scholarly journals Exploring gender culture at a telecommunications company

2014 ◽  
Vol 29 (6) ◽  
pp. 318-333 ◽  
Author(s):  
Beáta Nagy ◽  
Lilla Vicsek
Keyword(s):  
Organizational Culture ◽  
Organizational Context ◽  
Group Discussion ◽  
Content Type ◽  
Gender Expectations ◽  
Female Managers ◽  
Cultural Research ◽  
Feminist Theories ◽  
High Level ◽  
Telecommunications Company

Purpose – The purpose of this study is to interpret the expectations, the norms and values related to gender within the concept of organizational culture. Over the past decades, organizational researches have paid great attention to cultural research and feminist theories have increasingly examined organizations from the angle of gender. The research the authors conducted in a business organization attempts to link these two areas. Design/methodology/approach – The authors used the focus group discussion method at a telecommunications company in the spring of 2011 in central Hungary. Findings – The employees interviewed made a sharp distinction between professional and managerial competencies of female managers, accepting the former and often questioning the latter. Female managers met with lack of understanding and reserve if they returned to work when their children were still very young – not a common practice in Hungarian society – or if they worked in a top managerial position. Research limitations/implications – The findings cannot be generalized. Social implications – Although women managers’ acceptance is widespread on the level of rhetoric, they face prejudices in several situations in workplaces. Originality/value – Novelties of the research include examining the compatibility of priorities based on traditional gender expectations and priorities based on high level of investment in women’s human capital in a highly competitive organizational context within a post-socialist society. The paper presents new insights linked to gendered organizational culture, which has been rarely analysed, and presents data from a Central Eastern European society which differs in many respects from previously investigated countries.

scholarly journals Linkage between dynamics capability and knowledge management factors

2017 ◽  
Vol 55 (10) ◽  
pp. 2256-2276 ◽  
Author(s):  
Rodrigo Valio Dominguez Gonzalez ◽  
Tatiana Massaroli Melo
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Human Resources ◽  
Organizational Structure ◽  
Automotive Industry ◽  
Organizational Context ◽  
Equation Modeling ◽  
Continuous Change ◽  
National Union ◽  
Content Type

Purpose Organizations are currently set in a background of dramatic discontinuity, i.e., environments that require continuous change due to fierce competition and market latent demands. From this perspective, it becomes eminent for organizations to develop an organizational context that stimulates routines reconstruction and internal capabilities to continue to be a competitive organization. The purpose of this paper is to examine entry and exit relationships of knowledge management (KM). Entries are considered, in this paper, the foundation factors of KM, and exits are related to dynamic capability (DC). Design/methodology/approach Data were collected through a survey conducted with 550 companies of the automotive industry, which are registered in the database of SINDIPEÇAS (National Union of Automobile Component Industries) with return rate of 143 valid questionnaires. The hypothesis testing and analysis were conducted using structural equation modeling. Findings The research shows the organizational structure as the main contextual factor related to KM, that supports DC. Besides organizational structure, this paper also assesses the interaction between human resources and organizational culture related to DC. Practical implications The results may help managers of companies from the automotive industry to understand which initiatives promote DC and innovation. Originality/value This paper presents one of the few researches that compare contextual factors related to KM that support DC; and it also compares the connection among human resources, organizational culture and organizational structure related to KM.

The scale development of organizational culture on customer delight

2020 ◽  
Vol 32 (10) ◽  
pp. 3067-3090
Author(s):  
Chiu-Ying Kao ◽  
Sheng-Hshiung Tsaur ◽  
Chung-Ching Huang
Keyword(s):  
Factor Analysis ◽  
Organizational Culture ◽  
Current Knowledge ◽  
Human Resources Management ◽  
Group Discussion ◽  
Content Type ◽  
Self Evaluation ◽  
Customer Delight ◽  
Initial Item ◽  
Hospitality Managers

Purpose The purpose of this study is to develop and validate a hospitality cultural scale for measuring the effect of organizational culture on customer delight (OCCD). Design/methodology/approach A literature review and focus group discussion were conducted to generate an initial item pool. Subsequently, three individual samples of hotel employees were identified to develop and validate the OCCD scale. Exploratory factor analysis was conducted for item purification and factor extraction, and confirmatory factor analysis verified the factor structure of the OCCD construct. Finally, several validity tests were examined to further support the OCCD construct. Findings The results of the analyses indicated that the OCCD construct contains eight factors: the customer delight service control system, expected competencies for customer delight, shared values for customer delight, employee empowerment for customer delight, expected norms for customer delight, superior service environment, customer delight competency development and customer delight service scripting. These factors reflect theories of cultural layers. Practical implications The developed OCCD scale can provide hospitality managers a self-evaluation and diagnostic instrument to enable their cultural improvement. In addition, OCCD scale can garner employee consensus and further facilitate the effectiveness of human resources management. Originality/value This study developed an organizational cultural scale to explore the importance of customer delight in the hospitality industry. It expanded academically the current knowledge of organizational culture and customer delight.

