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Making sense of climate: A meta-analytic extension of the competing values framework
Abstract
Organizational climate research has surged recently, but the disbursement of research contributions across domains has made it difficult to draw conclusions about climate and its connections with performance. To make sense of the climate literature, we used the competing values framework (CVF) to classify domain-specific climates into four climate types (clan, adhocracy, hierarchy, and market climates). We did so by conceptually linking domain-specific climates that are manifestations of the same underlying strategic values. We then conducted meta-analyses to examine the magnitudes, mechanisms, and moderators of the individual and group-level associations between the CVF climates and performance. These meta-analyses revealed positive climate–performance associations for each climate type and supported job attitudes as a common mediator. We also examined several methodological moderators of climate–performance relationships, testing the source of climate and performance measures, the temporal assessment of these constructs, and the level of within-group agreement in climate measures as possible boundary conditions.
... From a theoretical standpoint, it is beneficial to understand the functioning of organizational systems by examining the relationships between organizational culture and outcomes via mediating mechanisms (Hartnell et al., 2019;Schneider et al., 2013Schneider et al., , 2017. Among these mechanisms, organizational climate is of particular interest due to its theoretically widely accepted relationship with organizational culture (Beus et al., 2023;Beus, Solomon, Beus et al., 2020b;Chatman & O'Reilly, 2016;Schneider et al., 2013). However, there is a noticeable dearth of empirical research exploring this relationship, possibly due to difficulties in defining and studying organizational culture as a quantifiable phenomenon, let alone its relationship with the distinct yet closely connected organizational climate phenomenon (cf. ...
... However, how they are jointly perceived is less understood. Furthermore, we know little about the potential for the organization's culture values to act as a foundation for practices, policies, and procedures (Beus et al., 2020b;Kuenzi & Schminke, 2009;Schneider et al., 2013). By advancing our knowledge base, we provide recommendations and advice regarding important factors in the organization's culture and potentially identify important mechanisms that share a relationship with attitudes. ...
... The aim of this study is thus to examine the extent to which perceptions of a participation climate mediate the relationship between perceived flexible culture values and job attitudes. We advocate an individual-level model due to, firstly, scant research of these relationships on all levels within the organization (Chatman & O'Reilly, 2016;Schneider et al., 2013;Xu et al., 2023), and secondly, that culture and climate at the unit-or group-level are, to an extent, located as shared individual-level perceptions (Beus et al., 2023;Beus, Solomon, Beus et al., 2020b;Schneider et al., 2013). We suggest that employees' organizational commitment and readiness for change share a relationship with flexible organizational culture values, characterized by collaboration and innovation, which is mediated by participation climate. ...
Adopting a flexible organizational culture have the potential to be a remedy for organizations that face globalization, technological advancements, and higher expectations from the workforce. However, research on the mechanism between organizational culture and its outcomes remain understudied. This study adopts an employee-centric approach, suggesting that employees’ perception of a participation climate act as a mediator between flexible organizational culture values (clan and adhocracy values) and employees’ organizational commitment and readiness for change. Cross-sectional data was collected from 619 police employees and analyzed by a two-step structural equation modeling approach. The results supports participation climate as a mediator. Participation climate partially mediated the relationship between clan culture and organizational commitment, adhocracy culture and organizational commitment, and adhocracy culture and readiness for change. Full mediation was found for the relationship between clan culture and readiness for change. Theoretically, this study provides supporting evidence of a relationship between employees’ perceptions of flexible organizational values and a climate for participation, grounded in the notion that organizational climate is the surface level manifestation of organizational culture. Practically, the results offer valuable insight for leaders and organizations who seek knowledge on flexible values, participation climate, employee commitment and readiness for change.
... According to integrated climate theory, organizational culture and climate share a cognitive basis due to sensemaking efforts and social interactions over time (Beus et al., 2023;Beus et al., 2020). The cognitive basis for organizational culture and climate is that individuals innate tendency to perceptually establish order in their environments (Schneider, 1975) based on a wish to reduce uncertainty in social situations (Hogg & Mullin, 1999;Stevens & Fiske, 1995). ...
... In our specific case, clan culture is regarded as foundational for participation climate (Beus et al., 2020;Hartnell et al., 2011;Quinn & Rohrbaugh, 1983), due to clan culture values of affiliation, attachment, and support (Quinn & Rohrbaugh, 1983). Yet, albeit strong theoretical underpinning, there is a lack of empirical studies that have specifically examined the relationship between clan values and participation climate at the individual-and the unitlevel (Lee et al., 2016;Yong & Pheng, 2008). ...
... On the one hand, our findings confirm that participation climate is associated with clan culture and job design at the individual and the unit level. Thereby supporting the notion of homologous relationships across these levels (Beus et al., 2023;Beus et al., 2020). On the other hand, we could not find strong support for the emergence of work engagement at the unit-level as have been proposed by researchers (Bakker, 2022;Costa et al., 2014;Hakanen et al., 2006;Torrente et al., 2013). ...
Research on work engagement and job demands-resources theory has predominantly focused on individual-level perspectives, leading to a knowledge gap about higher-level antecedents. This study aim to bridge this gap by examining the relationships between work engagement, job design, participation climate, and clan culture, at the individual- and the unit- level using a multilevel structural equation modeling (MLSEM) approach. Drawing on JD-R Theory and Institutional Theory, we propose a composition model of homologous relationships across individual- and unit-levels, assuming construct isomorphism. Data was collected from 909 employees across 101 units in the Norwegian police. The analysis used a two-step MLSEM approach, by first examining the multilevel measurement model and then analyzing the multilevel structural model. The model displayed excellent fit. The findings extend JD-R theory by exploring the unit-level associations beyond individual perceptions and offer insights on the relationship between organizational culture, organizational climate, and employee’s work engagement. This study thus provides theoretical, empirical, and practical contributions, emphasizing the importance of understanding the collective and perceived culture and climate in relation to work engagement, and offering guidance for leaders and organizations in fostering environments conducive to high work engagement.
... From a theoretical standpoint, it is crucial to enhance our understanding of how organizational systems function by examining the influence of organizational culture on outcomes via mediating mechanisms (Hartnell et al., 2019;Schneider et al., 2013;Schneider et al., 2017). Among these mechanisms, organizational climate is of particular interest due to its theoretically widely accepted relationship with organizational culture (Beus et al., 2023;Beus et al., 2020;Chatman & O'Reilly, 2016;Schneider et al., 2013). However, there is a noticeable dearth of empirical research exploring this relationship, possibly due to difficulties in defining and studying Running head: CULTIVATING FLEXIBLE VALUES AND PARTICIPATION CLIMATE 3 organizational culture as a quantifiable phenomenon, let alone its intricate relationship with the distinct yet closely connected organizational climate phenomenon (cf. ...
... From the employee perspective, the organization may emphasize various values to shape effectiveness, such as collaboration and innovation (Hartnell et al., 2019;Marinova et al., 2018;O'Reilly & Tushman, 2013;Smith & Lewis, 2011). Furthermore, we know little about the potential for the organization's culture values to act as a foundation for practices, policies, and procedures (Beus et al., 2020;Kuenzi & Schminke, 2009;Schneider et al., 2013;Zohar & Hofmann, 2012). By advancing our knowledge base, we can provide more robust recommendations and adequate advice regarding pivotal factors in the organization's culture and potentially identify important mechanisms that influence attitudes. ...
... The aim of this study is to examine the extent to which perceptions of an organizational climate can be an important mediator in the relationship between perceived flexible culture values and job attitudes. We advocate an individual-level model due to, firstly, scant research of these relationships on all levels within an organization (Chatman & O'Reilly, 2016;Schneider et al., 2013), and secondly, that culture and climate at the unit or group level are, to an extent, shared individual perceptions (Beus et al., 2023;Beus et al., 2020;Schneider et al., 2013). We suggest that employees' organizational commitment and readiness for change share a relationship with flexible organizational culture values, characterized by collaboration and innovation, which is mediated by participation climate. ...
Adopting a flexible organizational culture can be a potential remedy for organizations that face globalization, technological advancements, and higher expectations from the workforce. However, research on the mechanism between organizational culture and its outcomes remain understudied. This study adopts an employee-centric approach, suggesting that employees’ perception of a participation climate act as a mediator between flexible organizational culture values (clan and adhocracy values) and employees’ organizational commitment and readiness for change. Cross-sectional data was collected from 619 police employees and analyzed by a two-step structural equation modeling approach. The results supports participation climate as a mediator. Participation climate partially mediated the relationship between clan culture and organizational commitment, adhocracy culture and organizational commitment, and adhocracy culture and readiness for change. Full mediation was found for the relationship between clan culture and readiness for change. Theoretically, this study provides supporting evidence of a relationship between employees’ perceptions of flexible organizational values and a climate for participation, grounded in the notion that organizational climate is the surface level manifestation of organizational culture. Practically, the results offer valuable insight for leaders and organizations who seek knowledge on flexible values, participation climate, employee commitment and readiness for change.
... Indeed, the study of climate has been imperative in explaining how collective perceptions influence a range of important organizational outcomes (see Schneider et al., 2017). Yet, despite abundant meta-analytic (e.g., Beus, Solomon, et al., 2020;Wallace et al., 2016) and conceptual reviews of the empirical climate literature (e.g., Kuenzi & Schminke, 2009;Schneider et al., 2011), there is a marked inconsistency in how climate formation and function are explained theoretically. Although varied theories have been invoked to separately explain the formation and function of climates (e.g., Ashforth, 1985;Bandura, 1971;Salancik & Pfeffer, 1978;Schneider, 1975;Schneider & Reichers, 1983;Weick, 1995), these tend to be used haphazardly such that there is no generally recognized climate theory that brings these perspectives together and integrates their common elements. ...
... The sensemaking that occurs via symbolic social interactions results in individual climate perceptions and subsequent group climates that can simultaneously signal to group members the presence of foundational values that add a deeper layer of meaning for prevailing climates. For example, perceiving coexisting climates for safety and ethics can be reflective of broader underlying cultural values regarding control and predictability (Beus, Solomon, et al., 2020). Thus, the more immediate experience of climate can eventually lead to broader recognition of the more inclusive phenomenon of culture. ...
