analyses this assumption with respondents from North America (n = 247) and the European Union (n = 1532) with regard to the thinking styles' preference for intuition and preference for deliberation. The public and private sectors differ significantly in terms of preference for deliberative as well as intuitive thinking. A surprising result is that private-sector employees rank higher than public sector employees on both scales. Differences in deliberation show a small effect whereas the effect size with regard to intuitive thinking is negligible. The discussion explores possible explanations for such differences and similarities.
... Deal and Kennedy (1982) emphasize that people make businesses work and that culture both ties people together and gives meaning and purpose to their daily lives. Cultural fit, or the congruence between characteristics of a firm and the people within the firm, is related to commitment, satisfaction, and turnover (O'Reilly III, Chatman, & Caldwell, 1991). Deal and Kennedy (1982) point out that a firm has an issue with its corporate culture when its employees are chronically unsatisfied. ...
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A good understanding of B2B salespeople's employment experiences could better inform strategies to enhance their job satisfaction and reduce job turnover. This study analyzed more than 50 K salespersons' social media posts on the job review website Glassdoor.com to identify the types of stories B2B salespeople tell about their jobs and employers. Building on narrative theory, we used Linguistic Inquiry and Word Count (LIWC) – a dictionary-based content analysis tool – to score the “W5” elements (who, what, when, where, and why) that constitute stories. Next, we analyzed differences in the patterns of language used and uncovered four clusters representing corporate cultures that we characterize as cultures of Work Rewards, Work-Life Balance, Workplace Malaise, and Toxic Interactions. Insights from this study can support the management of B2B salespeople and serve as a model for firms considering new automated text analysis approaches to studying employee engagement on social media.
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Bu araştırmanın amacı, Hakkâri Devlet Hastanesi'nde çalışan hemşirelerde örgütsel kültürün örgütsel bağlılık üzerindeki etkisinin belirlenmesidir. Hastanede çalışan 102 hemşireden yüz yüze anket yöntemiyle veri toplanmıştır. Veri toplama araçları olarak Cameron ve Quinn'in (2006) örgütsel kültür ölçeği ile Allen ve Meyer'in (1990) örgütsel bağlılık ölçeği kullanılmıştır. Elde edilen veriler, SPSS 25 nicel analiz programı ile analize tabi tutulmuştur. Analizler sonucunda örgütsel kültürün baskın özellikler boyutunun devam bağlılığı üzerinde, baskın özellikler ile birlikte başarı kriteri boyutunun da normatif bağlılık üzerinde etkisi olduğu ortaya çıkmıştır. Örgütsel kültürün duygusal bağlılık üzerinde etkisi bulunamamıştır. Ayrıca, duygusal bağlılığın başarı kriteri, örgütsel liderlik ve baskın özellikler tarafından etkilenmediği görülmektedir. Anahtar Kelimeler: Örgütsel kültür, örgütsel bağlılık, duygusal bağlılık, devam bağlılığı, normatif bağlılık. Abstract: The purpose of this study is to determine the effect of organizational culture on organizational commitment in nurses working in Hakkâri State Hospital. Data were collected from 102 nurses working in the hospital by face to face questionnaire method. Cameron and Quinn's (2006) organizational culture scale and Allen and Meyer's (1990) organizational commitment scale were used as data collection tools. The data obtained were analyzed with the SPSS 25 quantitative analysis program. As a result of the analysis, it was revealed that the dominant traits dimension of organizational culture has an effect on continuance commitment, and the dominant features together with the dimension of success criteria have an effect on normative commitment.
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This article aimed at reflecting on what it means for research and organizational culture interventions to recognize the existence of teleworking. Organizational culture was defined as the assumed values, underlying assumptions, expectations, and definitions that characterize organizations and their members and teleworking as a way of organizing work that has its support on the Internet, and therefore can be done based on the information and at a distance from the traditional workplace. The existence of changes in the precepts that make up the organizational culture due to the adoption of teleworking in labor-management was discussed. It was concluded that digitization or virtualization affects social interaction that complicates group dynamics. Therefore, the organizational culture must include issues focused on the task and the achievement of 1 PhD student in Psychology at the Universidade Federal da Bahia, Master in psychology Universidad del Valle.