scholarly journals Smooth power: identifying high-level leadership skills promoting organizational adaptability

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Alicia Ohlsson ◽  
Aida Alvinius ◽  
Gerry Larsson
Keyword(s):  
Leadership Development ◽  
Organizational Context ◽  
Leadership Skills ◽  
Hierarchical Organization ◽  
Future Research ◽  
Structured Interviews ◽  
Content Type ◽  
Emergency Situations ◽  
High Level ◽  
Practical Implications

Purpose The purpose of this research is to gain deeper understanding of the leadership skills that are important to enhance adaptability in a hierarchical organization together with the antecedent factors that influence the potential development of these sets of skills. Design/methodology/approach This is a qualitative research design applying grounded theory to investigate the specific skills of military senior officers and their interactions. Semi structured interviews were conducted and analyzed. Military organizations are hierarchical which may act against informal networking. Adaptability is however essential especially in emergency situations. Findings The organizational smooth power consisted of structural smoothness, emotional smoothness and relational smoothness. Four distinct superior categories emerged from the data: the professional background of the leader, professional name-branding, contextual appraisal and organizational smooth power. Research limitations/implications The authors advise that while it can be hypothesized that other organizational context may show similar behaviors, this would have to be tested by further research. Further research would be required to explore the generalizability of these finding to other parts of the world and to contexts other than the military. The authors do not claim to have captured all the relevant factors and the model developed by this research should be regarded as preliminary. Practical implications This research has practical implications for the recruitment and retention of personnel for senior military posts. It also has implications for leadership development initiatives and increasing both awareness of and skills in smooth power. Originality/value Previous research had not identified the specific skills needed to achieve the organizational adaptability necessary to meet the changing demands of the environment. While previous research has indicated that building networks and relationships are important it has not specified the skill set necessary for leaders to do so effectively. Thus, this research has originality and value and it also opens ways forward in future research.

Highly automated interviews: applicant reactions and the organizational context

2019 ◽  
Vol 35 (4) ◽  
pp. 301-314
Author(s):  
Markus Langer ◽  
Cornelius J. König ◽  
Diana Ruth-Pelipez Sanchez ◽  
Sören Samadi
Keyword(s):  
Individual Differences ◽  
Social Presence ◽  
Work Experience ◽  
Organizational Context ◽  
Selection Procedure ◽  
Contextual Influences ◽  
Applicant Reactions ◽  
Content Type ◽  
Negative Effect ◽  
High Level

Purpose The technological evolution of job interviews continues as highly automated interviews emerge as alternative approaches. Initial evidence shows that applicants react negatively to such interviews. Additionally, there is emerging evidence that contextual influences matter when investigating applicant reactions to highly automated interviews. However, previous research has ignored higher-level organizational contexts (i.e. which kind of organization uses the selection procedure) and individual differences (e.g. work experience) regarding applicant reactions. The purpose of this paper is to investigate applicant reactions to highly automated interviews for students and employees and the role of the organizational context when using such interviews. Design/methodology/approach In a 2 × 2 online study, participants read organizational descriptions of either an innovative or an established organization and watched a video displaying a highly automated or a videoconference interview. Afterwards, participants responded to applicant reaction items. Findings Participants (n=148) perceived highly automated interviews as more consistent but as conveying less social presence. The negative effect on social presence diminished organizational attractiveness. The organizational context did not affect applicant reactions to the interview approaches, whereas differences between students and employees emerged but only affected privacy concerns to the interview approaches. Research limitations/implications The organizational context seems to have negligible effects on applicant reactions to technology-enhanced interviews. There were only small differences between students and employees regarding applicant reactions. Practical implications In a tense labor market, hiring managers need to be aware of a trade-off between efficiency and applicant reactions regarding technology-enhanced interviews. Originality/value This study investigates high-level contextual influences and individual differences regarding applicant reactions to highly automated interviews.