... Safety climate Workgroup Y Y Cited climate creation as a function of social interaction (Ashforth, 1985;Schneider & Reichers, 1983) None Safety incidents; injury reports Beus, Solomon, et al. (2020) Promotion and prevention climates Organization N Y Described climates as emerging from a process of social sensemaking (Schneider, 1975;Schneider & Reichers, 1983) Social identity theory (Tajfel & Turner, 1985;Turner, 1982Turner, , 1984 and theory on organizational identity (Albert & Whetten, 1985) Organizational productivity via collective commitment ...
Organizational climate is arguably the most studied representation of the social context of organizations, having been examined as an antecedent, outcome, or boundary condition in virtually every domain of inquiry in the organizational sciences. Yet there is no commonly recognized, domain-independent theory that is used to explain why and how climates both form and affect behavior. Rather, there is a set of climate theories (and literatures) housed across a variety of divergent content domains. As a result, researchers who study climate in one domain are often unaware of climate advancements made in another. This lack of a theoretical lingua franca for climate limits our ability to understand what is known about climate and how climate research—whether domain-specific or domain-independent—can progress in a more cogent fashion. To resolve these fractures and unify climate scholarship, this article integrates existing theoretical perspectives of climate into a singular climate theory that summarizes and articulates domain-independent answers to the questions of why and how climates form and influence behavior in organizations. Using the individual drive to reduce uncertainty in meaningful social settings as the motivational mortar for this theoretical integration, we offer a needed reorientation to the field and illuminate a path forward for both future domain-specific and domain-independent climate advancements.
... In fact, early studies of organizational climate were so focused on the individual level of analysis (Schneider & Bartlett, 1968, 1970) that we have meta-analyses of climate studied at this level (Carr et al., 2003). Fortunately, more recent meta-analytic studies have been conducted at the organizational level of analysis (Beus et al., 2020), showing evidence for the usefulness of climate as a correlate of organizational performance. ...
... The third chapter examines the effect of organizational climate and culture on effectiveness (Zohar & Hofmann, 2012) across organizations and units within organizations, showing that organizational service climate and safety climate predict customer satisfaction (see Hong et al.'s, 2013 meta-analysis) and accidents/injuries (see Zohar, 2014), respectively. Indeed, organizational climate research is a good example of what is possible when we adopt an organizational mindset and conduct sufficient research across different outcomes to establish the importance of a phenomenon for organizational performance (Beus et al., 2020). ...
... Although organizational climate research started at the individual level of analysis, climate researchers elevated their work to studying the unit and organizational levels of analysis in the 1980s by relating climate characteristics to outcomes such as service quality and accidents (Schneider, 1980;Zohar, 1980). This research has consistently shown that focused climates (e.g., climate for safety and climate for service) are reflected in appropriate organizational performance outcomes like accidents and injuries (Zohar, 2014) and customer satisfaction (Yagil, 2008); these relationships have been replicated with considerable reliability over time (Beus et al., 2020;Schneider, González-Romá, et al., 2017). As we suggested in discussing leadership, it may be that climate can be conceptualized as a mediating variable in exploring job design, work motivation, and PM when conducting such research at the organizational level of analysis. ...
The paper proposes that industrial-organizational (I-O) psychology will benefit greatly from expanding our research focus from predominantly individual differences to studying organizational differences. We argue here that an increased organizational frame of reference on variables of interest to I-O psychology (e.g., selection, job design, performance management (PM), work motivation) is important because it will enhance our understanding of organizational behavior and make I-O research more effective in practice. After noting some organizational-level research already being done, several examples are provided for how an organizational mindset and methods can provide new insights into traditional areas of I-O effort. Also discussed is how methodological issues that may have constrained the study of organizational differences in the past and the potential new issues such research may yield can be addressed. We conclude that the future maintenance and enhancement of the I-O psychology brand as a science–practice profession requires enhanced attention to the organization level of analysis as our frame of reference for research.
... While other studies have examined the similar construct of a supportive climate, OPS and climate are conceptually distinct. Climate involves employees' shared perceptions concerning organizational practices, procedures, and policies (Beus et al., 2010;Beus et al., 2019;Kim et al., 2021a;Schneider et al., 1998;Wallace et al., 2016), and it forms "an institutionalized normative system that guides member behaviors" (Dickson et al., 2006, p. 352). 1 A supportive climate encourages employees to behave in a supportive manner toward other members of the organization, which can have a cumulative influence on organizational performance (Beus et al., 2020;González-Romá & Gamero, 2012;Kim et al., 2021a;Patterson et al., 2004). However, according to organizational support theory, employees personify the organization and form a social exchange relationship with the organization, which entails unspecified reciprocity and obligations (Eisenberger et al., 1986). ...
... Organization-wide shared beliefs regarding the organization's care and valuation of employees (i.e., OPS) may contribute to organizational profitability. Several prior studies have examined the relationships of OPS or constructs similar to OPS with subjective measures of organizational effectiveness (Beus et al., 2020). Ramases et al. (2018) found that OPS was related to customers' ratings of their future loyalty. ...
... Based on the conceptual distinction between OPS and climate that we mentioned earlier, we empirically tested the incremental effect of OPS on workforce performance above and beyond the supportive climate. A supportive climate encourages employees to behave in a supportive manner toward others, and such behaviors bring about positive outcomes for the entire organization (Beus et al., 2020;González-Romá & Gamero, 2012;Patterson et al., 2004). However, when employees perceive a high level of OPS, which involves the social exchange between the organization and employees, they are motivated to return the favor to the organization (Eisenberger & Stinglhamber, 2011). ...
Although the importance of perceived organizational support on organizational outcomes has been highlighted in the literature, research is lacking concerning how organization-wide perceptions of support by employees (organizational-level perceived support [OPS]) may contribute to organizational performance. To address this critical deficiency in the literature, we extend organizational support theory to the organizational level and examine the influence of OPS on organizational profitability. We conducted two studies with samples of 224 and 96 organizations, respectively, in South Korea and found that workforce performance (Study 1) and workforce voluntary turnover rate (Studies 1 and 2) mediate the relationship between OPS and organizational profitability. Furthermore, we found that organizational financial slack resources moderate the effect of OPS on workforce performance. Specifically, the positive effect of OPS on workforce performance, and consequently on organizational profitability, was stronger when financial slack resources were lower. Financial slack resources, however, do not moderate the relationship between OPS and voluntary turnover rate. We discuss the theoretical and practical implications of these findings.
... The instrument was developed from a model of organizational climate as related to organizational culture, i.e., corresponding to an expression of culture [6,24]. This is in line with the previous literature [25] sustaining that the origin of an organizational climate relies in the culture of an organization and that organizational climate is a surface level of organizational culture [7,25,26]. Based on these assumptions, in the development of the tool, the authors employed the competing value model in order to identify both the strength and the content orientation of specific climates. ...
... The instrument was developed from a model of organizational climate as related to organizational culture, i.e., corresponding to an expression of culture [6,24]. This is in line with the previous literature [25] sustaining that the origin of an organizational climate relies in the culture of an organization and that organizational climate is a surface level of organizational culture [7,25,26]. Based on these assumptions, in the development of the tool, the authors employed the competing value model in order to identify both the strength and the content orientation of specific climates. More specifically, since climates are a manifestation of an organization's underlying values [10,25,26], the competing value model represents a suitable way to characterize specific organizational climate dimensions based on the values for general or specific climates. ...
... Based on these assumptions, in the development of the tool, the authors employed the competing value model in order to identify both the strength and the content orientation of specific climates. More specifically, since climates are a manifestation of an organization's underlying values [10,25,26], the competing value model represents a suitable way to characterize specific organizational climate dimensions based on the values for general or specific climates. As emphasized by Beus et al. [25], the competing values model is a "representative and well-supported delineation of strategically important organizational values" [25] (pp. ...
Although safety climate has been the object of multiple studies in the last thirty years, the relationship between safety climate and organizational climate has been scarcely investigated. The Organizational and Safety Climate Inventory (OSCI) was the first and only validated instrument to allow the assessment of organizational and safety climates simultaneously and by using the same theoretical framework. The present work investigated the psychometric properties of OSCI in an Italian sample at the group level; study 1 (N = 745) examined the factor structure of the scale by using confirmatory factor analyses. Study 2 (N = 471) advanced the original Portuguese validation by testing its measurement equivalence across gender and company sector through multiple-group confirmatory factor analyses. Results confirmed one higher-order factor structure with four first-order factors for both Organizational Climate and Safety Climate, with Organizational Climate predicting Safety Climate. Moreover, the scale was found to be invariant between men and women and between different types of company. Reliability, discriminant, and criterion validities of the scale showed very good values. Overall, the findings strengthened the original claim of the OSCI to be a valid and innovative instrument, which allows the identification of specific dimensions of safety climate, starting from a more general model of organizational climate.
... Indeed, the study of climate has been imperative in explaining how collective perceptions influence a range of important organizational outcomes (see Schneider et al., 2017). Yet, despite abundant meta-analytic (e.g., Beus, Solomon, et al., 2020;Wallace et al., 2016) and conceptual reviews of the empirical climate literature (e.g., Kuenzi & Schminke, 2009;Schneider et al., 2011), there is a marked inconsistency in how climate formation and function are explained theoretically. Although varied theories have been invoked to separately explain the formation and function of climates (e.g., Ashforth, 1985;Bandura, 1971;Salancik & Pfeffer, 1978;Schneider, 1975;Schneider & Reichers, 1983;Weick, 1995), these tend to be used haphazardly such that there is no generally recognized climate theory that brings these perspectives together and integrates their common elements. ...
... The sensemaking that occurs via symbolic social interactions results in individual climate perceptions and subsequent group climates that can simultaneously signal to group members the presence of foundational values that add a deeper layer of meaning for prevailing climates. For example, perceiving coexisting climates for safety and ethics can be reflective of broader underlying cultural values regarding control and predictability (Beus, Solomon, et al., 2020). Thus, the more immediate experience of climate can eventually lead to broader recognition of the more inclusive phenomenon of culture. ...
... Safety climate Workgroup Y Y Cited climate creation as a function of social interaction (Ashforth, 1985;Schneider & Reichers, 1983) None Safety incidents; injury reports Beus, Solomon, et al. (2020) Promotion and prevention climates Organization N Y Described climates as emerging from a process of social sensemaking (Schneider, 1975;Schneider & Reichers, 1983) Social identity theory (Tajfel & Turner, 1985;Turner, 1982Turner, , 1984 and theory on organizational identity (Albert & Whetten, 1985) Organizational productivity via collective commitment ...
