The mediating effects of ego-resilience in the relationship between organizational support and resistance to change

2018 ◽  
Vol 13 (1) ◽  
pp. 104-124
Author(s):  
Aristides Isidoro Ferreira ◽  
Carla Cardoso ◽  
Timo Braun
Keyword(s):  
Organizational Support ◽  
Resistance To Change ◽  
Empirical Support ◽  
Organizational Level ◽  
Future Research ◽  
Change Processes ◽  
Behavioral Reactions ◽  
Content Type ◽  
Ego Resilience ◽  
The Relationship

Purpose This study drew upon conservation of resources and organizational support theory to develop a deeper understanding of the antecedents of affective and behavioral reactions to change processes. The purpose of this paper is to construct a theoretical framework based on previous findings of change management research to suggest that the relationship between organizational support and resistance to change is mediated by ego-resilience. This framework was then validated empirically. Design/methodology/approach To test this model, the mediation relationship was examined using regression analysis with bootstrapping. The sample consisted of 323 employees from private and public organizations. Findings The results confirmed that the relationship between organizational support and affective and behavioral reactions to imposed change is mediated by ego-resilience. The theoretical model was thus validated for use in future research. Research limitations/implications This study’s findings have implications for organizations regarding how managers guide their employees through change processes. The research’s limitations arise from the use of convenience non-probability sampling and cross-sectional, self-reported data, which only allow for a tentative generalizability of the results. Originality/value The findings show that organizational change processes are affected by factors on both the individual (i.e. ego-resilience) and organizational level (i.e. organizational support). This study’s results thus provide empirical support for the conclusion that ego-resilience mediates the indirect relationship between organizational support and employees’ resistance to change.

Impact of perceived organizational support and green transformational leadership on sustainable organizational performance: a SEM approach

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Manita Kusi ◽  
Fuqiang Zhao ◽  
Dinesh Sukamani
Keyword(s):  
Transformational Leadership ◽  
Organizational Performance ◽  
Organizational Support ◽  
Perceived Organizational Support ◽  
Current Knowledge ◽  
Future Research ◽  
Content Type ◽  
The Relationship ◽  
Staff Level

PurposeThe study aims to scrutinize the concomitant associations between corporate social responsibility (CSR), perceived organizational support (POS), green transformational leadership (GTL) and organizational performance (OP). This paper aims to explore the role of intervening variable to measure the strength on the relationship between CSR and OP.Design/methodology/approachThis research administered a survey through self-administered questionnaire among the staff-level employees of construction companies of Nepal. Fully filled 305 responses from the participants were analyzed using a structural equation model. The study used self-structured questionnaire as research tool and face-to-face meetings as data collection technique.FindingsThe research indicates that POS showed competitive partial mediation relation between CSR and OP. Besides, a novel exploration of the moderation effect of GTL displays a supportive role in harmonizing the CSR with organizational support to achieve better OP. This study enriches empirical evidence to understand the linkage between CSR and POS in staff-level employees in the construction area. Moreover, the research shed a light on GTL 's moderating influence on the mediated model of CSR, POS and OP.Research limitations/implicationsAlthough the results of the study add to the current knowledge base, several limitations highlight avenues for future research. Future studies can explore the relationship in other study areas with added evidence on a similar result with different analysis patterns and study sample. The research model studied in the context of Nepal creating evidence as a representation for the developing countries.Originality/valueThe intervening role of POS and GTL gives new insight for the research-based organization based social behavior and performance

Resistance to change and turnover intention: a moderated mediation model of burnout and perceived organizational support

2020 ◽  
Vol 33 (7) ◽  
pp. 1431-1447 ◽  
Author(s):  
Shalini Srivastava ◽  
Swati Agrawal
Keyword(s):  
Organizational Support ◽  
Turnover Intention ◽  
Perceived Organizational Support ◽  
Resistance To Change ◽  
Cross Sectional ◽  
Content Type ◽  
Relationship Of ◽  
The Relationship ◽  
Moderating Role