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A negatively shaped attitude‐based bias towards external knowledge—the not‐invented‐here (NIH) syndrome—may constitute a significant obstacle for effective adoption of external knowledge and impair organizational innovativeness. The goal of this study is to shed light to the question how organizational and managerial features drive individual NIH, and how NIH connects further to individual innovativeness. Analysis of survey data collected from 93 employees reveals a joint effect of person‐organization fit and leader‐member exchange on NIH, and a negative association between NIH and innovative work behavior. Contrary to expectations, person‐organization fit and perceived innovativeness of organizational culture do not have joint effects on NIH. The findings contribute to the development of a theoretical model of the interplay between individual‐, managerial‐ and organizational‐level antecedents and consequences of the NIH syndrome.
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zet Günümüzde hızla küreselleşen teknoloji ve bilgi çağı aktif olarak kendini yenilemektedir. Yenile-nen çağın geri dönüşü ise insanların isteklerinin, ihtiyaçlarının ve çevresel sorunlarım artmasıdır. Ekonominin küreselleşmesi ile uluslararası şirketlerin farklı ülkelerdeki şirketlerle ortak yatırımları, birleşmeleri, mal ve hizmet dağıtımlarının her geçen gün sayısı artmaktadır. Artan ihtiyaç ve çevresel sorunlara en iyi ve en hızlı hizmeti verebilmek için taşımacılık faaliyetleri yürütülmüş ve geliştiril-mesi zorunlu hale gelmiştir. Hızlı hizmet sağlamak ve çevresel sorunlar ile rekabetin arttığı günümüz dünyasında lojistik yönetim uygulamaları daha önemli hale gelmiştir. Lojistik ve sürdürülebilirlik faaliyetleri son yıllarda önem kazanmış iki önemli konu olarak öne çıkmaktadır. Lojistik faaliyetlerin verimli bir şekilde planlanması ve yürütülmesi son kullanıcılara zaman ve mekân açısından avantajlar sunmakla beraber sürdürülebilir bir çevre sağlanmasına da katkı sağlamaktadır. Çevresel sürdürüle-bilirlik alanında başarılı olmak isteyen firmalar, bu kapsamda sadece sürdürülebilirlik faaliyetlerine odaklanırlarsa başarılı olamayacaklardır. Ekolojik olarak sürdürülebilir olmak ise temiz bir bilinç ve lojistik eğitiminin kalitesi ve yaygınlaştırılması ile mümkün olacaktır. Lojistik sektöründe üretim, malzeme planlama, antrepo yönetimi, nakliye, depolama, gümrük, müşteri hizmetleri, yurt içi ve yurt dışı satın alma, ithalat ve ihracat, elektronik ticaret, lojistik faaliyetler, satış, pazarlama, finans, yurt dışı ticaret, talep tahmini konularında nitelikli ve iyi yetişmiş çalışanlara olan ihtiyaç artmıştır. Lojis-tik alanında tecrübeli çok sayıda çalışan olmasına rağmen, meslek lisesi, meslek yüksekokulu, lisans ve lisansüstü mezunlarının sayısı diğer mesleklere göre düşük seviyededir. Bu çalışmanın temel ama-cı, sürdürülebilirlik kavramı ile lojistik eğitimi arasındaki ilişkiyi ortaya koymak ve lojistik eğitimi alan öğrencilerin mesleki uyumlarının mevcut durumunu kavramsal araştırma yoluyla belirlemek ve olası çıkarımlarını tartışmaktır. Çalışmanın giriş bölümünün ardından sürdürülebilirlik, lojistik eğitim ve mesleki uyum kavramları tartışılmaktadır. Çalışmanın son bölümünde ise gelecek araştırmalar için önerilerde bulunulmuştur. Çalışma sürdürülebilirlik ve mesleki uyum standartlarına uyulmamasının nedenlerini ve sonuçlarını göstererek lojistik eğitim konusuna katkı sağlamaktadır. Abstract Today, the rapidly globalizing technology and information age actively renews itself. The return of the renewed era is the increase in people's desires, needs and environmental problems. With the globalization of the economy, the number of joint investments of international companies with companies in different countries, mergers, distribution of goods and services is increasing every day. In order to provide the best and fastest service to the growing needs and environmental problems, transportation activities have been carried out and their development is made mandatory. Logistics management Elif Nur KARASOY Elif Nur KARASOY
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