... While other studies have examined the similar construct of a supportive climate, OPS and climate are conceptually distinct. Climate involves employees' shared perceptions concerning organizational practices, procedures, and policies (Beus et al., 2010;Beus et al., 2019;Kim et al., 2021a;Schneider et al., 1998;Wallace et al., 2016), and it forms "an institutionalized normative system that guides member behaviors" (Dickson et al., 2006, p. 352). 1 A supportive climate encourages employees to behave in a supportive manner toward other members of the organization, which can have a cumulative influence on organizational performance (Beus et al., 2020;González-Romá & Gamero, 2012;Kim et al., 2021a;Patterson et al., 2004). However, according to organizational support theory, employees personify the organization and form a social exchange relationship with the organization, which entails unspecified reciprocity and obligations (Eisenberger et al., 1986). ...
... Organization-wide shared beliefs regarding the organization's care and valuation of employees (i.e., OPS) may contribute to organizational profitability. Several prior studies have examined the relationships of OPS or constructs similar to OPS with subjective measures of organizational effectiveness (Beus et al., 2020). Ramases et al. (2018) found that OPS was related to customers' ratings of their future loyalty. ...
... Based on the conceptual distinction between OPS and climate that we mentioned earlier, we empirically tested the incremental effect of OPS on workforce performance above and beyond the supportive climate. A supportive climate encourages employees to behave in a supportive manner toward others, and such behaviors bring about positive outcomes for the entire organization (Beus et al., 2020;González-Romá & Gamero, 2012;Patterson et al., 2004). However, when employees perceive a high level of OPS, which involves the social exchange between the organization and employees, they are motivated to return the favor to the organization (Eisenberger & Stinglhamber, 2011). ...
... First, a recent meta-analysis that explored the congruence between national culture and organizational culture and its effect on job performance found that clan culture had a stronger positive relationship with job performance within collectivist societies, whereas market culture had a stronger positive relationship with job performance in individualist societies (Beus et al., 2021). Second, the competing values framework offers a useful perspective to understand the impact of organizational cultures on employees' well-being (Beus et al., 2020;Hartnell et al., 2019) because organizational cultures can play a significant role in improving well-being in the workplace (Carr et al., 2003). For example, a recent meta-analysis found that organizational contexts of clan culture yielded a positive effect on employees' job satisfaction even after controlling for the effects of leadership and effective human resource practices (Hartnell et al., 2019). ...
... organizational contexts with more clan culture (O) showed the greatest well-being. Past research has shown that clan culture-an organizational orientation focusing on human resource development, cohesion, and morale-had positive effects on job satisfaction and organizational commitment (Beus et al., 2020;Hartnell et al., 2019). In line with this literature, we found that clan culture predicted better wellbeing among Japanese employees across a broad range of well-being measures (i.e., job satisfaction, organizational commitment, life satisfaction, eudaimonic happiness, and interdependent happiness). ...
Studies of person-organization fit (P-O fit) have shown that a fit between the values of the individual and the values of the organization leads to higher job satisfaction. Here, we extended past research by investigating P-O fit on employees’ well-being. We tested what characteristics of the person and the organization contributed to an effective P-O fit in Japan. Specifically, we examined the role of employees’ levels of interdependence and perceptions of their organizational contexts as clan culture or market culture. This allowed us to test what type of organizational culture formed an effective P-O fit for employees with highly interdependent cultural values in Japan. A longitudinal survey of 456 workers in Japan conducted in 2021 and 2022 revealed that clan culture—organizational culture emphasizing interpersonal harmony—was positively related to employees’ well-being, and the effects were stronger for employees with high levels of interdependence. Conversely, market culture—organizational culture emphasizing competition and achievement—was unrelated to employees’ well-being. In fact, it was negatively related to those employees’ well-being who scored high on interdependence. Taken together, these results showed that the effects of organizational culture on employees’ well-being depended on the levels of their interdependence. It seems that interdependence (P) and clan culture (O) provide an ideal P-O fit for Japanese companies.
... Accordingly, in the contexts of emotional labor, an emotional labor climate describes what happens in people's work units with regard to the emotional labor-focused policies, practices, and procedures they experience as well as the behaviors they observe being rewarded, supported, and expected. Based on a meta-analysis specifically of service climate research (Hong et al., 2013), as well as a metaanalysis across all kinds of focused climates (Beus et al., 2020), we propose that a positive and strong climate for emotional labor will benefit workers, targets, and the organization. ...
... Our proposal is that the climate for emotional labor service workers' experience reflects the extent to which emotion labor task characteristics, role requirements, and professional responsibilities of jobs are formalized, precisely defined, and then explicitly rewarded, supported, and managed by the organization (Beus et al., 2020). Following on our discussion of professionalism vis a vis emotion labor, we propose that the more all jobs and roles in an organization achieve a level of professionalism associated with established norms and values and explicit training, the more positive consequences for workers, targets, and the organization as a whole will follow (Elman et al., 2005). ...
... Before coding the articles, the research team established coding rules and then coded a common set of 20 articles to calibrate 2 This author team has another climate-focused meta-analysis (Beus, Solomon, Taylor, & Esken, 2020) that uses a subset of the same secondary data as the current manuscript. However, the current manuscript shares only 23% overlap with the meta-analytic database of Beus, Solomon, et al. (2020) and addresses entirely distinctive research questions. ...
... Before coding the articles, the research team established coding rules and then coded a common set of 20 articles to calibrate 2 This author team has another climate-focused meta-analysis (Beus, Solomon, Taylor, & Esken, 2020) that uses a subset of the same secondary data as the current manuscript. However, the current manuscript shares only 23% overlap with the meta-analytic database of Beus, Solomon, et al. (2020) and addresses entirely distinctive research questions. Whereas the current manuscript is focused solely on predicting variance in group-level climate-performance relationships using contextual moderators, the other manuscript is more broadly focused on estimating the magnitude of climate-performance relationships and their mediating mechanisms across individual and group levels of analysis. ...
Organizational climates are instrumental in guiding patterns of worker behavior across varied domains; yet it is noteworthy that climates do not exist in vacuums. Rather, climates are embedded within broader contexts with which they are not always congruent or harmonious. Incongruence between a climate and its context can occur when a climate emerges from strategic values that are divergent from meaningful features of the group or organization's environment. We propose, based on congruence theory, that when climates are incongruent with their context, they are less able to affect group performance. We tested a general hypothesis of climate-context congruence (CCC) by considering both the nature of the work performed by group members (CCC-work) and the predominant societal culture values (CCC-culture) as contextual boundary conditions for climate-performance associations. Using the competing values framework to conceptually distinguish climates based on their underlying values, we examined the extent to which CCC-work and CCC-culture explain variance in climate-performance relationships using meta-analytic regression. Our meta-analyses support the congruence hypothesis in several instances for both CCC-work and CCC-culture but also support a divergent compensatory perspective in others, where climate-context incongruence appears to provide offsetting performance benefits in some cases. We elaborate on the implications of these findings. (PsycInfo Database Record (c) 2020 APA, all rights reserved).
... Before coding the articles, the research team established coding rules and then coded a common set of 20 articles to calibrate 2 This author team has another climate-focused meta-analysis (Beus, Solomon, Taylor, & Esken, 2020) that uses a subset of the same secondary data as the current manuscript. However, the current manuscript shares only 23% overlap with the meta-analytic database of Beus, Solomon, et al. (2020) and addresses entirely distinctive research questions. ...
... Before coding the articles, the research team established coding rules and then coded a common set of 20 articles to calibrate 2 This author team has another climate-focused meta-analysis (Beus, Solomon, Taylor, & Esken, 2020) that uses a subset of the same secondary data as the current manuscript. However, the current manuscript shares only 23% overlap with the meta-analytic database of Beus, Solomon, et al. (2020) and addresses entirely distinctive research questions. Whereas the current manuscript is focused solely on predicting variance in group-level climate-performance relationships using contextual moderators, the other manuscript is more broadly focused on estimating the magnitude of climate-performance relationships and their mediating mechanisms across individual and group levels of analysis. ...
... While other studies have examined the similar construct of a supportive climate, OPS and climate are conceptually distinct. Climate involves employees' shared perceptions concerning organizational practices, procedures, and policies (Beus et al., 2010;Beus et al., 2019;Schneider et al., 1998;Wallace et al., 2016), and it forms "an institutionalized normative system that guides member behaviors" (Dickson et al., 2006, p. 352). 1 A supportive climate encourages employees to behave in a supportive manner toward other members of the organization, which can have a cumulative influence on organizational performance (Beus et al., 2020;González-Romá & Gamero, 2012;Patterson et al., 2004). However, according to organizational support theory, employees personify the organization and form a social exchange relationship with the organization, which entails unspecified reciprocity and obligations (Eisenberger et al., 1986). ...
... measures of organizational effectiveness (Beus et al., 2020). Ramaseshan et al. (2018) found that OPS was related to customers' ratings of their future loyalty. ...
... The competing values framework posits that organizations operate within a matrix of competing values and priorities, balancing internal focus with external focus, flexibility with stability, and control with innovation (Beus et al., 2020). Our study reveals that both results orientation and employee orientation significantly impact organizational commitment through career-related factors such as career competence development, promotion rates, and salary growth. ...
Organizational commitment is crucial for organizational development. This study analyzes the case of Hai Di Lao to explore the factors influencing organizational commitment in the restaurant industry. The research methodology includes an online survey, yielding 418 valid responses. The results indicate that both results orientation and employee orientation significantly impact organizational commitment through mediating variables: career goal progress, career competence development, promotion rate, and salary growth. Specifically, results orientation significantly affects career goal progress, career competence development, promotion rate, and salary growth, while employee orientation also significantly influences these career-related outcomes. This study emphasizes the critical role of career competence development, promotion opportunities, and salary growth in enhancing employee loyalty, providing empirical evidence for HR managers and organizational leaders in the restaurant industry to design effective retention strategies. Additionally, it recommends that future research adopt longitudinal methods to explore other potential mediating variables, such as job satisfaction and work-life balance, on organizational commitment.
... This stands in contrast to other domain-specific climate literatures where unit-level meta-analyses have been possible (e.g., Christian et al., 2009;Hong et al., 2013). Yet, despite this limitation, we emphasize the similarity between individual and unitlevel correlations between climates and theoretical correlates (Beus et al., 2020) and note that unit-level climates ultimately cannot influence unit behaviors without individual climate perceptions first affecting individual behaviors. Nevertheless, we strongly encourage more EWC researchers to move the study of EWC perceptions to its natural theoretical level: the collective. ...
