Organizational practices

This study tests organizational trust as the psychosocial mechanism that explains how healthy organizational practices and team resources predict multilevel performance in organizations and teams, respectively. In our methodology, we collect data in a sample of 890 employees from 177 teams and their immediate supervisors from 31 Spanish companies. Our results from the multilevel analysis show two independent processes predicting organizational performance (return on assets, ROA) and performance ratings by immediate supervisors, operating at the organizational and team levels, respectively. We have found evidence for a theoretical and functional quasi-isomorphism. First, based on social exchange theory, we found evidence for our prediction that when organizations implement healthy practices and teams provide resources, employees trust their top managers (vertical trust) and coworkers (horizontal trust) and try to reciprocate these benefits by improving their performance. Second, (relationships among) constructs are similar at different levels of analysis, which may inform HRM officers and managers about which type of practices and resources can help to enhance trust and improve performance in organizations. The present study contributes to the scarce research on the role of trust at collective (i.e., organizational and team) levels as a psychological mechanism that explains how organizational practices and team resources are linked to organizational performance.

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Entrenchment in status positions and the adoption of new norm-deviant organizational practices: Evidence from the Japanese banking industry, 1983–2005

Organization Studies ◽

10.1177/0170840620910952 ◽

2020 ◽

pp. 017084062091095

Author(s):

Jesper Edman ◽

Alex Makarevich

Keyword(s):

Banking Industry ◽

Original Data ◽

Organizational Practices ◽

Organizational Status ◽

Factors Affecting ◽

Practice Adoption ◽

Status Mobility ◽

The Relationship ◽

Organizational Age ◽

Middle Status

We examine the effect of status entrenchment on the adoption of new norm-deviant organizational practices. Identifying organizational age and status mobility as factors affecting entrenchment, we extend the middle-status conformity theory by explicating how entrenchment moderates the relationship between status and adoption. Using original data from the Japanese loan syndication market, we show that young and new-in-status banks have a lower propensity to follow status-based adoption behavior than actors entrenched in the same status positions. We discuss implication of these results for the understanding of new practice adoption and organizational status effects.

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Knowledge needs in the non-profit sector: an evidence-based model of organizational practices

Journal of Knowledge Management ◽

10.1108/jkm-12-2014-0512 ◽

2016 ◽

Vol 20 (1) ◽

pp. 23-48 ◽

Cited By ~ 10

Author(s):

Dinesh Rathi ◽

Lisa M. Given ◽

Eric Forcier

Keyword(s):

Quantitative Data ◽

Qualitative Data ◽

Free Text ◽

Evidence Based ◽

Theory Approach ◽

Organizational Practices ◽

Content Type ◽

Non Profit ◽

Types Of Knowledge ◽

Survey Responses

Purpose – This paper aims to present findings from a study of non-profit organizations (NPOs), including a model of knowledge needs that can be applied by practitioners and scholars to further develop the NPO sector. Design/methodology/approach – A survey was conducted with NPOs operating in Canada and Australia. An analysis of survey responses identified the different types of knowledge essential for each organization. Respondents identified the importance of three pre-determined themes (quantitative data) related to knowledge needs, as well as a fourth option, which was a free text box (qualitative data). The quantitative and qualitative data were analyzed using descriptive statistical analyses and a grounded theory approach, respectively. Findings – Analysis of the quantitative data indicates that NPOs ' needs are comparable in both countries. Analysis of qualitative data identified five major categories and multiple sub-categories representing the types of knowledge needs of NPOs. Major categories are knowledge about management and organizational practices, knowledge about resources, community knowledge, sectoral knowledge and situated knowledge. The paper discusses the results using semantic proximity and presents an emergent, evidence-based knowledge management (KM)-NPO model. Originality/value – The findings contribute to the growing body of literature in the KM domain, and in the understudied research domain related to the knowledge needs and experiences of NPOs. NPOs will find the identified categories and sub-categories useful to undertake KM initiatives within their individual organizations. The study is also unique, as it includes data from two countries, Canada and Australia.