PurposeThe purpose of the paper is to study the turnover intention of employees during the phenomenon of resistance to change. The paper examines the mediating role of burnout in the relationship of resistance of change to turnover intention and the moderating role of perceived organizational support in this relationship.Design/methodology/approachThe empirical data of the study has been collected via cross-sectional data collection method and include responses from 410 employees. The moderation mediation analysis has been done using the SPSS macro process.FindingsThe paper finds that resistance to change is an antecedent to the turnover intention which often represents employees' voluntary turnover in the future. This relationship of resistance to change and turnover intention is explained by burnout. However, the study establishes perceived organizational support as moderator, and with high POS, strength of this relationship will be reduced.Originality/valueThis paper contributes by examining the burnout as an intervening variable in the relationship of resistance to change and turnover intention and perhaps establishes for the first time the moderating role of perceived organizational support in reducing the influence of resistance to change on turnover intention, since retaining employees is of value to the organization.

scholarly journals Anticipation of work–life conflict in higher education

2020 ◽  
Vol 42 (3) ◽  
pp. 777-797
Author(s):  
Susana Pasamar ◽  
Karen Johnston ◽  
Jagriti Tanwar
Keyword(s):  
Organizational Support ◽  
Significant Contribution ◽  
Public University ◽  
Work Life ◽  
Hierarchical Regression ◽  
Future Research ◽  
Content Type ◽  
Perception Of Support ◽  
The Relationship ◽  
Work Life Conflict

PurposeThis paper aims to further the understanding about the relationship between work–life conflict and possible barriers to career progression due to the perception of anticipated work–life conflict, considering the unbounded nature of academic work through features such as its intensity, flexibility and perception of organizational support.Design/methodology/approachThe model was tested using survey data from academics in a public university in the south of Spain. Hierarchical regression analyses were used to test the hypotheses.FindingsThe results reveal that current work–life conflict, job intensity and perception of support have a direct effect on the anticipation of work–life conflict in the event of progression in academic careers. The flexibility that academics enjoy is not sufficient to prevent the expected conflict. Academics' age is relevant, but gender or having childcare responsibilities have no significant effect of the anticipation of conflict.Research limitations/implicationsThis study addresses the gap in the literature on anticipated work–life conflict, expanding the focus to nonfamily commitments in unbounded jobs such as academic posts. The authors are not aware of any other study that focuses on the anticipation of work–life conflict in the case of career advancement among current employees with professional experience or accurate knowledge of what job they will be doing instead of students. Work–life balance should not be restricted to women with caring responsibilities, as conflict is no longer only related to gender roles.Originality/valueThis paper not only explores existing work–life conflict but also empirically analyzes anticipated work–life conflict in unbounded careers such as academia. It represents a significant contribution in an underresearched field and may lead to future research in other settings.

The influences of interdependence, opportunism and technology uncertainty on interfirm coopetition

2019 ◽  
Vol 34 (5) ◽  
pp. 948-964 ◽  
Author(s):  
Linlin Chai ◽  
Jin Li ◽  
Thomas Clauss ◽  
Chanchai Tangpong
Keyword(s):  
Longitudinal Research ◽  
Organizational Level ◽  
Future Research ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Content Type ◽  
Contextual Condition ◽  
Research Designs ◽  
The Relationship ◽  
Practical Implications