Workplace ethics perceptions drive ethical behaviors, but our understanding of how context shapes the nature of this relationship is limited. Consequently, this article uses contingency theory to explore how perceptions of ethical priorities in the workplace—ethical work climate (EWC)—are differentially associated with ethical behavior based on the broader context. Specifically, we meta-analytically test theoretically relevant cultural values (i.e., collectivism, power distance) and work context factors (i.e., consequence of errors, job autonomy) as moderators of the connection between EWC perceptions and ethical behavior. Our findings reveal that while higher power-distance societal contexts strengthen the connection between EWC perceptions and ethical behavior, work contexts with higher autonomy weaken the connection. We found mixed support for collectivism as a contextual moderator, with results supporting theoretical expectations with one cultural conceptualization but not another. Contrary to expectations, the consequences of errors in work contexts did not moderate the association between EWC perceptions and ethical behavior. Taken together, this meta-analytic investigation highlights the meaningful role of the broader organizational context as a potential boundary condition for the influence of EWC perceptions on ethical behavior.
... Tayal et al. (2018), discovered that organizations can directly influence the acceptance of personnel to change with the facilitation of employee's innovative behavior and technology. Moreover, Beus et al. (2020) concluded that the employees are open and more energized to engage in the implementation of change to an organization that is open and receptive to continuous changes, rather than the employees in organizations that focus on stability and intermittent change. The grand composite mean was 3.65 with a verbal interpretation of strongly agree which means that the dominant perspectives on change resistance frequently focus on negative interpretations that portray resistance as dysfunctional and unreasonable activities undertaken by those who are subjected to change. ...
Change is indeed one of the struggles of any employee and company itself when there are changes in administration, leadership, and in-office occurs. Cognitive, affective, and behavioral adaptability in times of change are the three main facets of adaptability that are considered intrinsically related (Ashford and Taylor, 1990; Ployhart and Bliese, 2006; Van Dam, 2013). Marques (2016) concluded that acceptance grows as the changed situation loses its threats. Different dimensions are being distinguished such as open expressively, concealed, active, and passive support. Meanwhile, Rehman et al. (2021) mentioned that it is vital to shape the employees' resistive attitudes for the successful implementation of change, while their readiness greatly influences resistance (Banguntopo, 2018). The researchers further evaluated the personnel's adaptability, determined the personnel's acceptance, and assessed the personnel's resistance to change in local colleges. The researcher used descriptive-correlational research was valuable in providing facts that could form the basis of scientific judgment, which provided essential knowledge. The results revealed that the respondents displayed a high level of adaptability and acceptance, and strongly agreed to be resistant to change. Significant differences were observed in behavioral adaptability and openly expressive and passive support when grouped to position. Gen X group exhibited greater resistance to change in terms of behavioral response. Moreover, positive relationships among variables in different dimensions of change were identified as highly significant. The art of change allows organizations to ensure that new policies, procedures, and controls are adapted, accepted, and free from any form of resistance.
... Similar to other industries, corporations or businesses, directives for change are constant (Igwe et al., 2019;Karasvirta & Teerikangas, 2022) for HEIs to meet external factors and demands. Focuses on continuous improvement and innovation in work require a sustainable commitment to learning and readiness toward change, obviously in the strategic plans of HEIs operating in the sphere that necessitates continuous change efforts (Beus et al., 2020). Almost a decade before, Rafferty et al. (2013) and Mathews and Linski (2016) alluded that a progressive ATC probably will remark on organizational performance; in the context of this paper, the focus is on IWB. ...
Purpose: This empirical research aimed to analyze the mediating role of attitude toward change (ATC) on the relationship between the learning organization dimensions (LODs) and innovative work behaviour (IWB) among academics with the rank of professor in Malaysian public higher education institutions (HEIs). Theoretical framework: Organizational effectiveness, leading to sustainable goal development to happen swiftly, requires an attitude toward change (ATC) that leads to IWB among the institutional members who are undoubtedly already in a learning culture with supporting milieus. Design/methodology/approach: 366 valid survey responses were collected using self-administered questionnaires delivered through the online survey with professors serving Malaysian public HEIs as target respondents. The study used Partial Least Square Structural Equation Modeling (PLS‐SEM) for exploratory data analysis and hypothesis testing. Findings: The results indicate that four LODs, systems connection, strategic leadership, continuous learning and dialogue and inquiry, significantly affect IWB in the presence of ATC as a mediator. On the other hand, ATC cannot mediate the outcome of IWB substantially, testing for the following exogenous variables: team level of learning, and two different dimensions of learning at the organization level, embedded system and empowerment. Research, Practical & Social implications: This study can be instructive for HEIs policymakers and those charged with institutional change and development. The study found that the HEIs’ effort in creating dynamic continuous learning opportunities and endless action in creating a culture of enthusiasm for questioning, timely feedback, and research enhanced the IWB through the upshot of ATC. At the structural level, encouraging active participation and contributions to global intelligence and learning-oriented leadership marks the progress of the IWB. The capacity of the HEIs to integrate people and structures ultimately reaches healthier work behaviour necessary for the present needs of creative educational institutions. Practical implications and future research opportunities are in this empirical paper. Originality/value: The study empirically supports the strength of measures used to gauge the LODs, ATC and IWB. The mediating effects of ATC are substantial, with solid research evidence to suggest it is essential to identify what influences employee attitudes to change to facilitate and optimize employee receptiveness to change and, therefore, the likely success of HEIs change.
... Psychological climate consists of perceptions of and personal meaning attributed to the organizational climate. Both levels of climate may be important to theoretical explanations of organizational and individual wellbeing and job performance, whether measured at individual or organizational levels (Beus et al., 2020). Climate is useful as a variable that is tangible, easily measured, and amenable to managerial change (Schneider et al., 2013). ...
Wellness involves physical, emotional, behavioral, social, and spiritual dimensions. A climate for wellness exists at both the psychological and organizational levels, consisting of individual and shared perceptions of policies, structures, and managerial behavior that support or promote employee wellbeing. This study explored the associations between psychological and organizational wellness climate and the effectiveness of a team health promotion training on employees’ perceived physical and mental wellbeing and substance use. Employees from 45 small businesses completed self-report measures of wellness climate, wellbeing, positive unwinding behavior, work-family conflict, job stress, drug use, and alcohol use, assessed before, and one and six months after, attending either of two types of onsite health promotion training. Team Awareness training targeted improvements in the social climate at work. Healthy Choices training targeted individual health behavior. A control group did not receive training until after the study. Businesses were randomly assigned to conditions and data were analyzed using multi-level modeling. Models that included wellness climate as a mediator fit the data significantly better than models without climate as a mediator. Team Awareness participants showed greater improvements in wellness climate and wellbeing compared to the control group. Healthy Choices participants showed no changes in climate and no mediation effects of climate. Health promotion efforts may be enhanced by including wellness climate as a target in program design at multiple levels.
... For example, Schneider and Bartram (2017) report that across organizations the aggregate mean level of conscientiousness was also significantly correlated with organizational financial performance. These findings are consistent with similar research across organizations with regard to organizational climate (Beus et al., 2020) and culture wherein higher levels of positive climate and culture facets get reflected in more positive outcomes. This may be a case similar to HPWPs, where certain organizational characteristics are simply more associated with favorable outcomes, and higher levels are better. ...
The article presents a personal historical review of the person‐organization fit (PO) literature by Amy Kristof‐Brown, Benjamin Schneider and Rong Su. We present six conundrums and research evidence about each that we've encountered while working on the topic of fit during our careers: (1) What exactly is PO fit?—the term can be narrowly or broadly defined, but must be distinguished from other forms of Person‐Environment (PE) fit; (2) What is the best way to measure PO fit?—there are a variety of ways, each with strengths and liabilities and the measure of P and O can vary across a variety of attributes; (3) At what level of analysis is PO fit?—although conceptually cross‐level, it has been studied most frequently as an individual‐level variable; (4) To what extent does PO fit actually matter?—quite a bit, especially with regard to individual attitudes and individual turnover, but there are many caveats including measures and national culture; (5) Is PO fit always desirable? — for individuals generally yes, but there can benefits of misfit; for organizations the answer is still unknown, particularly with regard to diversity; and (6) What are the implications of PO fit change over time?—it is clear that people engage in purposeful activity toward establishing fit in their lives, and purposeful organizational tactics toward accomplishing productive fit is recommended. Addressing these conundrums, we provide thoughts on future directions for research on PO fit and practical implications for managers who want to maximize the benefits of PO fit. This article is protected by copyright. All rights reserved
... Organizational psychology literature provides further insight into how organizational change can be successfully implemented. It suggests that successful change can only be achieved by changing the organizational culture, which refers to the values and beliefs that guide the behavior of the members of an organization (Beus et al., 2020;Denison et al., 2014). ...
... When considering the climate types examined in this study, there are high-level patterns of results worth highlighting. For example, if using the competing values framework (CVF; Quinn & Rohrbaugh, 1983) to categorize climates based on common underlying values (see Beus, Solomon, et al., 2020), it is noteworthy that safety, ethics, and prevention climates all reflect hierarchy values. That is, these climates share the commonality of being based on values of internal stability and control, manifested in perceived priorities and practices that facilitate rule-following, order, and predictability. ...
According to situation strength theory, organizational climate should have a stronger effect on group behavior when members’ perceptions of the climate are both unambiguous (i.e., very high or very low) and shared than when they are more ambiguous and less shared. In the organizational climate literature, this proposition is typically examined by testing the interaction between climate level (i.e., mean) and strength (i.e., variability); surprisingly, the preponderance of empirical research testing this interaction does not support this theoretical expectation. This may be because the traditional variable-centered approach fails to consider the possibility of overlooked subpopulations consisting of unique combinations of climate level and strength, creating distinct climate profiles. To address this issue, we use a group-centered conceptualization and analyses (i.e., latent profile analysis) to examine the extent to which 302 workgroups (Sample 1) and 107 organizations (Sample 2) evidence statistically and practically meaningful climate profiles. Results revealed four to six distinct climate profiles across multiple climate types were differentially associated with theoretically relevant outcomes, including objective financial measures. Consistent with situation strength theory, groups with strong and favorable profiles tended to have more positive outcomes, whereas groups with weaker, less favorable profiles tended to have less positive outcomes. In contrast, the traditional variable-centered approach was generally unsupportive of an interaction between climate level and strength. Overall, these findings provide evidence that the group-centered approach is a more sensitive statistical modeling technique for testing a fundamental tenet of situation strength theory in the context of organizational climate research.
