Unpacking the relationship between organizational culture and excellent leadership in public relations

2014 ◽  
Vol 18 (4) ◽  
pp. 363-385 ◽  
Author(s):  
Juan Meng
Keyword(s):  
Organizational Culture ◽  
Public Relations ◽  
Online Survey ◽  
Structural Model ◽  
Leadership Effectiveness ◽  
Reciprocal Relationship ◽  
Content Type ◽  
The Usa ◽  
Excellent Leadership ◽  
The Relationship

Purpose – By looking into the relationship between organizational culture and excellent leadership in public relations, the purpose of this paper is bifold: first, how and to what extent organizational culture can affect leadership effectiveness in communication management; and second, what possible impact excellent leadership in public relations may generate to reshape organizational culture in a way to further support the value of public relations. Design/methodology/approach – An online survey was distributed to a randomly selected group of 1,000 senior public relations executives in the USA by using the PR executive database of Heyman Associates, a PR executive search firm in New York City. A final sample of 222 senior public relations executives was recruited. This group of respondents mirrored the characteristics of senior executives in the public relations profession in the USA. Findings – The results identified the reciprocal relationship between organizational culture and excellent leadership in public relations. The testing of a non-recursive structural model confirmed that organizational culture generates a direct, positive effect on the achievement of excellent leadership in public relations. More importantly, excellent leadership in public relations also influences organizational culture by reshaping it in a favorable way to support public relations efforts in the organization. Originality/value – There is insufficient empirical research linking public relations leadership and organizational culture, although it is agreed these two institutional conditions are critical. Thus, this study unpacked the independent and dependent roles of organizational culture in influencing leadership effectiveness in public relations, which may generate implications for both research and practice purposes.

The relationship of employee status to organizational culture and organizational effectiveness

2015 ◽  
Vol 29 (5) ◽  
pp. 563-581 ◽  
Author(s):  
Jackie W. Deem ◽  
Pam J. DeLotell ◽  
Kathryn Kelly
Keyword(s):  
Higher Education ◽  
Organizational Culture ◽  
Quantitative Research ◽  
Online Survey ◽  
Institutional Effectiveness ◽  
Full Time ◽  
Content Type ◽  
Self Assessments ◽  
School Differences ◽  
The Relationship

Purpose – This study investigates the relationship between employment status (full time (FT)/part time (PT)), organizational culture and institutional effectiveness in higher education. The purpose of this paper is to answer the question, “Does the growing population of PT faculty preclude effective cultures from developing and, accordingly, adversely affect institutional effectiveness?” Design/methodology/approach – The study surveyed 159 PT faculty and 65 FT faculty from seven schools of an online, proprietary university. The instrument, consisting of the Organizational Culture Survey Instrument and demographic questions, was distributed and data collected utilizing an online survey application. Statistical analysis methods including descriptive statistics, analysis of variance and correlation analysis were used to analyze the data. Findings – The study found no significant differences between perceptions of organizational culture or institutional effectiveness FT and PT faculty. Inter-school differences in perceptions were identified. Further research in this area is warranted to investigate discipline as a cause for the inter-school differences. Research limitations/implications – The study included respondents from only one online university. Therefore, additional studies involving traditional, ground based and hybrid institutions are required to establish generalizability. Additionally, self-assessments of institutional effectiveness were used. Future studies should consider quantitative research models for the measurement of institutional effectiveness. Practical implications – The study indicates that PT faculty are not less committed to the institution than their FT counterparts. This strengthens the case for using PT faculty, particularly in an online environment. Originality/value – This study investigates the relationship between organizational culture and institutional effectiveness in higher education from the faculty perspective. This has not been done before.