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The translocation of organizational practices – knowledge creation in Greenfield Plants

The Learning Organization ◽

10.1108/tlo-05-2012-0039 ◽

2014 ◽

Vol 21 (2) ◽

pp. 83-97

Author(s):

Arne Lindseth Bygdås

Keyword(s):

Knowledge Transfer ◽

Process Model ◽

Social Dynamics ◽

Common Knowledge ◽

Transmission Model ◽

Cultural Learning ◽

Organizational Practice ◽

Organizational Practices ◽

Content Type ◽

The Social

Purpose – The literature on knowledge transfer is dominated by a one-way transmission model logic where knowledge is captured and transferred from one source to another, assuming the source and receiver resemble each other and have some common knowledge. The social learning processes, what is learned and the phases and sequences of the developmental processes by which learning take place are more or less black boxed in the literature. This paper investigates the social dynamics of the formation and shaping of organizational practice from scratch in a greenfield organizational setting where no prior organizational practice exist. Design/methodology/approach – The paper builds on a case study approach applied in two greenfield organizational settings. A descriptive process model is developed to analyze the translocation and sociogenesis of organizational practices. Findings – A transfer-approach provides a too simplistic and narrow understanding of the process of “moving” organizational practices. Establishing an organizational practice can be described as a community of knowing “in the making” following various modes of cultural learning characterised by mutual adjustments, joint interactions, and alignment of shared understandings, and as such is more learned than transferred. Practical implications – The process model developed in the paper provides a platform for better understanding, planning and execution of intra-firm knowledge transfer and regeneration. Originality/value – The paper provides an in-depth empirical analysis of organizational practice generation from scratch emphasizing the social dynamics and co-construction of meaning when a collective capability is being acquired and built up.

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Organizational practices for learning with work accidents throughout their information cycle

Safety Science ◽

10.1016/j.ssci.2016.12.016 ◽

2017 ◽

Vol 99 ◽

pp. 102-114 ◽

Cited By ~ 14

Author(s):

Sílvia A. Silva ◽

Helena Carvalho ◽

Maria João Oliveira ◽

Tiago Fialho ◽

C. Guedes Soares ◽

...

Keyword(s):

Organizational Practices ◽

Work Accidents

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“Pure Milk Is Better Than Purified Milk”

Social Science History ◽

10.1017/s0145553200013808 ◽

2007 ◽

Vol 31 (3) ◽

pp. 411-433 ◽

Cited By ~ 2

Author(s):

Alan Czaplicki

Keyword(s):

Interest Groups ◽

Political Interest ◽

The Political ◽

Organizational Practices ◽

Policy And Practice ◽

Organizational Processes ◽

Political Interests ◽

Pure Milk ◽

Over Time ◽

Better Than

This article explains how pasteurization—with few outspoken political supporters during this period—first became a primary milk purification strategy in Chicago and why eight years passed between pasteurization’s initial introduction into law and the city’s adoption of full mandatory pasteurization. It expands the current focus on the political agreement to pasteurize to include the organizational processes involved in incorporating pasteurization into both policy and practice. It shows that the decision to pasteurize did not occur at a clearly defined point but instead evolved over time as a consequence of the interplay of political interest groups, state-municipal legal relations, and the merging of different organizational practices. Such an approach considerably complicates and expands existing accounts of how political interests and agreements shaped pasteurization and milk purification policies and practice.

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Insidious Procedures: Diversity Awards Legitimize Unfair Organizational Practices

Social Justice Research ◽

10.1007/s11211-015-0240-z ◽

2015 ◽

Vol 28 (2) ◽

pp. 169-186 ◽

Cited By ~ 9

Author(s):

Teri A. Kirby ◽

Cheryl R. Kaiser ◽

Brenda Major

Keyword(s):

Organizational Practices

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