Purpose The purpose of this study is to investigate the antecedents and the conditions of coopetition at the inter-organizational level. Design/methodology/approach This study is based on survey research methodology and analyzes the data from 138 companies regarding the antecedents and the conditions of their coopetition. Findings The results indicate that the interdependence between partners (i.e. the antecedent) positively affects interfirm coopetition, and that this relationship is contingent on the joint occurrence of opportunism (a behavioral condition) and technology uncertainty (a contextual condition). Specifically, highly interdependent firms are more likely to be involved in a coopetitive relationship when both opportunism and technology uncertainty are high. Interestingly, the authors’ data also show that opportunism or technology uncertainty alone may not be adequate in moderating the interdependence–coopetition relationship. Research limitations/implications This study contributes to the current literature in two meaningful ways. First, it empirically examines interdependence as a potential antecedent of interfirm coopetition. Second, it improves our understanding of the behavioral and contextual conditions that facilitate the formation of coopetitive relationships by examining the moderating roles of opportunisms and technology uncertainty in the relationship between interdependence and interfirm coopetition. The limitations of this study lie in its confined method of cross-sectional survey from the focal firm’s perspective. Future research may advance beyond this study through experimental and/or longitudinal research designs. Practical implications This study provides managers with two important practical insights in coopetition management. First, the findings suggest a two-step approach to help a firm assess and manage the level of coopetition in its relationship with a business partner. In addition, the findings provide a counterintuitive suggestion to managers that the joint conditions of high opportunism and high technology uncertainty indeed prime the relationship for the rise of coopetition, provided that managerial efforts are made to somewhat increase the level of interdependence in the relationship. Originality/value Despite the growing number of studies on coopetition, research still lacks knowledge about the antecedents and the conditions of inter-organizational coopetition, and this study aims to fill this gap.

Understanding “disengagement from knowledge sharing”: engagement theory versus adaptive cost theory

2015 ◽  
Vol 19 (3) ◽  
pp. 476-496 ◽  
Author(s):  
Dianne Ford ◽  
Susan E. Myrden ◽  
Tim D Jones
Keyword(s):  
Knowledge Sharing ◽  
Organizational Support ◽  
Knowledge Workers ◽  
Empirical Support ◽  
Future Research ◽  
Job Engagement ◽  
Health And Wellness ◽  
Online Questionnaire ◽  
Content Type ◽  
Engagement Theory

Purpose – The purpose of this paper is using competing hypotheses (a spillover hypothesis, based on Engagement Theory, and a provisioning hypothesis, based on Adaptive Cost Theory) to help explain why employees become disengaged from knowledge sharing. Design/methodology/approach – Employed knowledge workers completed an online questionnaire regarding their job characteristics, their general health and wellness, perceived organizational support, job engagement and disengagement from knowledge sharing. Findings – The findings provide empirical support for Adaptive Cost Theory and illustrate the relationship between Engagement Theory and the Disengagement from Knowledge Sharing. In particular, this research illustrates the importance of health and wellness for preventing disengagement from knowledge sharing. In addition, the findings introduce a new finding of tensions between job engagement and knowledge sharing, which supports knowledge workers’ complaints of “being too busy” to share. Research limitations/implications – This study uses cross-sectional methodology; however, the participants are employed and in the field. Given the theoretical arguments that disengagement from knowledge sharing should be either short term or transient, future research should follow-up with diary methods to capture this to confirm the study’s conclusions. Practical implications – The findings of this study provide some insight for practitioners on how to prevent disengagement from knowledge sharing. New predictors and an interesting tension between job engagement and knowledge sharing are identified. Originality/value – This study examines an alternative explanation for the lack of knowledge sharing in organizations, and uses competing theories to identify the reasons for the disengagement from knowledge sharing.

Effects of knowledge management on unit performance: examining the moderating role of tacitness and learnability

2017 ◽  
Vol 21 (4) ◽  
pp. 796-816 ◽  
Author(s):  
Derrick McIver ◽  
Douglas A. Lepisto
Keyword(s):  
Knowledge Management ◽  
Survey Design ◽  
Empirical Support ◽  
Two Dimensions ◽  
Future Research ◽  
Content Type ◽  
Performance Examining ◽  
Performance Challenges ◽  
The Relationship ◽  
Unit Performance

