Values Enactment in Organizations: A Multi-Level Examination

2008 ◽  
Vol 34 (4) ◽  
pp. 806-843 ◽  
Author(s):  
Melissa L. Gruys ◽  
Susan M. Stewart ◽  
Jerry Goodstein ◽  
Mark N. Bing ◽  
Andrew C. Wicks
Keyword(s):  
Longitudinal Data ◽  
Hierarchical Linear Modeling ◽  
Organizational Values ◽  
Work Life ◽  
Organizational Productivity ◽  
Linear Modeling ◽  
Individual Values ◽  
Multi Level ◽  
Low Levels

Business writers and practitioners recommend that core organizational values be integrated into employee work life for enhanced organizational productivity, yet no published studies have empirically examined the antecedents and outcomes of values enactment. Using longitudinal data on 2,622 employees, hierarchical linear modeling (HLM) results revealed that tenure and department-level values enactment were significant predictors of individual values enactment. Furthermore, employees who demonstrated high levels of values enactment were less likely to leave, and employees of high or low levels of values enactment in departments whose levels of values enactment matched their own were the most likely to be promoted.

How to Perform Idiographic and a Combination of Idiographic and Nomothetic Approaches

2010 ◽  
Vol 218 (3) ◽  
pp. 166-174 ◽  
Author(s):  
Michaela Schmidt ◽  
Franziska Perels ◽  
Bernhard Schmitz
Keyword(s):  
Time Series ◽  
Longitudinal Data ◽  
Hierarchical Linear Modeling ◽  
Self Regulation ◽  
Training Group ◽  
Group Level ◽  
Linear Modeling ◽  
Individual Level ◽  
Cross Correlations ◽  
Time Series Analyses

The aim of the study is to combine and compare person-oriented and nomothetic approaches to analyze longitudinal data with time series analyses and hierarchical linear modeling (HLM). Based on the evaluation of an intervention study both approaches were used to compare individual and group data. In this study, a training was implemented to foster students’ self-regulation and selected results were presented at the individual and group level for the variables planning and motivation. To analyze data with time series analysis, cross-correlations and trend analyses were conducted. Cross-correlations revealed similar results on the aggregated and individual level whereas trend analysis indicated different results of these two levels. Results of HLM analyses for longitudinal data suggested that students’ motivation has more influence than the type of training group on students’ planning. The findings demonstrate that individual and group-level results differ and that both methods have different focuses. This means that it is useful to combine time series analyses and HLM approaches when analyzing longitudinal data.

Multi-level analysis of knowledge transfer: a knowledge recipient’s perspective

2014 ◽  
Vol 18 (4) ◽  
pp. 758-776 ◽  
Author(s):  
Minhyung Kang ◽  
Yong Sauk Hau
Keyword(s):  
Social Capital ◽  
Social Network ◽  
Knowledge Transfer ◽  
Hierarchical Linear Modeling ◽  
Negative Impact ◽  
Three Dimensions ◽  
Linear Modeling ◽  
Content Type ◽  
Individual Level ◽  
Multi Level

Purpose – The purpose of this paper is to adopt the recipient’s perspective to explore multi-level antecedents’ effects on knowledge transfer using social capital and social network theories. Design/methodology/approach – Social network and general attribute survey responses from 331 employees were analyzed through hierarchical linear modeling to verify the study’s multi-level research model and hypotheses. Findings – A recipient’s trust in colleagues positively influences knowledge transfer and company tenure has a negative impact. At a dyadic level, the perceived expertise of a source, in addition to strength of ties, exerts a positive effect on knowledge transfer. Additionally, a recipient’s network centrality moderates the effects of dyadic relationships on knowledge transfer. Research limitations/implications – This study deepened the current understanding of the role of social capital in knowledge transfer from a recipient’s perspective. Three dimensions of a recipient’s social capital respectively showed significant, but different types of influence on knowledge transfer. Interaction effects between individual and dyadic level antecedents should be considered as well. Practical implications – Both a strong tie at a dyadic level and a diverse network at an individual level should be nurtured to facilitate knowledge transfer. In addition, bi-directional knowledge transfer between seasoned employees and new employees should be promoted. Originality/value – Most studies have focused on motivating a knowledge source, assuming that a recipient is always ready to adopt a source’s knowledge. To reduce this bias, the current study examined social capital’s role in knowledge transfer from a recipient’s perspective.

scholarly journals ETHICAL LEADERSHIP VERSUS PERCEIVED ORGANISATIONAL POLITICS AND WORK NEGLECT: A TIME LAGGED MULTI-LEVEL SURVEY

2020 ◽  
Vol 8 (4) ◽  
pp. 1081-1114
Author(s):  
Ufuk BAŞAR
Keyword(s):  
Hierarchical Linear Modeling ◽  
Ethical Leadership ◽  
Self Report ◽  
Modeling Technique ◽  
Linear Modeling ◽  
Multi Level ◽  
Time Lagged ◽  
The Relationship ◽  
Negative Relationships ◽  
Organisational Politics

This research aimed to uncover whether ethical leadership had a role in preventing perceived organisational politics and its undesired consequences, such as work neglect through employees' loyalty to the organisation. Data were collected from 418 employees who report to 52 supervisors and work at four different five-star hotels in Antalya, Turkey, using self-report questionnaires in three distinct periods. Because employees were nested in their leaders, data were analysed using Hierarchical Linear Modeling technique. Findings indicated that ethical leadership resulted in loyalty and perceived organisational politics resulted in work neglect. However, there were negative relationships between ethical leadership and perceived organisational politics and ethical leadership and work neglect. Perceived organisational politics mediated the relationship between ethical leadership and work neglect. Moreover, loyalty mediated the relationships between ethical leadership and perceived organisational politics and between ethical leadership and work neglect.