... Empowerment is how organizational members see the rationality of action between these distinctive occasions and rules (Anderson & Sharrock, 2018). Organizational values related to innovation that organizational members enact are related to the empowerment levels (Beus et al., 2020). Empowerment mediates the relationship between culture (as context) and outcomes (Trus et al., 2019). ...
This study investigates the effects of ethical climate and innovative culture on the hospital nurses' job performance and innovative behaviour with the mediating factor of psychological empowerment. Hospital nurses have an opportunity to embrace innovative behaviours and increase their performance through a positive ethical climate and innovative culture. Understanding nurses' psychological empowerment in the workspace context that impacts innovation has not been a focus for hospital leadership. A cross‐sectional study based on a questionnaire design was used for data collection and analysis. The data are collected through a voluntary survey—selected by a convenience sampling method—of 393 nurses from University Hospital. The Structural Equation Model and Bootstrap method test the study's hypotheses. A STROBE checklist was used for reporting. Ethical climate and innovative culture predict job performance and innovative behaviour with the mediating role of psychological empowerment. Moreover, psychological empowerment decreases the predictive power of ethical climate and innovative culture separately but increases the nurses' job performance and innovative culture. Ethical climate and innovative culture significantly positively affect job performance and innovative behaviour. Additionally, the mediating effect of psychological empowerment increases job performance and innovative behaviour more than the effects of ethical climate and innovative culture. Nurses need to be prepared to practice safely, accurately and compassionately by translating moral values into rules of the nursing profession, where innovation increases at an astonishing rate. Nurse leaders and hospital managers should establish ethical norms as the consensus of ultimate criteria of validity of the rational analysis of tasks or particular nursing practice concepts, with an innovative culture by empowering nurses exceedingly in their workplace.
... Again, numerous reviews are available that examine the overlap of organizational climate and culture (e.g. Beus, Solomon, Taylor, & Esken, 2020;Ostroff, Kinicki, & Muhammad, 2013). Schneider, González-Romá, Ostroff, and West (2017: pp. ...
This article was stimulated by a review of instruments assessing creative and innovative social environments seventeen years ago. This stands alone as the only published, comprehensive, comparative review of multiple instruments aimed at this conceptual space. Although this review provided an important contribution to the literature, there are a number of critical conceptual issues that should be considered when reviewing assessments of this kind. This article raises these issues and points out their relevance when developing, evaluating, or applying instruments – and applies these issues to the instruments included in the review. Further, the aim was also to provide updated information on the Situational Outlook Questionnaire, as there were a few potential misunderstandings contained within the Mathisen and Einarsen review. Finally, numerous criteria are offered for those creating or choosing to use measures of the work environment, climate, or culture that promotes organizational creativity and innovation.
... The successful navigation of ongoing organizational change is recognized as key to competitive advantage and organizational survival (Burnes, 2004;Fugate et al., 2012). Organizations that are open and receptive to continuous change attract, select, and retain employees who are more energized by and open to change than employees in organizations that have a focus on stability and intermittent change (Weick, 2000;Thundiyil et al., 2015;Beus et al., 2020). ...
Employee attitudes to change are key predictors of organizational change success. In this article, change engagement is defined as the extent to which employees are enthusiastic about change, and willing to actively involve themselves in ongoing organizational change. A model is tested showing how change-related organizational resources (e.g., senior leader support for change and organizational change climate) influence change engagement, in part through their influence on change-related job resources. Confirmatory Factor Analysis (CFA) and Structural Equations Modeling (SEM) results yielded good fit to the data in two independent samples: 225 Australian working professionals, and 201 employees from a Prolific sample. As proposed, change-related organizational resources (modeled as a higher order construct) were positively associated with higher order change-related job resources. Change-related job resources were positively associated with change engagement. In contrast to expectations, organizational resources were not directly associated with change engagement. Instead, change-related job resources fully mediated the relationship. Overall, the study provides empirical support for new measures of organizational change resources and employee change engagement. By drawing from well-established models in the change and engagement literatures, the study provides a promising research direction for those interested in further understanding positive employee attitudes to organizational change. Practical implications and future research opportunities are discussed.
... Good organisational climate, which manifests as individual perception of the working environment, is vitally important for the smooth operation of organisations (Parker et al., 2003;Alwaheeb, 2020;Beus et al., 2020). Nevertheless, evidently, it is impossible to avoid work with relatives and the influence related to this during recruitment (Holm et al., 2017); therefore, these processes must be monitored, and the ways must be sought to reduce the negative impact (Horak, 2018). ...
This study seeks to determine the effect of nepotism and favouritism on organisational climate. Using the method of random sampling, 269 persons working in Lithuanian organisations were surveyed. The received data was analysed via the application of the methods of correlation and linear regression. It was determined that organisational climate is influenced significantly by variables such as the manager’s behaviour, safety and relationships with employees, values and traditions, communication, sharing of information, behaviour of employees, and interrelationships and tolerance of one another. Meanwhile, nepotism and favouritism are influenced by the lower number of climate variables (fear related to the absence of concreteness and security, such as joining an organisation, union and tolerance of individuals who have shared interests). This work fills the void in the knowledge of connections that nepotism and favouritism have with organisational climate, drawing attention to the mutual interaction between these phenomena. The article presents a discussion and the research limitations, and provides guidelines for further research.
... In general, studies have shown positive climate-performance relationships. A recent meta-analysis by Beus et al. (2020) integrating the CVF found positive climateperformance associations for different climate types, with job attitudes as a common mediator. Transformational leadership, innovative work behavior, and LMX-exchange have been linked to higher innovation climate (Aarons and Sommerfeld, 2012), while innovative work behavior played a mediating role in the relationship between organizational climate for innovation and organizational performance in other studies (Shanker et al., 2017). ...
The rapid advancement of new digital technologies, such as smart technology, artificial intelligence (AI) and automation, robotics, cloud computing, and the Internet of Things (IoT), is fundamentally changing the nature of work and increasing concerns about the future of jobs and organizations. To keep pace with rapid disruption, companies need to update and transform business models to remain competitive. Meanwhile, the growth of advanced technologies is changing the types of skills and competencies needed in the workplace and demanded a shift in mindset among individuals, teams and organizations. The recent COVID-19 pandemic has accelerated digitalization trends, while heightening the importance of employee resilience and well-being in adapting to widespread job and technological disruption. Although digital transformation is a new and urgent imperative, there is a long trajectory of rigorous research that can readily be applied to grasp these emerging trends. Recent studies and reviews of digital transformation have primarily focused on the business and strategic levels, with only modest integration of employee-related factors. Our review article seeks to fill these critical gaps by identifying and consolidating key factors important for an organization’s overarching digital transformation. We reviewed studies across multiple disciplines and integrated the findings into a multi-level framework. At the individual level, we propose five overarching factors related to effective digital transformation among employees: technology adoption; perceptions and attitudes toward technological change; skills and training; workplace resilience and adaptability, and work-related wellbeing. At the group-level, we identified three factors necessary for digital transformation: team communication and collaboration; workplace relationships and team identification, and team adaptability and resilience. Finally, at the organizational-level, we proposed three factors for digital transformation: leadership; human resources, and organizational culture/climate. Our review of the literature confirms that multi-level factors are important when planning for and embarking on digital transformation, thereby providing a framework for future research and practice.
... Research conducted by Boggs and Fields (2010), using the same theoretical framework, has shown that the dimensions of organizational culture are related to organizational performance. This research finding is supported by a recent meta-analytic study performed by Beus et al., (2020). ...
Fit model" argues that the level of misfit between human resources management (HRM) practices and the type of organizational culture negatively influences organizational performance. However, the lack of empirical research to support that contention can be problematic. Utilizing the concept of fit, this study aims to examine empirically the effect of the degree of misfit between HRM practices and the types of organizational cultures on organizational performance. Data were collected from a sample comprising of 128 respondents representing 64 companies in Indonesia, from nine industrial sectors. The hypothetical model was developed based on four types of HRM practices (human relations, internal process, rational goals, and open systems) and four types of organizational cultures (clan, hierarchy, market, and adhocracy). Euclidean distance scores were calculated to describe the misfit between the HRM practices and the types of organizational culture variables. Subsequently, the effect of the misfit scores on organizational performance was determined. The results show that the degree of misfit between HRM practices and the type of organizational culture has a significant and negative effect on organizational performance. This empirical research supports the concept of fit, in which the type of organizational culture that is supported by suitable HRM practices will result in a more positive organizational performance. Then, it is deemed necessary for companies to adapt their HRM practices to their culture, in order to improve their performance.
... Quinn & Rohrbaugh, 1983) to categorize climates based on common underlying values (see Beus, Solomon et al., 2020), it is noteworthy that safety, ethics, and prevention climates all reflect hierarchy values. That is, these climates share the commonality of being based on values of internal stability and control, manifested in perceived priorities and practices that facilitate rulefollowing, order, and predictability. ...
The purpose of this meta-analysis was to provide a comprehensive quantitative review of research to date on the antecedents of psychological and organizational safety climate. Building upon and expanding Zohar’s conceptual model, antecedents were organized into three broad categories: situational factors, interpersonal interactions, and personal factors. Data were gleaned from 136 primary studies to calculate effect sizes for 38 antecedents and the relative importance of each antecedent within the three categories. Antecedent effect sizes were generally homologous for psychological and organizational safety climate, with the strongest effect sizes for interpersonal interactions followed by organizational climate and leadership. The magnitude of the safety climate antecedent effect sizes tended to be stronger in health-care industry studies and varied inconsistently as a function of the industry-specific nature of the safety climate measure. This meta-analysis provides a much needed summary of the research to date in an effort to guide future research and practice on the development and improvement of safety climate in organizations.
PT XYZ is a telecommunications company that is focusing on massive organizational transformation. The results of the Employee Engagement Survey & Communication Effectiveness Survey in 2023 are lower than in 2020, the presumed impact of organizational transformation. The analysis of integration between employee engagement and change management has not been much studied, as most previous studies have researched independently. The objective of the research is to analyze the factors that influence employee engagement in change and the influence on organizational transformation effectiveness. 401 respondents were obtained with criteria of permanent employee and minimum working time of 2 years. Data were analyzed using descriptive statistics and SEM PLS. The results showed that change-related organizational resources, change-released job resources, change-related job demands, and personal resources have a significant positive impact on employee engagement in change, then employee engagement in change has a significant positive impact on the effectiveness of organizational transformation both directly and as a mediator.