Exploring the impacts of relationship on employees’ communicative behaviors during issue periods based on employee position

2017 ◽  
Vol 22 (4) ◽  
pp. 542-555 ◽  
Author(s):  
Yeunjae Lee
Keyword(s):  
Public Relations ◽  
Online Survey ◽  
Relationship Building ◽  
Employee Relations ◽  
Full Time ◽  
Exchange Relationship ◽  
Content Type ◽  
Communicative Behaviors ◽  
The Usa ◽  
High Level

Purpose The purpose of this paper is to examine different communicative behaviors employees engage in according to their position level and the impacts of relationship they perceive. By comparing the behaviors and perceptions of low-, middle-, and high-level employees, the study investigates when and why employees become active in communicative behaviors about an organizational issue. Design/methodology/approach A quantitative online survey was conducted with 412 full-time employees in medium- and large-sized corporations with more than 300 employees in the USA. Findings Results show that those who are the most likely to be active not only in expressing ideas (i.e. voice) to solve an issue but also in forwarding positive information about their organization (i.e. megaphoning) are high-level employees. The findings also reveal distinct impacts of two types of relationship – communal and exchange relationship – on behaviors of employees in different positions. Research limitations/implications The study extended the understanding of relational approach by exploring the consequences of two types of relationship in the context of employee relations, and filled the research gap on relationships and issue management studies in public relations from an internal perspective. Practical implications To encourage employees to engage actively in positive megaphoning and voice during issue periods and to minimize the threats by reducing employees’ negative megaphoning behavior, the study suggested different relationship-building strategies based on employees’ position levels. Originality/value The current work examined the distinct impacts of organization-employee relationships on employees’ internal and external communicative behaviors based on their position level within an organization, especially focusing on employees’ role as potential advocates or adversaries for an organization during periods of an organizational crisis.

Intentions to turnover

2017 ◽  
Vol 38 (2) ◽  
pp. 194-209 ◽  
Author(s):  
Courtney Cronley ◽  
Youn kyoung Kim
Keyword(s):  
Job Satisfaction ◽  
Organizational Culture ◽  
Online Survey ◽  
Process Analysis ◽  
Empirical Work ◽  
Mediating Effect ◽  
Mediation Model ◽  
Content Type ◽  
Employee Characteristics ◽  
The Relationship

Purpose The purpose of this paper is to advance the knowledge base by testing the hypothesis that job satisfaction mediates the relationship between perceived organizational culture and intentions to turnover, and that employee characteristics moderate this relationship. Design/methodology/approach Data were drawn from a cross-sectional online survey of employees at one Area Command of The Salvation Army in the USA (N=250, 66.8 percent female, 26.4 percent African American). The study implemented two different techniques to incorporate methodological triangulation to test the mediation model: a three-step regression analysis and a bootstrapping technique in which direct and indirect effects are tested at once. Also, a conditional process analysis was used to test the moderated mediation model. Findings Results supported the hypothesized mediation relationship and showed that lower mean organizational culture scores were significantly associated with lower job satisfaction, and thus, higher intentions to turnover. Additionally, office location moderated the indirect effect of organizational culture on intentions to turnover through job satisfaction. Practical implications Findings highlight the variability in how organizational culture affects employees across the work environment. Interventions, which are subtly tuned to the variation in workplaces, may be the most effective at building strong and positive organizational cultures. Originality/value The current study extends prior empirical work by testing the hypothesis that employee characteristics moderate the mediating effect of organizational culture and job satisfaction on intentions to turnover. Results showed that work location moderated the relationship between organizational culture and job satisfaction; organizational culture had a stronger effect on job satisfaction among employees working at the administrative office compared to those in community-based centers. Findings underscore the need for leadership to create a strong culture that permeates all work sectors in order for it to be effective.

Understanding the impacts of issue types and employee–organization relationships on employees’ problem perceptions and communicative behaviors

2019 ◽  
Vol 24 (3) ◽  
pp. 553-568
Author(s):  
Yeunjae Lee ◽  
Katie Haejung Kim ◽  
Jeong-Nam Kim
Keyword(s):  
Public Relations ◽  
Online Survey ◽  
Internal Communication ◽  
Corporate Communication ◽  
Full Time ◽  
Content Type ◽  
Communicative Behaviors ◽  
The Usa ◽  
Communicative Actions ◽  
The Impact

