THE ROLE OF EMPLOYEE INCENTIVES AND MOTIVATION ON ORGANISATIONAL INNOVATIVENESS IN DIFFERENT ORGANISATIONAL CULTURES

2021 ◽  
pp. 61-92
Keyword(s):  
Employee Incentives ◽  
Organisational Cultures

scholarly journals THE ROLE OF EMPLOYEE INCENTIVES AND MOTIVATION ON ORGANISATIONAL INNOVATIVENESS IN DIFFERENT ORGANISATIONAL CULTURES

2019 ◽  
Vol 24 (04) ◽  
pp. 2050075
Author(s):  
PAAVO RITALA ◽  
MIKA VANHALA ◽  
KATJA JÄRVELÄINEN
Keyword(s):  
Empirical Study ◽  
Intrinsic Motivation ◽  
Extrinsic Motivation ◽  
Market Culture ◽  
Intrinsic And Extrinsic Motivation ◽  
Employee Incentives ◽  
Technology Industries ◽  
Finnish Firms ◽  
Organisational Cultures

Organisational innovativeness is known to be affected by employee incentives and motivation, but the evidence is inconclusive regarding the organisational contexts and contingencies where this phenomenon takes place. To examine this issue, we adopt the Competing Value Framework of four types of organisational cultures, and hypothesise differences in the incentives–motivation–innovativeness relationships. Using an empirical study of 425 Finnish firms in technology industries, we found in general that intangible and tangible incentives facilitate both intrinsic and extrinsic motivation, but only intrinsic motivation leads to improved organisational innovativeness. Testing our model for subsamples that included clan, adhocracy, market, and hierarchy cultures, we found that results vary considerably between those. First, incentives have different implications to motivation under different organizational cultures. Further, intrinsic motivation leads to innovativeness under adhocracy, clan, and market culture, but not under hierarchy culture, and extrinsic motivation does not lead to innovativeness under any culture.

scholarly journals Institutional framework’s moderation of the effects of cultures fit on allies’ trust: Case of international alliances

2019 ◽  
Vol 6 (3) ◽  
pp. 85-94
Author(s):  
Imen Jayari ◽  
Mehrez Chaher
Keyword(s):  
Empirical Analysis ◽  
Causal Model ◽  
Intangible Assets ◽  
Institutional Framework ◽  
National Cultures ◽  
Cultural Fit ◽  
International Alliances ◽  
Organisational Cultures ◽  
Moderating Role

This paper is an attempt to illuminate the effect of fit between allies’ cultures on their trust and to analyse the moderating role of institutional framework on this effect. A quantitative empirical analysis, adopting a hypothetico-deductive approach, was carried out in order to validate the causal model. The results, declined from a collected data by a survey distributed to 114 international alliances, evince that the cultural fit of allies influences positively the trust between themselves. Besides, they highlight the role of the institutional framework which moderates positively and reinforces the effect of the allies’ cultures compatibility on the trust between themselves. This can be explained by the fact that the rigour of the institutional framework represents for allies a guarantee of their tangible and intangible assets’ protection and collaboration. Keywords: Organisational cultures fit, national cultures fit, intercultural intelligence, mistrust, goodwill.

scholarly journals Improving Company Production: The Role of Organizational Incentives in Enhancing Employee Discretionary Effort

2015 ◽  
Vol 4 (1) ◽  
pp. 130-135
Author(s):  
Max Black
Keyword(s):  
Future Research ◽  
Employee Productivity ◽  
Test Results ◽  
Discretionary Effort ◽  
Professional Worker ◽  
Career Experience ◽  
Employee Incentives ◽  
Experience Survey ◽  
The Relationship

The purpose of this paper is to study the relationship between organizational incentives and employee discretionary effort. To examine this relationship data collected from 753 individual employees from 2003-2004 composing the Professional Worker Career Experience Survey, (PWCES) United States, was analyzed through a linear regression test. Results indicate a significant positive relationship between organizational incentives and employee discretionary effort. When organizational incentives increase, so does employee discretionary effort. The results of this study suggest that as businesses increase employee incentives, employee proactivity and satisfaction will increase.  An increase in employee satisfaction results in increased employee productivity and company profitability. Possible limitations and future research on the measurement and study of discretionary effort are reviewed.

Role of dactinomycin in the improved survival of children with Wilms' tumor

JAMA ◽  
1966 ◽  
Vol 195 (12) ◽  
pp. 1005-1009 ◽  
Author(s):  
D. J. Fernbach
Keyword(s):  
Wilms Tumor

Role of the allergist in diagnosis and management of patients with uveitis

JAMA ◽  
1966 ◽  
Vol 195 (3) ◽  
pp. 167-172 ◽  
Author(s):  
T. E. Van Metre
Keyword(s):  
Diagnosis And Management

The power of norms to sway fused group members

2018 ◽  
Vol 41 ◽  
Author(s):  
Winnifred R. Louis ◽  
Craig McGarty ◽  
Emma F. Thomas ◽  
Catherine E. Amiot ◽  
Fathali M. Moghaddam
Keyword(s):  
Evolutionary Anthropology ◽  
Normative Systems ◽  
Violent Extremism ◽  
Identity Fusion ◽  
Group Members

AbstractWhitehouse adapts insights from evolutionary anthropology to interpret extreme self-sacrifice through the concept of identity fusion. The model neglects the role of normative systems in shaping behaviors, especially in relation to violent extremism. In peaceful groups, increasing fusion will actually decrease extremism. Groups collectively appraise threats and opportunities, actively debate action options, and rarely choose violence toward self or others.

Elaborating the role of reflection and individual differences in the study of folk-economic beliefs

2018 ◽  
Vol 41 ◽  
Author(s):  
Kevin Arceneaux
Keyword(s):  
Decision Making ◽  
Individual Differences ◽  
Cognitive Processes ◽  
Evolutionary History ◽  
Behavioral Responses ◽  
History Of ◽  
Economic Beliefs

AbstractIntuitions guide decision-making, and looking to the evolutionary history of humans illuminates why some behavioral responses are more intuitive than others. Yet a place remains for cognitive processes to second-guess intuitive responses – that is, to be reflective – and individual differences abound in automatic, intuitive processing as well.

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