In recent decades, meta-analyses have become an increasingly popular method to summarize empirical evidence. In this editorial, we outline what we expect from meta-analyses and which meta-analyses are (not) likely to published in Organizational Psychology Review. Most importantly, we describe how meta-analyses can be used to develop, test, or extend theories, which is crucial given the centrality of theories to move the entire field forward. In addition, meta-analyses provide a unique opportunity to develop a detailed agenda for future research by pinpointing gaps in or additions to theory, and by identifying methodological deficiencies that prevent the development, testing, or extension of theories. At last, we provide suggestions for appropriate meta-analytic methods that can help to make a substantial theoretical contribution and briefly outline methodological expectations for meta-analyses submitted to Organizational Psychology Review.
The International Standard on Quality Management requires, among other things, that audit firm leadership promotes a quality‐oriented culture in firms. We add a novel contribution to the audit quality literature by developing an instrument to measure the audit quality climate in audit firms. Our data consisted of perceptions of non‐executive employees at large South African audit firms and the Auditor‐General of South Africa. Instrument development followed a rigorous scale development process, beginning with the adaptation of a widely used organizational climate measure to explore audit quality at employee level. Exploratory factor analysis determined six audit quality climate dimensions. Confirmatory factor analysis provided evidence of construct validity. The six dimensions of our audit quality climate measurement instrument fit into the three types of culture currently identified in audit firms. The findings of our study are a starting point to develop an acceptable audit quality climate scale for employees in audit firms.
The study investigates the impact of Generation Z on the labor market, contextualising it within the digital transformation and the need for organisations to retain talent. The results highlight the benefits of adopting new technologies, including greater efficiency, expansion of services, sustainability, and competitive advantage. Generation Z is recognised for its positive influence on the introduction of these technologies but faces adaptation challenges due, among other things, to the diversity of generations it encounters in the labor market, the little digital investment that companies make, and the low value that educational institutions continue to place on the human component to the detriment of technology. This research offers practical guidelines and possible solutions, adding substantial value to the academic field and the business world by directly and provocatively addressing the challenges of the digital age and the integration of Generation Z into the labor market.
Purpose
Although change is a necessary part of organisational life, achieving a successful change is complex. Change readiness is a critical element in successful change implementation, yet studies assessing change readiness as an underlying mechanism in the link between organisational-level factors and successful change implementation are scarce, particularly in the African context. Accordingly, the present study examined the extent to which change readiness mediates the link between learning organisation and successful change implementation in the Ghanaian context.
Design/methodology/approach
The study utilized a standardized questionnaire to collect data from 364 participants, working in public and private universities in Ghana. The participants were selected via the convenience sampling strategy to complete the survey on the main variables at a single point in time. The study was purely quantitative, as path analysis – a form of structural equation modelling was employed to test the hypothesized relationships in the study.
Findings
The results show that both learning organisation and change readiness facilitated successful change implementation. Finally, it was observed that change readiness served as an important mediating mechanism in the link between learning organisation and successful change implementation.
Practical implications
Change readiness was found to explain the link between learning organisation and successful change implementation. Thus, it is important that managers and leaders of public and private sector educational institutions in Ghana invest resources into preparing and getting employees to accept, be committed to and ready for change.
Originality/value
The present study contributes to the scarce knowledge of the mediating role of change readiness in the link between learning organisation and successful change implementation in the African context.
Research and the media demonstrate the profound impact hostile work environments have on organizations and their members. Often, the term “toxic work climate” is used to describe patterns of aggressive behaviors that harm individuals and manifest in the broader workplace. However, despite these common references, scholars still know relatively little about what a toxic work climate actually entails, the processes by which they emerge, and their influence on organizational outcomes. The research domain is complex. Within the organizational literature alone, toxic work climates have been described as those that harbor abusive bosses, aggressive employees, and those that show signs of bullying or incivility. Our aim in this integrative conceptual review is to add precision and focus to this multidisciplinary and fragmented literature. Grounding our efforts in multilevel theories, we first introduce an overarching definition of the toxic work climate construct and review research on existing hostile climate types that can appropriately be consolidated under this new heading. We then develop a new theoretical model that outlines the dominant causes and mechanisms by which toxic work climates form, and the main pathways by which they influence employees, teams, and organizations. Finally, we provide a unified path forward for advancing theory, research, and practice, including advice on how toxic climates might be combated in years to come.
The healthcare industry is one of the industries that has undergone a substantial digital transformation. The paperwork initially used by hospitals has been changed to cloud services, smart devices, and the introduction of the internet of medical things (IoMT). Electronic health records have improved healthcare quality, among other factors. The increased cyber security in the healthcare system and workers' limited knowledge of cyber security has been attributed to workers' negligence. The inability to secure healthcare information and data has intense implications for the healthcare organization. These threats may be limited through ethical decision-making models and organizational culture models. The leadership theory, decision-making model, strategy model theory, change managerial theory, and desired state of the organizational culture are some of the methodologies that can be used in securing cyber threats. The topic concerning the various methods of protecting healthcare information from cyberbullies is important because it protects all data categories from damage and theft.
Scholars often implicitly assume that team size is associated with team effectiveness, but there is evidence of meaningful variability in this relationship that may correspond with competing theoretical perspectives. In particular, positive effect sizes between team size and team effectiveness correspond with a human capital perspective; negative effect sizes correspond with a process loss perspective. This study tests a series of contextual moderators aimed at evaluating these competing theories. Our team‐level meta‐analysis ( k = 208, N = 21 435) confirmed a null, yet extremely variable, relationship ( = .00) between team size and team task performance. Importantly, we find support for both theoretical perspectives through our moderator analyses, with team size being more strongly associated with performance when tasks are complex, consistent with a human capital perspective, but less strongly associated with performance when high coordination requirements are coupled with low task complexity, consistent with a process loss perspective. Contrary to our expectations, the relationship between team size and team task performance did not vary as a function of national culture. Meta‐analyses of associations between team size and other team‐level effectiveness indicators revealed connections with deviant behaviors ( = .17) and passive withdrawal behaviors ( = .13) and a small negative relationship ( = −.04) with team attitudes. We discuss the theoretical and practical implications of these findings.
Purpose
This study aims to propose a systematic knowledge management model to explore the causal links leading to the organizational crisis preparedness (OCP) level of integrated resorts (IRs) during the COVID-19 pandemic based on the intangible capital of organizational climate, dynamic capability, substantive capability and commitment.
Design/methodology/approach
The authors use data obtained from IRs in Macau. The Wuli–Shili–Renli (WSR) approach underpins the study. Structural equation modeling following fuzzy-set qualitative comparative analysis (fsQCA) was used for data processing.
Findings
The results showed that organizational climate has an essential role in IRs preparedness for crises and affects their dynamic capacity, substantive capacity and commitment. The fsQCA results revealed that the relationships between conditions with a higher level of dynamic and substantive capability lead to higher OCP scores.
Practical implications
Executives should develop systemic thinking regarding organization preparedness in IRs for crisis management. A comprehensive understanding of the IRs’ business environment and crises is necessary, as they will require different factor constellations to allow the organization to perform well in a crisis. Financial support for employees could ensure their assistance when dealing with such situations. Rapid response teams should be set up for daily operations and marketing implementation of each level of the IRs management systems.
Originality/value
This study contributes to the extant literature on IRs crisis management in the OCP aspect. The authors constructed a systematic composite picture of organization executives’ knowledge management through the three layers of intangible capitals in WSR. Moreover, the authors explored causal links of WSR from symmetric and asymmetric perspectives.
Genetic and environmental influences on perceptions of organizational climate were assessed by using a 4-group twin design. Data were obtained as part of the Swedish Adoption/Twin Study of Aging. The Work Environment Scale (WES) was used to evaluate perceptions of organizational climate. A measure of job satisfaction was also used to evaluate the effects of genes and environments on job attitudes. Maximum likelihood estimates of genetic and environmental influence suggested significant genetic effects for Supportive Climate—I factor resulting from a factor analysis of the WES—but not for a second factor, Time Pressure. Significant environmental effects were found for both Supportive Climate and Time Pressure. Genetic effects were not significant for job satisfaction. The relevance of findings to organizational climate research and personnel selection are discussed.
Organizations often communicate seemingly paradoxical strategic imperatives to their employees that reflect a focus on promotion (take risks) and prevention (be prudent), as outlined by regulatory focus theory. When consistently emphasized and reinforced in an organization, these strategic inclinations can emerge as divergent climates for promotion and prevention that cloud the organization's perceived identity and reduce collective organizational commitment among employees. With a coherent organizational identity acting as both a sensemaking tool and a means of potential self‐enhancement for employees, we use social identity theory to hypothesize that similarly‐emphasized promotion and prevention climates are negatively related to employees’ collective organizational commitment and indirectly, negatively related to organizational productivity. We test our hypotheses in a sample of 107 manufacturing organizations, using polynomial regression with response surface analysis to examine how similarly‐emphasized promotion and prevention climates relate to collective commitment and organizational productivity. Our analyses reveal that as organization‐level promotion and prevention climate scores became more similar, collective organizational commitment decreases. Furthermore, we find that similarly‐emphasized promotion and prevention climates are negatively related to organizational productivity via collective commitment. We reconcile these findings with the organizational paradox and ambidexterity literatures and implicate promising avenues for future research.
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Over the past 100 years, research on job attitudes has improved in the sophistication of methods and in the productive use of theory as a basis for fundamental research into questions of work psychology. Early research incorporated a diversity of methods for measuring potential predictors and outcomes of job attitudes. Over time, methods for statistically assessing these relationships became more rigorous, but the field also became narrower. In recent years, developments in theory and methodology have reinvigorated research, which now addresses a rich panoply of topics related to the daily flow of affect, the complexity of personal motives and dispositions, and the complex interplay of attitude objects and motivation in shaping behavior. Despite these apparent changes, a review of the concepts and substantive arguments that underpin this literature have remained remarkably consistent. We conclude by discussing how we expect that these major themes will be addressed in the future, emphasizing topics that have proven to be enduring guides for understanding the ways that people construe and react to their appraisals of their work.