Purpose The purpose of this paper is to examine the impact of different types of corporate issues and employee–organization relationships (EORs) on employees’ perceptions of the issues and on their communicative actions. Specifically, this study investigates how employees who have experienced an internal or an external issue within their organizations differently perceive the organizational issue and engage in positive and/or negative communicative behaviors. Design/methodology/approach An online survey was conducted with 363 full-time employees in large-sized companies in the USA who have experienced any internal or external issues within the past six months. Findings Employees are more cognitively aware of and feel more involved and less constrained in solving an internal company issue than an external one. Experiencing internal issues has led employees to share negative information about their organization externally. The quality of EORs pre-issue significantly increases employees’ involvement and positive communication behavior and decreases constraint levels and negative communication behaviors regarding an issue. Practical implications Corporate communication and public relations practitioners should incorporate strategic internal communication strategies to preemptively manage internal issues and to avoid them from evolving into internal crises. Originality/value This study is among the first to distinguish internal and external issues perceived by internal stakeholders and to examine their impacts on employees’ issue-specific perceptions and communicative behaviors. This study also provides significant practical guidelines for corporate communication practitioners and leaders by explicating the strategic role of issue type and employee behaviors in issue management.

How does participation impact IT workers' organizational commitment? Examining the mediating roles of internal communication adequacy, burnout and job satisfaction

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Yannick Atouba
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Online Survey ◽  
Strong Support ◽  
Employee Participation ◽  
Internal Communication ◽  
Cross Sectional ◽  
Content Type ◽  
The Usa ◽  
The Relationship

PurposeThe purpose of this study is to revisit the relationship between employee participation and organizational commitment to determine the mediational mechanisms that underlie it. Specifically, the study examines the role of three heretofore unexamined mediators, namely internal communication quality, burnout and job satisfaction and empirically tests multiple alternative explanations/paths for the relationship between employee participation and organizational commitment.Design/methodology/approachThe data for this study were collected using a cross-sectional online survey of 111 IT professionals (e.g. engineers, technicians, etc.) employed at a public IT company (PITC) in the Midwest of the USA.FindingsOverall, the results of this study provide strong support for an indirect relationship between employee work participation and organizational commitment. More specifically, the results of the study show that that relationship is mediated by internal communication adequacy, job satisfaction, as well as the path Burnout—job satisfaction.Originality/valueThis study makes an important contribution to our understanding of how to make the implementation and evaluation of participative practices more effective. It identifies/clarifies the conditions under which participative approaches are likely to induce employees' organizational commitment.

Exploring market-oriented relations in the digital era

2020 ◽  
Vol 24 (1) ◽  
pp. 65-82
Author(s):  
Suk Chong Tong ◽  
Fanny Fong Yee Chan
Keyword(s):  
Public Relations ◽  
Digital Media ◽  
Structural Equation ◽  
Online Survey ◽  
Structural Model ◽  
Equation Modeling ◽  
Content Type ◽  
Media Usage ◽  
Positive Effects ◽  
Digital Era

PurposeMarket-oriented relations has been regarded as a kind of public relations practices widely performed by the practitioners of public relations and marketing. This study attempts to discuss market-oriented relations in the digital era in which public relations and marketing practitioners' involvement in managing market-oriented relations was simultaneously related to their perceptions of interactivity effects, value of public relations and benefits of digital media usage in public relations practices.Design/methodology/approachA self-administrated online survey targeting 241 practitioners engaged in coordinating public relations activities in Hong Kong was conducted in 2017.FindingsStructural equation modeling (SEM) analysis showed that practitioners' involvement in market-oriented relations practices had significant positive effects on their perceptions of interactivity effects, value of public relations and benefits of digital media usage. Practitioners' perceptions of interactivity effects and benefits of digital media usage were positively affected by their perceptions of public relations value, particularly public relations effectiveness. Clients' profitability and business intelligence, as well as interactivity effects in terms of involvement and perceived customization were practitioners' key concerns in managing market-oriented relations.Originality/valueThis study explores how practitioners of public relations and marketing perceived and practiced public relations in the digital era. Specifically, the conception of market-oriented relations in regard to the use of digital media was discussed in the proposed structural model.