Purpose This paper aims to examine and test the moderating influence of the type of knowledge underlying work – known as the knowledge in practice (KIP) perspective – on the relationship between knowledge management (KM) activities and unit performance. KIP proposes that the knowledge underlying work varies according to two dimensions: tacitness and learnability. This theory proposes that aligning KM activities with tacitness and learnability results in increased performance. However, to the authors’ knowledge, there exists no direct empirical tests of these propositions outlined in KIP theory. This study examines the empirical support for the theoretical predictions outlined by KIP. Design/methodology/approach The study uses a multiple survey, multiple respondent survey design to measure KM activity sets, the tacitness and learnability involved in work contexts and unit performance. Regression analysis is used to test the hypotheses. Findings In line with previous research, the authors find support for a direct relationship between some KM activity sets and unit performance. Surprisingly, the authors did not find support for the predictions offered by KIP theory. Specifically, the degree of tacitness or learnability did not moderate the relationship between KM activity sets and unit performance. Research limitations/implications The lack of findings to support the moderating effects of tacitness and learnability on the relationship between KM activity sets and unit performance challenges the adequacy of existing formulations of KIP theory. The authors discuss several important future research directions to examine this puzzling finding. Practical implications This paper reinforces the suggestion that managers at all levels of organizations should engage in KM activities to increase performance. These findings also suggest that considering the type of knowledge underlying a unit’s work should not be a consideration in implementing KM activities. Originality/value This is the first study to empirically test a KIP perspective. That is, how the type of knowledge involved in work moderates the relationships between KM activity sets and unit performance.

How transformational leadership facilitates innovative behavior of Korean workers

2016 ◽  
Vol 45 (3) ◽  
pp. 459-479 ◽  
Author(s):  
Suk Bong Choi ◽  
Kihwan Kim ◽  
S. M. Ebrahim Ullah ◽  
Seung-Wan Kang
Keyword(s):  
Transformational Leadership ◽  
Knowledge Sharing ◽  
Organizational Support ◽  
Organizational Level ◽  
Innovative Behavior ◽  
Cross Sectional ◽  
Content Type ◽  
Moderating Factors ◽  
Cross Sectional Design ◽  
The Relationship

Purpose – The purpose of this paper is to investigate the relationship between transformational leadership (TL) and the innovative behavior of Korean workers. To this end, this paper also examines whether knowledge sharing and perceived organizational support (POS) influence the above causal relationship. Design/methodology/approach – The paper used a cross-sectional design, with questionnaires administered to 356 employees working in Korea manufacturing firms to test the relationship between TL and innovative behavior through knowledge sharing and the moderating role of POS. Findings – TL was significantly related to both employee innovative behavior and knowledge sharing. The results also shown that knowledge sharing mediated and POS positively moderated the relationship between TL and innovative behavior of employees. Research limitations/implications – Future research should examine antecedents of knowledge sharing and measure the effect of TL in other level such as team level, to enhance generalizability. Data should be also collected longitudinally, to extend the current cross-sectional design. Practical implications – Understanding the link between TL and innovative behavior with mediating and moderating factors can provide useful information to increase positive leadership outcomes and innovation performance. Originality/value – The findings point toward a positive relationship between TL and innovative behavior with mediating and moderating factors. In doing so, the paper adds to a body of work where innovative behavior was connected with leaders’ behavior and organizational-level predictors.

Employee participation and outcomes: organizational strategy does matter

2015 ◽  
Vol 37 (5) ◽  
pp. 604-622 ◽  
Author(s):  
Rhokeun Park
Keyword(s):  
Organizational Commitment ◽  
Organizational Performance ◽  
Organizational Support ◽  
Financial Incentives ◽  
Employee Participation ◽  
Organizational Strategy ◽  
Organizational Level ◽  
Content Type ◽  
The Relationship