We review the literature on organizational climate and culture paying specific attention to articles published in the Journal of Applied Psychology (JAP) since its first volume in 1917. The article traces the history of the 2 constructs though JAP has been far more important for climate than culture research. We distinguish 4 main periods: the pre-1971 era, with pioneering work on exploring conceptualization and operationalizations of the climate construct; the 1971–1985 era, with foundational work on aggregation issues, outcome-focused climates (on safety and service) and early writings on culture; the 1986–1999 era, characterized by solidification of a focused climate approach to understanding organizational processes (justice, discrimination) and outcomes (safety, service) and the beginnings of survey approaches to culture; and the 2000–2014 era, characterized by multilevel work on climate, climate strength, demonstrated validity for a climate approach to outcomes and processes, and the relationship between leadership and climate and culture. We summarize and comment on the major theory and research achievements in each period, showing trends observed in the literature and how JAP has contributed greatly to moving research on these constructs, especially climate, forward. We also recommend directions for future research given the current state of knowledge.
Scholars increasingly recognize the potential of meta-analytic structural equation modeling (MASEM) as a way to build and test theory (Bergh et al., 2016). Yet, 1 of the greatest challenges facing MASEM researchers is how to incorporate and model meaningful effect size heterogeneity identified in the bivariate meta-analysis into MASEM. Unfortunately, common MASEM approaches in applied psychology (i.e., Viswesvaran & Ones, 1995) fail to account for effect size heterogeneity. This means that MASEM effect sizes, path estimates, and overall fit values may only generalize to a small segment of the population. In this research, we quantify this problem and introduce a set of techniques that retain both the true score relationships and the variability surrounding those relationships in estimating model parameters and fit indices. We report our findings from simulated data as well as from a reanalysis of published MASEM studies. Results demonstrate that both path estimates and overall model fit indices are less representative of the population than existing MASEM research would suggest. We suggest 2 extension MASEM techniques that can be conducted using online software or in R, to quantify the stability of model estimates across the population and allow researchers to better build and test theory. (PsycINFO Database Record
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.
Our focus is on organizational culture and climate and the role that these constructs play in understanding individual as well as collective attitudes, behavior, and performance. We begin with the assumption that both constructs rest upon the notion of shared meanings or a shared understanding of aspects of the organizational context. Climate is defined as a perceptually based description of the what the organization is like in terms of practices, policies, procedures, and routines while culture helps define the underlying reasons and mechanisms for why these things occur in an organization based on fundamental ideologies, assumptions, values, and artifacts. The first half of the chapter provides a comprehensive review of the culture and climate literatures. The second half is framed around a multilevel model that integrates culture and climate through the linking mechanism of organizational structure, practices, and policies. This discussion elucidates a set of mechanisms that foster the emergence of organizational culture and climate and highlights the impact of weak emergent processes on individual and organizational outcomes. We then discuss the topic of culture and climate change and conclude by reviewing directions for future research.
Keywords:
emergent processes;
levels of analysis;
organizational climate;
organizational culture;
shared perceptions
Based on earlier taxonomies of group composition models, aggregating data from individual-level responses to operationalize group-level constructs is a common aspect of management research. The present study contributes to the literature on group composition models by quantitatively integrating the climate literature via meta-analysis to determine which of the two most common methods of aggregation, direct consensus and referent-shift consensus, is the stronger predictor of group-level outcomes. We found that referent-shift consensus was a stronger predictor of job performance and customer service performance than direct consensus. However, we found that direct consensus was a stronger predictor of job attitudes than referent-shift consensus. We also found that climate-performance relationships were moderated by aggregation method of the performance criterion. The implications of these findings for advancing multi-level theory and research are discussed.
We address gaps in the multilevel organizational theory development literature by critically examining the structure and function of collective constructs. Structure emerges from interaction and can, over time, come to influence systems of interaction. Functions represent the causal outputs of constructs and provide a mechanism for integrating constructs across levels. We then discuss implications arising from this perspective and present a set of guidelines for multilevel research and theory development.
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This study examines the impact of various ethical climate types and job satisfaction on organizational commitment of 144 employees working at a Chinese private construction company. Both caring and independence climate types had a significant positive impact on organizational commitment. Instrumental climate had a significant negative impact on organizational commitment. Other climate types (professional, rules, and efficiency) had no significant impact on organizational commitment. Overall job satisfaction had a significant positive impact on organizational commitment. Overclaiming was significantly correlated with organizational commitment, caring climate, rules climate, and job satisfaction.
This article proposes a novel evolutionary psychological formulation of person-situation interactions. Situations are defined by adaptive problems encountered and the corresponding evolved psychological mechanisms that render some clusters of cues psychologically salient and other information invisible. Developmental environments are defined by the distribution, salience, and sequencing of adaptive problems encountered over time. Person-situation interactions come in two main forms: (1) the ways in which person variables, through the processes of selection, evocation, and manipulation, lead to non-random exposure to different suites of adaptive problems, and (2) individual differences in the strategies deployed toward solving the adaptive problems that people non-randomly encounter.
The climate for service is conceptualized and studied as a correlate of customer satisfaction and corporate financial and market performance, with customer satisfaction as a mediator of the climate-performance relationship. Brief reviews of relevant literatures yield three hypotheses: (1) customer satisfaction will be a significant correlate of organizational financial and market performance, (2) organizational service climate will be a significant correlate of organizational customer satisfaction, and (3) customer satisfaction will mediate the relationship between service climate and financial and market performance. The hypothesized relationships are supported in a 3-year longitudinal study of Fortune 200 service companies (not units within companies) from diverse service sectors with path analyses supporting full mediation for customer satisfaction in the link between service climate and corporate financial and market performance. Management implications for corporate competitive advantage through a focus on service climate are discussed.
Work climates exert an important influence on organizations and the people who work in them. For more than half a century, scholars have sought to understand their antecedents and consequences. However, in recent years, this literature has become fragmented and somewhat adrift. This article attempts to remedy this by reviewing existing research related to organizational work climates and providing a review and critique of the current state of knowledge. Furthermore, the authors seek to assemble the individual pieces into a unified lens capable of identifying overarching themes and challenges facing researchers. Finally, the authors turn this lens to the future, so as to provide a clearer view of some promising avenues for research opportunities and potential for reintegrating the field.
Although safety climate research has increased in recent years, persisting conceptual ambiguity
not only raises questions about what safety climate really is—as operationalized in the literature—
but also inhibits increased scientific understanding of the construct. Consequently, using
climate theory and research as a conceptual basis, we inductively articulated safety climate’s
general content domain by identifying seven core indicators of safety’s perceived workplace
priority: leader safety commitment, safety communication, safety training, coworker safety
practices, safety equipment and housekeeping, safety involvement, and safety rewards. These
indicators formed the basis for a generalized safety climate measure that we designed for use
across organizations, industries, and construct levels. We then conducted a multilevel construct validation of safety climate using the newly created measure in two separate studies. Results
from five samples spanning multiple organizations, industries, and cultural settings revealed
that the identified safety climate indicators were parsimoniously explained by an overarching
safety climate factor at the individual and workgroup levels. In addition, multilevel homology
tests indicated that safety climate’s associations with past safety incidents were nearly two times
stronger at the workgroup level relative to the individual level, although this difference was not
statistically significant. Finally, workgroup-level validity evidence demonstrated expected associations
between safety climate and organization-reported pre- and postsurvey safety incidents.
On the basis of this supportive evidence, we recommend that this conceptualization and measure
of safety climate be adopted in research and practice to facilitate future scientific progress.
In spite of the importance of organizational culture, scholarly advances in our understanding of the construct appear to have stagnated. We review the state of culture research and argue that the ongoing academic debates about what culture is and how to study it have resulted in a lack of unity and precision in defining and measuring culture. This ambiguity has constrained progress in both developing a coherent theory of organizational culture and accreting replicable and valid findings. To make progress we argue that future research should focus on conceptualizing and assessing organizational culture as the norms that characterize a group or organization that if widely shared and strongly held, act as a social control system to shape members’ attitudes and behaviors. We further argue that to accomplish this, researchers need to recognize that norms can be parsed into three distinct dimensions: (1) the content or what is deemed important (e.g., teamwork, accountability, innovation), (2) the consensus or how widely shared norms are held across people, and (3) the intensity of feelings about the importance of the norm (e.g., are people willing to sanction others). From this perspective we suggest how future research might be able to clarify some of the current conflicts and confusion that characterize the current state of the field.
This study examined the prediction of job-related attitudes from organizational climate dimensions. Ss were 111 supermarket department managers who returned an anonymous questionnaire which tapped perceptions of the organizational environment (i.e., climate) along 11 dimensions and also contained measures of job satisfaction, propensity to leave, and job-related anxiety. Each attitude variable was regressed on the 11 climate dimensions with use of stepwise multiple regression. The dimension of “Organizational clarity” emerged as the most significant predictor for each of the three outcome variables, a finding that is congruent with previous research in the area of role ambiguity. The dimension of “Performance-reward dependence” contributed significantly to the prediction of job satisfaction and propensity to leave, but not to the prediction of job-related anxiety. This is consistent with theories linking dissatisfaction and turnover with unsatisfactory reward systems.
'I recommend this book to anyone wishing to understand and practice leadership. Leadership is often treated in mutually-exclusive categories, such as Theory X vs. Theory Y, managers vs. leaders, transactional vs. transformative, initiation vs. consideration, etc. The Competing Values Framework presented in this book transcends these dualities. It features eight competing but complementary values that are critical for managing today's complex and pluralistic organizations. The framework emphasizes the need for balance among the eight leadership roles, and an appreciation of the context, timing, and contingencies when the leadership roles facilitate and inhibit collective endeavors. I have followed the development and testing of the Competing Values Framework over the years. It makes important contributions to both theory and practice. It stimulates positive learning outcomes for students and managers.' - Andrew H. Van de Ven, University of Minnesota, US. Creating value in a firm is an enormously complex endeavor. Yet, despite its complexity, value creation is the objective of every enterprise, every worker, and every leader. The Competing Values Framework can help leaders understand more deeply and act more effectively. In the first book to comprehensively present this framework, the authors discuss its core elements and focus attention on rethinking the notion of value. They emphasize specific tools and techniques leaders can use to institute sustainable change. © Kim S. Cameron, Robert E. Quinn, Jeff DeGraff, Anjan V. Thakor, 2006. All rights reserved.
