The moderating role of remote work in the relationship between organizational culture and OCB: case studies from the financial sector

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Zoltán Krajcsák ◽  
Anita Kozák
Keyword(s):  
Organizational Culture ◽  
Organizational Citizenship Behavior ◽  
Financial Sector ◽  
Three Dimensions ◽  
Citizenship Behavior ◽  
Remote Work ◽  
Structured Interviews ◽  
Home Office ◽  
Content Type ◽  
Study Approach

PurposeThe purpose of this article is to show how remote working affects employees' organizational citizenship behavior (OCB).Design/methodology/approachThe authors conducted research on organizations in the financial sector, as this segment was able to easily adapt to the challenges of remote working and teleworking. They used the case study approach: they analyzed organizational documents and management communications related to crisis management back to March 2020, when the pandemic started in Hungary, and conducted semi-structured interviews with managers and subordinates.FindingsThe results highlighted that the dominant organizational culture determines the effects of remote working on OCB. In organizations with a dominant market culture, OCB has changed the least because of the home office, with only a decline in the dimension of civic virtue. In organizations with a dominant clan culture, conscientiousness decreased, while the other three dimensions increased. The dominant hierarchy culture reacted the most unfavorably, excluding the dimension of courtesy, as all dimensions decreased.Originality/valueThe study shows how the pandemic and working in home office have changed the dimensions of OCB in different organizational cultures.

Is organizational citizenship behavior an attractive behavior for managers? A Kano model approach

2015 ◽  
Vol 34 (5) ◽  
pp. 601-620 ◽  
Author(s):  
Reza Salehzadeh ◽  
Arash Shahin ◽  
Ali Kazemi ◽  
Ali Shaemi Barzoki
Keyword(s):  
Organizational Behavior ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Service Industries ◽  
Three Dimensions ◽  
Citizenship Behavior ◽  
Kano Model ◽  
Statistical Population ◽  
Content Type ◽  
One Dimensional

Purpose – Literature review indicates lack of using the Kano model in organizational behavior domain and managers’ satisfaction. The purpose of this paper is to propose a Kano-based model for managers’ satisfaction. Design/methodology/approach – In order to examine one of the proposed behaviors in this model, the role of employees’ organizational citizenship behavior (OCB) as an attractive behavior, has been investigated. The statistical population includes managers of the Isfahan’s financial service industries. After distributing questionnaires, 224 accurate questionnaires have been used for data analysis. In designing the survey questionnaire, the OCB questionnaire developed by Podsakoff et al. (1990) and Bell and Menguc (2002) has been used. For each of the OCB dimensions, some questions have been initially designed; then after collecting data, by using Kano evaluation table, the behavior types have been determined. Findings – Findings imply that by using the Kano model, five types of behaviors, i.e. must-be, one-dimensional, attractive, indifferent, and reverse can be identified. The findings related to case study also indicate that out of five dimensions of OCB, three dimensions of altruism, sportsmanship, and civic virtue are located in Attractive category; the courtesy dimension is located in must-be category; the conscientiousness dimension is located in one-dimensional category; and in reverse category, no dimension is located. In general, OCB is located in attractive category. Research limitations/implications – By using the results of this survey, a new classification of employees’ behaviors types can be suggested. The results of this study can help employees in understanding what kind of their behaviors causes managers’ satisfaction. Originality/value – The results of this study have an important contribution in the literature of the Kano model and OCB.

How organizational culture influences performance measurement systems in SMEs

2019 ◽  
Vol 69 (2) ◽  
pp. 217-235 ◽  
Author(s):  
Meriam Jardioui ◽  
Patrizia Garengo ◽  
Semma El Alami
Keyword(s):  
Organizational Culture ◽  
Performance Measurement ◽  
Performance Measurement System ◽  
Structured Interviews ◽  
Content Type ◽  
Study Approach ◽  
Huge Impact ◽  
Performance Measurement Systems ◽  
And Performance ◽  
The Impact