User experience sharing

2018 ◽  
Vol 52 (5/6) ◽  
pp. 1154-1184 ◽  
Author(s):  
Tom Chen ◽  
Judy Drennan ◽  
Lynda Andrews ◽  
Linda D. Hollebeek
Keyword(s):  
User Experience ◽  
Online Communities ◽  
Structural Equation ◽  
Online Survey ◽  
Mobile App ◽  
Equation Modeling ◽  
Content Type ◽  
Key Driver ◽  
The Relationship ◽  
Level Of Effort

PurposeThis paper aims to propose user experience sharing (UES) as a customer-based initiation of value co-creation pertaining to service provision, which represents customers’ level of effort made for the direct benefit of others in their service network. The authors propose and empirically examine a user experience sharing model (UESM) that explicates customer-to-customer (C2C) UES and its impacts on firm-desired customer-based outcomes in online communities.Design/methodology/ApproachBased on an extensive review, the authors conceptualize UES and UESM. By using online survey data collected from mobile app users in organic online communities, the authors performed structural equation modeling analyses by using AMOS 24.FindingsThe results support the proposed UESM, showing that C2C UES acts as a key driver of both firm-desired customer efforts and customer insights. The results also confirmed that service-dominant (S-D) logic-informed motivational drivers exert a significant impact on C2C UES. Importantly, C2C UES mediates the relationship between S-D logic-informed motivational drivers and firm-desired customer-based outcomes.Originality/valueThis study offers a pioneering attempt to develop an overarching concept, UES, which reflects customers’ initiation of value co-creation, and to empirically examine C2C UES. The empirical evidence supports the key contention that firms should proactively facilitate C2C UES.

To examine the relationships between supplier development practices and supplier-buyer relationship practices from the supplier’s perspective

2017 ◽  
Vol 24 (5) ◽  
pp. 1309-1336 ◽  
Author(s):  
Sarang Joshi ◽  
Manoj Kharat ◽  
Rakesh Raut ◽  
Sachin Kamble ◽  
Sheetal Kamble
Keyword(s):  
Structural Equation ◽  
Success Factors ◽  
Structural Model ◽  
Manufacturing Firms ◽  
Supplier Development ◽  
Competitive Advantages ◽  
Content Type ◽  
The Relationship ◽  
Relationship Improvement

Purpose The purpose of this paper is to examine the relationships between supplier development practices (SDPs) and supplier-buyer relationship practices from the supplier’s perspective (SBRSP), and seek to understand how specific SDPs may impact a buyer’s operational performance as well as supplier-buyer relationship practices. Design/methodology/approach The authors conducted a survey of 512 respondents from the different manufacturing firms in India and applied structural equation modelling to test a structural model that proposes the impacts of various efforts of SDPs on a buyer’s performance as well as SBRSP. Findings The study concludes that SDPs and SBRSP together improve the relationship between a buyer and supplier, and this improved relationship leads to competitive advantages (CAs) followed by profitability. Results indicate that supplier perspective of buyer-supplier relationship can be improved under the condition of SDPs and SBRSP together. SDPs are driven by productive measure and competitive pressure, whereas customer uncertainty is found to be statistically insignificant. Research limitations/implications The study was carried out in North Maharashtra Industrial Zone of India, where the auto sector and machine/components manufacturing firms have been established for a considerable period of time. Results of the study are limited to manufacturing organizations predominantly focussing on the automobile sector and machine/components manufacturing firms. Practical implications This study provides significant insights into the specific impact of various SDPs and SBRSP for both academics and practitioners. SDPs along with SBRSP practices lead to improvement in the relationship leading to CAs. SBRSP suggests that trust, long-term commitments and the supplier’s perspective are important practices for relationship improvement. Originality/value The current study attempts to identify what are the success factors for the supplier-buyer relationship from the supplier’s perspective and SDPs and how the supplier-buyer relationship can be improved under the condition of SDPs and SBRSP. Hence, the aim is to develop a more thorough understanding of the outcomes of a supplier-buyer relationship improvement from both buyer’s and supplier’s perspective, under the conditions of supplier development to achieve CAs leading to profitability. Furthermore, the study analyses the effect of the improved supplier-buyer relationship for achieving CAs leading to profitability.