The effect of organizational culture and HR practices on female managers’ commitment and job satisfaction

2020 ◽  
Vol 44 (2/3) ◽  
pp. 105-120
Author(s):  
Sunyoung Park ◽  
Min Young Doo
Keyword(s):  
Job Satisfaction ◽  
Organizational Culture ◽  
Organizational Commitment ◽  
Organizational Support ◽  
Structural Equation ◽  
Equation Modeling ◽  
Content Type ◽  
Female Managers ◽  
Hr Practices ◽  
Using Data

Purpose The purpose of this study is to investigate the structural relationships among organizational culture, human resources (HR) practices and female managers’ organizational commitment and job satisfaction in South Korea. Design/methodology/approach Using data obtained from the Korean Women Manager Panel, 230 responses were analyzed using structural equation modeling. Findings The findings indicated that organizational culture directly affected HR practices and indirectly affected job satisfaction and organizational commitment. In addition, HR practices directly influenced job satisfaction and organizational commitment and indirectly affected organizational commitment through job satisfaction. Finally, job satisfaction had a direct and significant effect on organizational commitment. Originality/value The authors provide an empirical analysis of how organizational culture and functional factors influence organizational commitment and job satisfaction for female managers in the Korean context. The findings of this paper are expected to encourage scholars to pay more attention to the connection between organizational support and HR interventions to improve female managers’ commitment and satisfaction within organizations by emphasizing the alignment between organizational culture and HR practices.

Perceived organizational culture and engagement: the mediating role of authenticity

2016 ◽  
Vol 31 (6) ◽  
pp. 1091-1105 ◽  
Author(s):  
Germano Reis ◽  
Jordi Trullen ◽  
Joana Story
Keyword(s):  
Organizational Culture ◽  
Work Engagement ◽  
Structural Equation ◽  
Organizational Context ◽  
Equation Modeling ◽  
Content Type ◽  
Mediating Role ◽  
Stability Order ◽  
Market Cultures ◽  
And Control

Purpose – The idea of being authentic at work is gaining traction in both academia and organizations. The purpose of this paper is to test whether four types of perceived organizational culture (hierarchical, clan, market, and adhocracy) influence employees’ authenticity and whether behaving more authentically at work influences the extent to which employees are engaged with their jobs. Design/methodology/approach – The sample includes 208 professionals working in a variety of industries in Brazil. Hypotheses are tested using structural equation modeling. Findings – Results indicate that environments that are perceived to be more inclusive and participative, and that incentivize autonomy (i.e. clan and adhocracy cultures) neither nurture nor inhibit authenticity. On the other hand, cultures perceived to emphasize stability, order, and control (i.e. hierarchy and market cultures) are negatively related to authenticity. In addition, employees who behave more authentically at work are more engaged with their jobs. Authenticity at work also mediates the relationship between hierarchical and market cultures and work engagement. Originality/value – The authors address the call of Roberts et al. (2009) for more research associated with the role that the organizational context plays in the development of authenticity. With the focus on authenticity the authors broaden the range of work engagement antecedents already discussed in the literature (Christian et al., 2011).

The adoption of Industry 4.0 technologies in SMEs: results of an international study

2019 ◽  
Vol 58 (4) ◽  
pp. 625-643 ◽  
Author(s):  
Lara Agostini ◽  
Anna Nosella
Keyword(s):  
Industry 4.0 ◽  
Organizational Context ◽  
International Study ◽  
Positive Association ◽  
Management Support ◽  
Broad Perspective ◽  
Content Type ◽  
Manufacturing Technologies ◽  
High Level ◽  
The Impact

Purpose The purpose of this paper is to investigate whether the financial resources invested in advanced manufacturing technologies (AMTs) and social capital (SC), in terms of the set of internal and external relationships a firm holds, have a positive effect on the adoption of Industry 4.0 (I4.0) technologies. Furthermore, it tests whether the organizational context strengthens these relationships. Design/methodology/approach The authors used regression models to analyze data collected through an international survey carried out within the scope of a European project involving six Central European regions. Findings Results show that small- and medium-sized enterprises (SMEs) having stronger internal and external SC have a higher propensity to adopt I4.0 technologies, and both management support and absorptive capacity (AC) strengthen these relationships, whereas investments in AMTs within the manufacturing area and internal SC have a positive association with the intensity of I4.0 adoption. However, in presence of a high level of management support and AC, the relationship between external SC and I4.0 adoption becomes positive and significant. Management support also moderates the impact that investments in AMTs in the manufacturing area and internal SC have on the intensity of adoption of I4.0 technologies. Originality/value This paper is one of the first to investigate the context of SMEs that, having fewer resources, face some difficulties in exploiting the potential of I4.0 revolution. Moreover, it adopts a broad perspective on the factors that facilitate the adoption of I4.0.