Purpose – The purpose of this paper is to investigate the mediating role of perceived organizational support (POS) in the relationship between employee participation and organizational commitment, and the moderating role of organizational strategy in those relationships. Design/methodology/approach – The proposed hypotheses were tested by multilevel analyses with data from surveys of 1,105 employees and 49 managers in 49 companies located throughout South Korea. Findings – The results demonstrated that POS mediated the relationship between employee participation and organizational commitment, and that participation practices were related more strongly to POS and organizational commitment in companies with a prospector or analyzer strategy than in companies with a defender strategy. Research limitations/implications – Organizational-level variables were measured by one manager in each company. This study provides important implications regarding the fit between participation practices and organizational strategy. Practical implications – Managers in prospector or the most innovative companies should provide employees with more opportunities to make decisions and to receive financial incentives for their contributions. Originality/value – This study is unique in that it simultaneously examined the horizontal fit and the vertical fit while focussing on individual employees’ outcomes rather than organizational performance.

Go home and kick the dog

2018 ◽  
Vol 28 (5) ◽  
pp. 554-575 ◽  
Author(s):  
Tae Won Moon ◽  
Won-Moo Hur
Keyword(s):  
Emotional Exhaustion ◽  
Organizational Support ◽  
Spillover Effects ◽  
Work Behavior ◽  
Future Research ◽  
Frontline Employees ◽  
Negative Effects ◽  
Content Type ◽  
Positive Effects ◽  
The Relationship

PurposeThe purpose of this paper is to examine the spillover effects of coworker incivility on customer-directed counterproductive work behavior (CWB) and how emotional exhaustion mediates the relationship between them. The authors predicted that job calling and perceived organizational support (POS) would moderate the relationship between experienced coworker incivility and service employees’ emotional exhaustion, respectively.Design/methodology/approachSurvey data from 252 frontline employees working at six full-service luxury hotels in South Korea were examined.FindingsThe results indicated that experienced coworker incivility was positively related to customer-directed CWB. In addition, the relationship between experienced coworker incivility and customer-directed CWB was mediated by emotional exhaustion. Finally, employees’ job calling attenuated the positive effects of experienced coworker incivility on customer-directed CWB. The theoretical and practical implications of this study are discussed, together with its limitations and future research directions.Originality/valueThe main contribution of the study is to provide an empirical framework for how instances of coworker incivility spillover, which lead to the target employee’s customer-directed CWB through emotional exhaustion, and how personal (e.g. job calling) may buffer against negative effects.

scholarly journals Loneliness and Well-Being during the COVID-19 Pandemic: The Moderating Roles of Personal, Social and Organizational Resources on Perceived Stress and Exhaustion among Finnish University Employees

2021 ◽  
Vol 18 (13) ◽  
pp. 7146
Author(s):  
Jaana-Piia Mäkiniemi ◽  
Atte Oksanen ◽  
Anne Mäkikangas
Keyword(s):  
Organizational Support ◽  
Well Being ◽  
Organizational Level ◽  
Future Research ◽  
Negative Effects ◽  
Electronic Survey ◽  
University Employees ◽  
Future Research Directions ◽  
Personal Resilience ◽  
The Relationship

The aim of this study is to investigate whether personal, social and organizational level resources can buffer against the negative effects of perceived loneliness on stress and exhaustion. The data was collected from Finnish university employees (n = 1463) in autumn 2020 via an electronic survey. Of the respondents, about 78% were working remotely, and 64% were female. Hierarchical multiple regression analyses were used to analyze the main and moderating (i.e., buffering) effects. The results indicated that perceived loneliness was directly and positively associated with stress and exhaustion. Further, as hypothesized, personal resilience moderated the relationship between loneliness and stress and exhaustion, and organizational support moderated the relationship between loneliness and stress. Unexpectedly, organizational support did not moderate the loneliness–exhaustion relationship. Moreover, a sense of social belonging was not associated with stress and exhaustion, nor did it moderate loneliness and well-being relationships. The results demonstrate the importance of personal resilience and organizational support in enhancing well-being in organizations during the COVID-19 pandemic. Future research directions and practical ways to promote resilience and to increase organizational support are discussed.

Sign in / Sign up

Export Citation Format

Share Document