Purpose Literature highlights the impact of culture on managerial processes in general and the performance measurement system (PMS) in particular. However, understanding how organizational culture (OC) influences the PMS remains a challenge, especially in SMEs as in these companies the studies are very limited. The purpose of this paper is to investigate how OC influences PMSs in manufacturing SMEs. Design/methodology/approach To achieve the above purpose, a case study approach has been adopted. Four manufacturing SMEs with heterogeneous OC were investigated by means of companies’ documents reviews, participant observations and semi-structured interviews. A conceptual framework based on the competing value framework proposed by Cameron and Quinn (1999) and the PMS typology proposed by Garengo (2009) has been used to investigate the impact of OC on PMS. Findings According to the results, OC has a huge impact on PMS in manufacturing SMEs. The dimensions of “internal/external focus” influence strategy formalization, monitoring of the external environment and performance review. The “flexibility/control” dimensions influence the adoption of the balanced (or unbalanced) set of performance measures a company uses. Originality/value This paper contributes to clarifying how OC influences PMSs in manufacturing SMEs. Moreover, the study of interplay between flexibility/control dimensions and internal/external dimensions supports the identification of three theoretical propositions and four PMS types related to the four different OCs identified by Cameron and Quinn (1999).

Interpersonal and inter-organizational relationship drivers of supply chain integration

2018 ◽  
Vol 118 (6) ◽  
pp. 1170-1191 ◽  
Author(s):  
Bill Wang ◽  
Yuanfei Kang ◽  
Paul Childerhouse ◽  
Baofeng Huo
Keyword(s):  
Supply Chain ◽  
Interpersonal Relationships ◽  
Driving Forces ◽  
Personal Communication ◽  
Supply Chain Integration ◽  
Three Dimensions ◽  
Structured Interviews ◽  
Content Type ◽  
Study Approach ◽  
Multiple Case

Purpose The purpose of this paper is to examine how interpersonal relationships (IPRs) and inter-organisational relationships (IORs) interact with each other as driving forces of supply chain integration (SCI). More specifically (the) three dimensions of IPR – personal affection, personal credibility, and personal communication – are examined in regards to how they affect inter-organisational relationships during SCI. Design/methodology/approach The research employed an exploratory multiple case study approach with four New Zealand case companies selected as the empirical basis. Data were collected through semi-structured interviews of managerial executives in relation to supply chain activities, which were triangulated with company archival data. Findings The authors found that IPRs are able to interact with IORs to influence the integration of supply chains. More specifically, IPRs influence IORs by initiating organisational relationships in the SCI context; and influences from IPR dimensions on IORs tend to be of differing magnitudes and have different evolutional paths across the whole SCI process. Originality/value This research contributes to knowledge about the roles and mechanisms through which IPRs shape and enable inter-organisational level relationships within the SCI context.

Understanding teacher entrepreneurship in the globalized society

2014 ◽  
Vol 8 (1) ◽  
pp. 20-33 ◽  
Author(s):  
Izhar Oplatka
Keyword(s):  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Citizenship Behavior ◽  
Structured Interviews ◽  
Content Type ◽  
Educational Entrepreneurship ◽  
School Events ◽  
Education Authority ◽  
Entrepreneurial Activities ◽  
New Curricula

Purpose – Social entrepreneurship aims at creating social value for the public good rather than personal wealth or private gain as in the case of commercial entrepreneurship. The purpose of this study was to explore the entrepreneurial activities of self-starter teachers and analyze the factors that facilitate or inhibit the appearance of these activities using the concept of organizational citizenship behavior (OCB) that are neither part of the formal reward system nor a part of an employee's mandatory job description. Design/methodology/approach – Semi-structured interviews with 30 teachers and ten principals from the Israeli elementary and secondary educational system. Findings – It was found that self-starter teachers engage in simple forms of innovative work behaviors (e.g. developing new curricula and teaching methods, initiating and implementing new projects, including school events). Additionally, the teacher's decision to go the extra-mile and initiate new projects or devise new curricula is related, though, to four major determinants, two of them external (e.g. the principal, the local education authority) and two internal (personal experiences, educational calling and emotional commitment). Originality/value – The paper sheds light on educational entrepreneurship through the concept of OCB.