Exploring privacy and trust for employee monitoring

2015 ◽  
Vol 115 (1) ◽  
pp. 88-106 ◽  
Author(s):  
Shuchih Ernest Chang ◽  
Anne Yenching Liu ◽  
Sungmin Lin
Keyword(s):  
Organizational Culture ◽  
Employee Performance ◽  
Full Time ◽  
Negative Effects ◽  
Content Type ◽  
Positive Effects ◽  
Study Results ◽  
Employee Monitoring ◽  
Communication Privacy ◽  
The Relationship

Purpose – The purpose of this paper is to evaluate privacy boundaries and explores employees’ reactions in employee monitoring. Design/methodology/approach – The research used the metaphor of boundary turbulence in the Communication Privacy Management (CPM) theory to demonstrate the psychological effect on employees. The model comprised organizational culture, CPM, trust, and employee performance in employee monitoring to further investigated the influence exerted by organizational culture and how employees viewed their trust within the organization when implementing employee monitoring. Variables were measured empirically by administrating questionnaires to full-time employees in organizations that currently practice employee monitoring. Findings – The findings showed that a control-oriented organizational culture raised communication privacy turbulence in CPM. The communication privacy turbulence in CPM mostly had negative effects on trust in employee monitoring policy, but not on trust in employee monitoring members. Both trust in employee monitoring policy and trust in employee monitoring members had positive effects on employee commitment and compliance to employee monitoring. Research limitations/implications – This research applied the CPM theory in workplace privacy to explore the relationship between employees’ privacy and trust. The results provide insights of why employees feel psychological resistance when they are forced to accept the practice of employee monitoring. In addition, this study explored the relationship between CPM and trust, and offer support and verification to prior studies. Practical implications – For practitioners, the findings help organizations to improve the performance of their employees and to design a more effective environment for employee monitoring. Originality/value – A research model was proposed to study the impacts of CPM on employee monitoring, after a broad survey on related researches. The validated model and its corresponding study results can be referenced by organization managers and decision makers to make favorable tactics for achieving their goals of implementing employee monitoring.

“Knowledge management practices” as moderator in the relationship between organizational culture and performance in information technology companies in India

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Timothy Shea ◽  
Syed Aktharsha Usman ◽  
Sengottuvel Arivalagan ◽  
Satyanarayana Parayitam
Keyword(s):  
Information Technology ◽  
Organizational Culture ◽  
Knowledge Management ◽  
Organizational Performance ◽  
Management Practices ◽  
Self Report ◽  
Content Type ◽  
And Performance ◽  
Information Technology Companies ◽  
The Relationship

Purpose The purpose of this study is to empirically examine knowledge management (KM) practices as a moderator in the relationship between organizational culture and performance. The effect of four types of organizational culture on organizational performance was studied. In addition to direct effects, most importantly, KM practices as a moderator in strengthening the culture-performance relationship were empirically examined. Design/methodology/approach A carefully crafted survey instrument was distributed and data was collected from 1,255 respondents from 10 information technology companies in India. After checking the psychometric properties of the instrument, this paper performs hierarchical regression to test hypotheses. Findings The results reveal that: cooperative culture, innovative culture, consistent culture and effectiveness culture were all positively and significantly related to organizational performance; KM practices were positively and significantly related to organizational performance, KM practices moderate the relationship between various dimensions of organizational culture and organizational performance. Research limitations/implications As with any survey-based research, the present study suffers from the problems associated with self-report measures. These are common method bias and social desirability bias. However, this study attempts to minimize these limitations by following appropriate statistical techniques. Practical implications This study contributes to both practicing managers and the literature on KM and organizational culture. The study suggests that managers use KM practices, which are all-pervasive and very important for improving organizational performance. The results highlight the importance of implementing KM practices in organizations. Originality/value This study provides new insights into the importance of KM practices in achieving sustained competitive advantage by achieving organizational effectiveness. To the knowledge, the importance of KM practices is underemphasized in organizational culture research.

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