Derived from two theoretical concepts - situation strength and trait activation - we develop and test an interactionist model governing the degree to which five-factor model personality traits are related to job performance. One concept - situation strength - was hypothesized to predict the validities of all of the "Big Five" traits, while the effects of the other - trait activation - were hypothesized to be specific to each trait. Based on this interactionist model, personality-performance correlations were located in the literature, and occupationally homogeneous jobs were coded according to their theoretically relevant contextual properties. Results revealed that all five traits were more predictive of performance for jobs in which the process by which the work was done represented weak situations (e.g., work was unstructured, employee had discretion to make decisions). Many of the traits also predicted performance in job contexts that activated specific traits (e.g., extraversion better predicted performance in jobs requiring social skills, agreeableness was less positively related to performance in competitive contexts, openness was more strongly related to performance in jobs with strong innovation/ creativity requirements). Overall, the study's findings supported our interactionist model in which the situation exerts both general and specific effects on the degree to which personality predicts job performance.
We examined relations between creative performance and the extent to which employees received support for creativity from both work (supervisors/coworkers) and nonwork (family/friends) sources. We also examined whether (1) employees' mood states mediated the support-creativity relations and (2) creative personality characteristics moderated these relations. Results demonstrated that work and nonwork support made significant, independent contributions to creative performance. Positive mood mediated these relations, and employees with less creative personalities responded most positively to nonwork support.
A new competitive landscape is developing largely based on the technological revolution and increasing globalization. The strategic discontinuities encountered by firms are transforming the nature of competition. To navigate effectively in this new competitive landscape, to build and maintain competitive advantage, requires a new type of organization. Success in the 21st century organization will depend first on building strategic flexibility. To develop strategic flexibility and competitive advantage, requires exercising strategic leadership, building dynamic core competences, focusing and developing human capital, effectively using new manufacturing and information technologies, employing valuable strategies (exploiting global markets and cooperative strategies) and implementing new organization structures and culture (horizontal organization, learning and innovative culture, managing firm as bundles of assets). Thus, the new competitive landscape will require new types of organization and leaders for survival and global market leadership.
Organizational and psychological climate research has been plagued by cross-level inference problems. This paper advocates treating the organization as the unit of theory for organizational climate while preserving the individual as the unit of theory for psychological climate. It examines multilevel conceptual problems in climate research and discusses strategies for improving the validity and assessing the reliability of measurement. Additional multilevel research on climate and other areas of organizational science, particularly organizational culture, is encouraged.
In this article we develop a theoretical framework for understanding creativity in complex social settings. We define organizational creativity as the creation of a valuable, useful new product, service, idea, procedure, or process by individuals working together in a complex social system. The starting point for our theoretical development is provided by the interactionist model of creative behavior developed by Woodman and Schoenfeldt (1989). This model and supporting literature on creative behavior and organizational innovation are used to develop an interactional framework for organizational creativity. The theoretical framework is summarized by three propositions that can effectively guide the development of testable hypotheses.
The manner in which the concept of reciprocity is implicated in functional theory is explored, enabling a reanalysis of the concepts of "survival" and "exploitation." The need to distinguish between the concepts of complementarity and reciprocity is stressed. Distinctions are also drawn between (1) reciprocity as a pattern of mutually contingent exchange of gratifications, (2) the existential or folk belief in reciprocity, and (3) the generalized moral norm of reciprocity. Reciprocity as a moral norm is analyzed; it is hypothesized that it is one of the universal "principal components" of moral codes. As Westermarck states, "To requite a benefit, or to be grateful to him who bestows it, is probably everywhere, at least under certain circumstances, regarded as a duty. This is a subject which in the present connection calls for special consideration." Ways in which the norm of reciprocity is implicated in the maintenance of stable social systems are examined.
We meta‐analysed 146 studies ( n = 31,861) to examine the effects of individual and team‐based financial incentives on peoples' performance and to explore potential moderators. The overall effect size of the individual incentives (116 studies) was positive ( g = 0.32). Moderator analyses revealed effect sizes to be larger for field studies ( g = 0.34) than for laboratory studies ( g = 0.29), larger for qualitative ( g = 0.39) than quantitative performance measures ( g = 0.28), and smaller for less complex tasks ( g = 0.19). Results on team‐based incentives (30 studies) indicated a positive effect regarding team‐based rewards on performance ( g = 0.45), with equitably distributed rewards resulting in higher performance than equally distributed rewards. This relationship was larger in field studies and smaller for less complex tasks. In addition, our results show that the effect of team‐based rewards depends on team size and gender composition. Implications for organizational rewards and suggestions for future research are discussed.
Practitioner points
Our study demonstrates the importance of rewarding employees as teams to motivate them to a greater extent.
The results show that equitably distributed rewards lead to higher performance than equally distributed rewards.
Managers should design their appraisal and feedback process for individual team members and the team as a whole.
Our results provide useful information regarding the creation of appropriate reward systems.
Differences in reward characteristics, team composition, and distribution rules offer practical implications for factors on organizational (i.e., personnel selection, frequency, and amount of rewards), team (i.e., team characteristics, type of performance measurement), and individual level (i.e., importance of rewards, personality).
Organization and work group climates were measured by the use of identical questions for 112 managers in different business units. The results provide tentative support for the notion that organization and work group climates are different constructs; organization and work group climates were moderately correlated and had different relationships with job satisfaction and job involvement.
During the past two decades, organizational researchers have combined the techniques of meta-analysis (MA) and structural equation modeling (SEM) with the intention of building on the strengths of these approaches to address unique research questions. Though these integrative analyses can involve the use of SEM to conduct MA, the focus of the current article is on those situations in which meta-analytic correlations are used as input for testing structural models not previously evaluated in any single, primary study. The purpose of this paper is to provide a summary of the salient choices that must be made by researchers interested in integrating these methods and offering several recommendations for those undertaking such analytic strategies. Overall, the combination of MA and SEM offers researchers unique opportunities, but caution must be exercised when drawing inferences from results.
Leadership research to date has mainly focused on leaders' subjective effects. In this study, we examine the effect of different leadership styles on two financial measures of organizational performance and three measures of organizational climate in 50 supermarket stores of a large supermarket chain in the Netherlands. Our findings show a clear relationship of local leadership with the financial performance and organizational climate in the stores. The findings also show that the leadership styles have differential effects. Charismatic leadership and consideration have a substantial effect on climate and financial performance in the small stores, suggesting the relevance of personal leadership of the store manager in these small stores. Initiating structure leadership had no effect on financial results or organizational climate, either in the small stores or in the large stores. Based on these findings, we have formulated some avenues for further research.
The present study empirically examined the argument that a referent climate for creative productivity would be more useful than an omnibus measure of climate for assessing the creative norms in a specific work context. A 39‐item Climate for Creative Productivity Index (CCPI) was developed to test Amabile's theory of situational factors having an impact on creativity in an organization. Questionnaire and archival data from employees of a military organization were analyzed. Results suggested that climate for creative productivity was related to criteria of effectiveness (convergent validity). In addition, the CCPI accounted for variance in our measures not captured by job satisfaction (discriminant validity).
The competing values framework (CVF) formulated by Quinn and his colleagues was developed to specify the criteria of organizational effectiveness and was later used to study a wide range of organizational phenomena such as culture and change. We extend this work by using structural equations modeling (LISREL) to (a) test the CVF and (b) refine a scale that identifies the extent to which managers and other organizational constituencies use the framework’s criteria to evaluate organizational effectiveness. Based on a sample of 300 hospital managers and supervisors, with one exception, our results support the CVF. Moreover, scores on the scale developed to measure the CVF criteria yield excellent validity and reliability estimates.
The contribution of individual innovativeness and team climate factors to the rated innova-tiveness of work groups is examined in a study of 59 members of 13 teams in an oil company. A specific model of work team innovation was tested that proposes that four team climate factors-team vision, participative safety, task orientation, and support for innovationdetermine level of team innovation. Scores on measures of group interaction processes and team climate were related to external ratings of group innovativeness. The results showed that supportfor innovation was the most consistent predictor, with negotiated vision and an aim for excellence (a subscale of the task orientation scale) also predicting externally rated group innovativeness. Allfour major theoretical variables correlated significantly with the interaction process category of innovating, offeringfurther supportfor theoretical predictions.
The aim of this study was to investigate the power of the Average Leadership Style (ALS) and Vertical Dyad Linkage (VDL) models of leadership in explaining relationships between leader's initiating structure behaviour and consideration behaviour, and subordinates' attitudes and perceptions. The considered dependent variables were five facets of job satisfaction, two role stress variables (role conflict and ambiguity), one role strain indicator (job tension), and four dimensions of workteam climate. The relationships were investigated in two occupational samples comprising 127 family physicians and 155 nurses working in 28 Primary Health Care Teams. Within and between analysis (WABA) and contextual analysis were applied in order to determine the appropriate level of analysis (group as expected from ALS or individual as expected from VDL) for studying the relationships between leader consideration and initiating structure behaviours and the dependent variables. The results obtained showed the prevalence of the VDL model in most of the cases, although two of the relationships studied fitted the ALS model.
This research develops and tests a measurement model representing the ethical work climate of marketing employees involved
in sales and/or service-providing positions. A series of studies are used to identify potential items and validate four ethical-climate
dimensions. The four dimensions represent trust/responsibility, the perceived ethicalness of peers’ behavior, the perceived
consequences of violating ethical norms, and the nature of selling practices as communicated by the firm. Both first- and
second-order levels of abstraction are validated. Relationships with role stress, job satisfaction, and organizational commitment
are described and discussed. The scale is unique from previous attempts in its scope, intended purpose (marketing employees),
the validation procedures, and in that it is not scenario dependent. The results suggest the usefulness of the marketing ethical
climate construct in both developing theory and in providing advice for marketing practice.
The authors propose a competing values approach to organizational effectiveness. Seven researchers in organizational behavior were impaneled to make judgments about the similarity of effectiveness criteria derived from a comprehensive list. A spatial model was developed from the judgment data. It indicated that three value dimensions, focus (task--people), structure (control--flexibility), and time (short-term--long-term) underlie conceptualizations of organizational effectiveness. Furthermore, the model suggested some fundamental criteria of organizational effectiveness that differentially reflect these three value dimensions. The present research uses this competing values approach to resolve a number of existing problems in the organizational effectiveness literature.