Volunteerism and organisational culture

2015 ◽  
Vol 22 (1) ◽  
pp. 116-144 ◽  
Author(s):  
Ajay K. Jain
Keyword(s):  
Organizational Culture ◽  
Organizational Behavior ◽  
Organizational Citizenship Behavior ◽  
Personal Development ◽  
Citizenship Behavior ◽  
Strong Impact ◽  
Work Context ◽  
Continuance Commitment ◽  
Content Type ◽  
The Impact

Purpose – The purpose of this paper is to investigate the impact of motives for volunteerism and organizational culture on organizational commitment (OC) and organizational citizenship behavior (OCB) in Indian work context. Design/methodology/approach – The data were collected from 248 middle and senior managers of a public sector organization in India. The self and other reported questionnaires were used to collect the data. Findings – Results of hierarchical regression analysis have shown that personal development dimension of volunteerism was found to be the positive predictor of OC and OCB both. However, career enhancement, empathy and community concern dimensions of volunteerism had mixed effects on both the criterion variables. Furthermore, culture had not shown a significant impact on OCB; however, it had a positive influence on affective and continuance commitment. Moreover, demographic variables (age, education and tenure) had strong impact on OC than OCB. Practical implications – OC and OCB are highly desirable forms of employees’ behavior in which motivation for volunteerism and organizational culture can play a significant role. However, both OC and OCB are differentially predicted by these antecedent variables. Originality/value – This is the first study which has explored the impact of motives for volunteerism on OC and OCB in the field of organizational behavior in a non-western work context such as India.

Organizational culture, organizational citizenship behavior, knowledge sharing and innovation: a study of indigenous people production organizations

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Wen-Jung Chang ◽  
Da-Chian Hu ◽  
Panay Keliw
Keyword(s):  
Organizational Culture ◽  
Organizational Behavior ◽  
Knowledge Sharing ◽  
Indigenous Peoples ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Structural Equation ◽  
Citizenship Behavior ◽  
Equation Modeling ◽  
Content Type

Purpose Therefore, this study aims to explore the relationships among OC, KS, OCB and OI “Organization” is often seen as a company and few studies pay much attention to tribes and other related organizations and communities of Indigenous peoples. However, Indigenous peoples production organizations (IPPOs) would be certainly influenced by factors from the internal/external, including organizational culture (OC), organizational citizenship behavior (OCB), knowledge sharing (KS) and organizational innovation (OI). Therefore, this study aims to explore the relationships among OC, KS, OCB and OI. Design/methodology/approach Based on valid 139 Indigenous workers in IPPOs, this study used structural equation modeling to validate the relationships among OC, OCB, KS and OI. Findings The empirical findings indicate that OC would significantly influence OCB and OI, whereas KS would not have significant impact on OI. In addition, OC would not influence KS as usual, whereas OCB would do. Finally, OCB would impact KS. Practical implications As OCB acts as a complete mediator in OC–KS relationship, it means that these IPPOs already have OCB to motivate their staffs to do KS, but not enough to achieve more excellent performance on innovation. Originality/value Compared to past studies, this study aims to investigate the theory of organizational behavior and whether it is suitable between general businesses and IPPOs.

When to challenge employees' comfort zones? The interplay between culture fit, innovation culture and supervisors' intellectual stimulation

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Paul Constantin Endrejat
Keyword(s):  
Job Satisfaction ◽  
Organizational Culture ◽  
Organizational Citizenship Behavior ◽  
Citizenship Behavior ◽  
Intellectual Stimulation ◽  
Cross Sectional ◽  
Content Type ◽  
Attitudes And Behaviors ◽  
Innovation Culture ◽  
And Behaviors