“Boss ceiling effect”: brand downgrading consumption of workplace employees

2019 ◽  
Vol 32 (7) ◽  
pp. 1589-1609
Author(s):  
Fang Jia ◽  
Zhilin Yang ◽  
Li Ji ◽  
Shen Xu
Keyword(s):  
Organizational Culture ◽  
Perceived Risk ◽  
Organizational Context ◽  
Influential Factors ◽  
Ceiling Effect ◽  
Symbolic Consumption ◽  
Content Type ◽  
Consumption Behavior ◽  
The Relationship ◽  
Brand Prestige

Purpose Previous literature suggests that people might purchase symbolic products to signal their social identity. However, in the organizational context, subordinates as customers might choose products with less brand prestige than what they want and can afford, just to make sure their choices are below the invisible “red-line” set by the brands of their supervisors. The authors term the phenomenon as “boss ceiling effect,” and term the behavior that people often downgrade their original choice to make sure the brand prestige is lower than that of the product owned by their boss as “downgrading behavior,” which have not been explored and well explained by existing literature so far. The paper aims to discuss this issue. Design/methodology/approach The authors conduct qualitative study to explore the existence of boss ceiling effect and providing possible influential factors of brand downgrading attitude. The quantitative study empirically examines the relationships among undesired self, perceived risk, organizational culture balance, and downgrading attitude and intension. Findings The authors find that undesired self-congruence and perceived risk are positively related to the downgrading attitude. In addition, the culture balance directly affects the brand downgrading attitude negatively and also moderates the relationship between undesired self-congruence and downgrading attitude positively and the relationship between perceived risk and downgrading attitude negatively. Originality/value The authors contribute to both organizational culture research and symbolic consumption research by considering symbolic consumption behavior in organization context. It is of great practical implications for marketers of symbolic consumption to understand the downgrading behavior.

Assessing the value of pursuing a lean culture

2019 ◽  
Vol 28 (2) ◽  
pp. 21-23
Keyword(s):  
Organizational Culture ◽  
Design Methodology ◽  
Reading Time ◽  
Review Paper ◽  
Organizational Transformation ◽  
Negative Effects ◽  
Content Type ◽  
Pertinent Information ◽  
High Level ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings This literature review paper concentrates on assessing the scope of definitions that have been offered for lean culture, as well as confirming that the concept's high level of pragmatic ambiguity has positive and negative effects on its usefulness for organizational transformation. The notion of organizational culture has been closely tied with references to lean culture in previous literature. Based on the 13 lean culture definitions and 103 organizational culture definitions identified, the authors conclude that the amalgamation of lean culture with business activities like human resource management remains vague and complex. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Measuring and exploring factors affecting students’ willingness to engage in peer mentoring

2014 ◽  
Vol 3 (2) ◽  
pp. 141-157 ◽  
Author(s):  
Ouedraogo Noufou ◽  
Davar Rezania ◽  
Muhammad Hossain
Keyword(s):  
Organizational Culture ◽  
Focus Group ◽  
Focus Group Discussion ◽  
Peer Mentoring ◽  
Business Schools ◽  
Group Discussion ◽  
Content Type ◽  
Mutual Help ◽  
Factors Affecting ◽  
The Impact

Purpose – The purpose of this paper is to measure students’ willingness to mentor their peers and explores key factors to student peer mentoring effectiveness. Design/methodology/approach – The paper uses a hybrid research methodology consisting of a survey and a focus group discussion. The survey was conducted with students of a bachelor of commerce (BCom) program of a North American university to analyze the impact of organizational culture and altruism on their willingness to mentor their peers. The focus group discussion was carried out with students of the same program to explore the objectives, focus, and factors contributing to their willingness to mentor and to peer mentoring effectiveness. Findings – Organizational culture and altruism significantly affect students’ emotional and intentional willingness to mentor their peers. Peer mentoring can help students prepare their transition from high school to university, guide them through university programs, and help them prepare their transition from university to workplace. Critical factors to peer mentoring effectiveness include a good fit between mentors and mentees, a reasonable ratio of mentor to protégés, and an understanding of and a willingness to address each student's specific needs. Practical implications – Business schools should embrace and promote a culture of mutual help, look for altruistic students as prospective peer mentors, and promote voluntary student peer mentoring. A mentoring program should be flexible enough to meet each student's needs. Attention should be paid to finding a good fit between mentors and protégés. Communication should focus on the benefits of student peer mentoring for mentors and protégés. Originality/value – This research brings empirical evidence on peer mentoring by testing and confirming the impact of altruism and organizational culture on students’ willingness to mentor their peers. It also provides practical insight to business schools for implementing student peer mentoring programs.

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