The Application of HLM to the Analysis of the Dynamic Interaction of Environment, Person and Behavior

1997 ◽  
Vol 23 (6) ◽  
pp. 795-818 ◽  
Author(s):  
Jeffrey B. Vancouver
Keyword(s):  
Hierarchical Linear Modeling ◽  
Dynamic Interaction ◽  
Goal Commitment ◽  
Dynamic Decision Making ◽  
Linear Modeling ◽  
Short Term ◽  
Level Data ◽  
Multi Level ◽  
And Performance ◽  
And Behavior

A multiple goal context was examined to assess the interaction of environment, person and behavior over time. Specifically, frequency of feedback was manipulated, and performance and goal commitment for a quality and a quantity goal were measured in a short-term, longitudinal study. One hundred fifteen participants were given the performance goals in a dynamic, decision-making task. Hierarchical linear modeling was used to test the hypotheses, which included both within and between person effects. Discussion focussed on the special issues related to the interpretation of these types of multi-level data and the self-regulating framework used to develop the hypotheses.

scholarly journals What drives firm profitability? A multilevel approach to the Spanish agri-food sector

2017 ◽  
Vol 15 (3) ◽  
pp. e0117 ◽  
Author(s):  
Ferdaous Zouaghi ◽  
Mercedes Sanchez-Garcia ◽  
Stefan Hirsch
Keyword(s):  
Hierarchical Linear Modeling ◽  
Geographical Location ◽  
Linear Modeling ◽  
Food Sector ◽  
Firm Level ◽  
Specific Effects ◽  
Firm Profitability ◽  
Technological Institutes ◽  
Specific Factors ◽  
Multi Level

Strategic management research has demonstrated the importance of firm- and industry structure as drivers of firm profitability. However, less is known about how firms´ geographical locations affect profitability. Applying a multi-level approach of hierarchical linear modeling we estimated firm-, industry-, and region-specific effects on profitability of 3,273 agri-food firms operating in different Spanish districts over the time span 2006-2013. The results reveal the dominance of firm-specific effects which contribute up to 48.8% to variance in firm profitability while the contribution of industry effects (0.8-4.2%), geographical location (0.1-1.8%), and year effects (0.1-2.5%) is rather small. Moreover, firm size, risk, and innovative activity turn out as significant profit drivers at the firm level. Although firm-effects outweigh industry- and region-specific factors, the results indicate that industry concentration as well as regional education and unemployment influence profitability. In addition, proximity to technological institutes as well as the degree of urbanization of the region in which a firm operates can be drivers of profitability. Hence, despite the superiority of firm effects the results indicate that agri-food managers should also consider possible advantages from location-based resources in order to ensure competitiveness.

Leader–follower pessimism (in)congruence and job satisfaction

2019 ◽  
Vol 40 (3) ◽  
pp. 381-398 ◽  
Author(s):  
Aldijana Bunjak ◽  
Matej Černe ◽  
Sut I Wong
Keyword(s):  
Job Satisfaction ◽  
Hierarchical Linear Modeling ◽  
Polynomial Regression ◽  
Linear Modeling ◽  
Implicit Leadership ◽  
Implicit Leadership Theory ◽  
Content Type ◽  
Leaders And Followers ◽  
Low Levels ◽  
Explanatory Mechanism

PurposeThe purpose of this paper is to examine the (in)congruence of leaders’ and followers’ cognitive characteristics (i.e. pessimism), followers’ identification with a leader and job satisfaction.Design/methodology/approachData from 291 working professionals are analyzed, following a series of hierarchical linear modeling and mediated polynomial regression analyses.FindingsPolynomial regression analysis results indicate that alignment (congruence) between leaders’ pessimism and followers’ pessimism, when both are at high levels, is related to low levels of job satisfaction. Further, leader–follower congruence at lower levels of pessimism leads to high levels of job satisfaction through the mediator of followers’ perceived identification with a leader.Originality/valueBy identifying (in)congruence of leader–follower pessimism as a key antecedent, and taking an explanatory mechanism of identification with a leader into account, the authors contribute to disentangling the conceptual paths that underlie the mode by which implicit leadership theory might explain instances of individual job satisfaction.

Signaling and social influence: the impact of corporate volunteer programs

2021 ◽  
Vol 36 (2) ◽  
pp. 183-196
Author(s):  
Yinyin Cao ◽  
Frits K. Pil ◽  
Benn Lawson
Keyword(s):  
Social Influence ◽  
Hierarchical Linear Modeling ◽  
Work Life ◽  
Linear Modeling ◽  
Content Type ◽  
Employee Reactions ◽  
Volunteer Experiences ◽  
Volunteer Programs ◽  
The Impact

PurposeThis study aims to provide insight on how work–life initiatives impact employees. Using corporate volunteer programs as an example, the authors examine the role of coworker social influence in shaping the reactions of both employee participants and non-participants of the program. The paper further identifies several factors that may moderate these relationships.Design/methodology/approachThe authors surveyed employees before and after the implementation of a new corporate work–life initiative. 99 employees provided data pre and post. OLS regression and hierarchical linear modeling were used to test hypothesized relationships.FindingsEven in the context of low participation, work–life initiatives engendered positive organization-related perceptions among employees. These positive outcomes were due in part to coworkers' sharing of their volunteer experiences and were most prominent for employees in positions that afforded flexibility, and employees who reported close ties with coworkers.Practical implicationsThe study deepens our understanding of employee reactions to work–life programs and underlines the importance of these programs even when employee participation is low. The role of coworker influence as a determinant of employee reactions suggests there may be value in purposefully fostering participants' sharing of volunteer experiences in the workplace.Originality/valueThis study takes a unique approach to examining the role of coworker influence in shaping employee reactions to corporate initiatives.

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