PurposeThis study, first, examines whether a low culture person–organization (P-O) fit reduces job satisfaction and organizational citizenship behavior (OCB). Second, the author investigates how an organization's current innovation culture affects employees' attitudes and behaviors. Third, the author focuses on the interplay between leadership and organizational culture by testing whether supervisors' intellectual stimulation can mitigate the negative effects of a low innovation culture.Design/methodology/approachData were collected via online questionnaires from 135 employees. Using the organizational culture assessment inventory, employees described their current and their preferred organizational culture and rated their supervisors' behavior.FindingsCurrent-preferred culture discrepancies and a low innovation culture were associated with lower job satisfaction. The negative effect of a low innovation culture on employees' satisfaction was moderated by supervisors' intellectual stimulation (i.e. employees working in a low innovation culture are more satisfied when they have a stimulating supervisor). If employees' preference regarding the desired culture differed from those of their colleagues, they reported less OCB. Intellectual stimulation exacerbated this effect.Research limitations/implicationsThe author relied on self-reported cross-sectional data.Practical implicationsActions are needed to ensure that the current culture and the preferred culture align and that employees agree on how the organizational culture should develop. Unless followers prefer different cultures than their colleagues, supervisors should show intellectual stimulation, especially in a culture whose norms do not support innovation.Originality/valueThe author emphasizes the positive consequences of a culture P-O fit and contributes to the much needed knowledge regarding the interplay between organizational culture and leadership behaviors on employees' attitudes and behaviors.

Effect of Organizational Culture and Organizational Commitment to Employee Performance through Organizational Citizenship Behavior (OCB) as Intervening Variables (Study on Bappeda Litbang Provinsi Bali)

2018 ◽  
Vol 9 (08) ◽  
pp. 20997-21013
Author(s):  
Anom Suwibawa ◽  
Anak Agung Putu Agung ◽  
I Ketut Setia Sapta
Keyword(s):  
Organizational Culture ◽  
Organizational Commitment ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Structural Equation ◽  
Employee Performance ◽  
Sem Analysis ◽  
Citizenship Behavior ◽  
Equation Modeling ◽  
The Individual

Organizational culture as the values, principles, traditions and ways of working shared by members of the organization and affect the way they act. Organizational commitment has an important role of employee performance. The commitment can be realized if the individual in the organization, running their rights and obligations according to their duties and functions and functions within the organization, because the achievement of organizational goals is the work of all members of the organization that are collective Vipraprastha, Sudja,  & Yuesti (2018). Respondents in this study are Civil Servants (PNS) at least have been working for 2 years. The number of respondents in this study were 86 respondents using Nonprobability technique that is saturated samples or often called total sampling. This research uses SMARTPLS 3 Structural Equation Modeling (SEM) analysis. The results of this study indicate that: 1) organizational culture has a positive and significant effect on Organizational Citizenship Behavior (OCB); 2) Organizational Citizenship Behavior (OCB) has positive and significant impact on Organizational Citizenship Behavior (OCB); 3) Organizational Citizenship Behavior employee, 4) organizational culture has a positive effect on the performance of employees, either partially or through Organizational Citizenship Behavior (OCB), 5) Organizational commitment has no effect on employee performance.

Analisis Dimensi Komitmen Organisasional yang Mempengaruhi Organizational Citizenship Behavior Karyawan PT KAI DAOP VI Yogyakarta

2020 ◽  
Vol 15 (2) ◽  
Author(s):  
Yati Suhartini
Keyword(s):  
Organizational Commitment ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Affective Commitment ◽  
Regression Coefficient ◽  
Three Dimensions ◽  
Citizenship Behavior ◽  
Normative Commitment ◽  
Dominant Dimension ◽  
Significance Level

The research was carried out to find the influence of three dimensions of organizational commitment, namely affective commitment, continuity commitment, and normative commitment, toward organizational citizenship behavior (OCB) of employees.The research was conducted respectively from seven stations in operation areas of PT Kereta Api Daop VI Yogyakarta.The subject of research are 55 employees Data was derived from a survey, collected by applying questionnaires, analized by using multiple linier regression,and assisted by the application of SPSS 21 program.Based on the result of data analysis, it is showed that the three dimensions of organizational commitment, namely affective commitment (X1), continuity commitment (X2), and normative commitment (X3) influence partially or simultaneously on organizational citizenship behavior (Y) of employees, thus partially or simultaneously supporting the 5 hypotheses. These were indicated by the value of regression coefficient and the significant level of each factor which are 0.250 and 0.042; 0.386 and 0.001; 0.481and 0,000, respectively. Likewise, the value of F amounting to 30.520 with the significance level of 0,000, whereas adjusted R2 counting to 0.621. Furthermore, normative commitment indicates as the most dominant dimension that influences on organizational citizenship behavior of employees.

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