The Influence of Information Technology on Organizational Behavior

This paper attempts to examine the effects of virtual team dimensions on social identities of its members. A review of the literature shows that the geographically dispersed, culturally diverse as well as temporary dimensions of virtual teams do not match with their stability as members have different ethnic, social, or cultural backgrounds. Sources like culture, place, and time seem to continuously acquire social identities. Due to the importance of social identity, an attempt has been made to examine its influence on organizational variables (i.e. job satisfaction, job involvement, job commitment, and organizational citizenship behavior). Questionnaire-based data have been accomplished from 149 members of 44 teams. The hypothesized relationships among the proposed variables are tested via a structural equation model (SEM). Results show that the geographically disperse and culturally diverse variables are negatively related to the social identity as against those of temporary and organizational variables which are related positively.

Download Full-text

The Influence of Information Technology on Organizational Behavior

International Journal of e-Collaboration ◽

10.4018/jec.2011040102 ◽

2011 ◽

Vol 7 (2) ◽

pp. 19-34 ◽

Cited By ~ 6

Author(s):

Babak Sohrabi ◽

Aryan Gholipour ◽

Behnam Amiri

Keyword(s):

Social Identity ◽

Organizational Behavior ◽

Virtual Teams ◽

Organizational Citizenship Behavior ◽

Structural Equation ◽

Culturally Diverse ◽

Equation Model ◽

Social Identities ◽

Citizenship Behavior ◽

Organizational Variables

This paper attempts to examine the effects of virtual team dimensions on social identities of its members. A review of the literature shows that the geographically dispersed, culturally diverse as well as temporary dimensions of virtual teams do not match with their stability as members have different ethnic, social, or cultural backgrounds. Sources like culture, place, and time seem to continuously acquire social identities. Due to the importance of social identity, an attempt has been made to examine its influence on organizational variables (i.e. job satisfaction, job involvement, job commitment, and organizational citizenship behavior). Questionnaire-based data have been accomplished from 149 members of 44 teams. The hypothesized relationships among the proposed variables are tested via a structural equation model (SEM). Results show that the geographically disperse and culturally diverse variables are negatively related to the social identity as against those of temporary and organizational variables which are related positively.

Download Full-text

Antecedents of Sustainable Performance in Manufacturing Organizations: A Structural Equation Modeling Approach

Sustainability ◽

10.3390/su13020897 ◽

2021 ◽

Vol 13 (2) ◽

pp. 897

Author(s):

Noor Ullah Khan ◽

Wenya Wu ◽

Roselina Binti Ahmad Saufi ◽

Nur Ain Ayunni Sabri ◽

Ashfaq Ahmad Shah

Keyword(s):

Organizational Behavior ◽

Organizational Citizenship Behavior ◽

Structural Equation ◽

Management Practices ◽

Environmental Management System ◽

Manufacturing Firms ◽

Citizenship Behavior ◽

Equation Modeling ◽

Sustainable Performance ◽

The Relationship

Sustainability is integral for organizations to manage environmental issues. Environmental awareness among stakeholders builds pressure on manufacturers to adopt green human resource management practices (GHRMPs), environmental management system (EMS), and foster organizational citizenship behavior for the environment (OCBE) to improve sustainable performance (SP). This study investigates the mediating effects of OCBE and EMS on the relationship between GHRMP and SP among ISO14001-certified manufacturing firms and SP. The quantitative design employed, and data of 227 respondents were analyzed via the SEM technique using AMOS 24™. Thus, findings revealed that GHRMP is positively related to SP, while OCBE and EMS partially mediated the relationship between GHRMP and SP among ISO14001-certified Malaysian manufacturing firms. This study makes novel academic and practical contributions to green HRM, organizational behavior, and sustainable performance. However, this study also has some limitations.

Download Full-text

Does family come first? Family motivation-individual’s OCB assessment via self-efficacy

Personnel Review ◽

10.1108/pr-01-2019-0031 ◽

2019 ◽

Vol 49 (6) ◽

pp. 1287-1308

Author(s):

Waheed Ali Umrani ◽

Imdad Ali Siyal ◽

Umair Ahmed ◽

Ghulam Ali Arain ◽

Hassan Sayed ◽

...

Keyword(s):

Organizational Behavior ◽

Organizational Citizenship Behavior ◽

Self Efficacy ◽

Structural Equation ◽

Work And Family ◽

Faculty Members ◽

Citizenship Behavior ◽

Equation Modeling ◽

Public And Private ◽

Content Type

Purpose The purpose of this paper is to investigate the perceptions of faculty members about the influence of family motivation on their self-efficacy and organizational citizenship behavior-individual (OCBI). Design/methodology/approach The proposed model was tested on a sample of 353 faculty members from different public and private universities of Pakistan. Partial least squares structural equation modeling was used to analyze data. Findings Surprisingly, results reveal that family motivation was not positively related to faculty members’ OCBI; instead, this relationship is fully mediated by self-efficacy. The findings suggest that it is employees’ self-efficacy belief through which their family motivation translates to their increased OCBI. This study also finds that supporting the family is a powerful source of motivation to work, offering meaningful practical and theoretical implications for policy-makers, leaders, managers and researchers on the new dynamics of work and family engagements. Originality/value The study contributes to human resource management (HRM) and organizational behavior (OB) literatures by providing some useful practical implications for managers and HRM and OB consultants who are interested in understanding the underlying psychological mechanisms (i.e. self-efficacy) through which employees’ family motivation results in the increased OCBI.

Download Full-text

The Effect of Innovation and Participation as Workplace Values on Job Satisfaction and the Mediating Effect of Psychological Ownership

SAGE Open ◽

10.1177/21582440211061530 ◽

2021 ◽

Vol 11 (4) ◽

pp. 215824402110615

Author(s):

Mustafa Aslan ◽

Hulya Atesoglu

Keyword(s):

Job Satisfaction ◽

Organizational Behavior ◽

Organizational Citizenship ◽

Organizational Citizenship Behavior ◽

Mediating Effect ◽

Psychological Ownership ◽

Citizenship Behavior ◽

Organizational Variables ◽

Mediating Role ◽

Workplace Values

Job satisfaction is an important construct in the organizational behavior domain because it affects several organizational variables, such as performance, organizational citizenship behavior, and organizational commitment. This study investigates the effect of innovation and participation as workplace values on job satisfaction and the mediating role of psychological ownership. Participants ( N = 316) were adults working at different hotels in Antalya, Turkey. The results show innovation and participation as workplace values manifest their effects on job satisfaction through psychological ownership. Moreover, psychological ownership, along with participation, is one of the best estimators of job satisfaction, while participation is the best estimator of psychological ownership among studied variables.

Download Full-text

Transformational leadership and organizational citizenship behavior: Modeling emotional intelligence as mediator

Management & Marketing ◽

10.1515/mmcks-2017-0034 ◽

2017 ◽

Vol 12 (4) ◽

pp. 571-590 ◽

Cited By ~ 3

Author(s):

Nauman Majeed ◽

T. Ramayah ◽

Norizah Mustamil ◽

Mohammad Nazri ◽

Samia Jamshed

Keyword(s):

Higher Education ◽

Emotional Intelligence ◽

Transformational Leadership ◽

Organizational Behavior ◽

Organizational Citizenship ◽

Organizational Citizenship Behavior ◽

Structural Equation ◽

Behavior Modeling ◽

Citizenship Behavior ◽

Positive Effects

Abstract Leadership and organizational citizenship behavior (OCB) stayed at pinnacle in the arena of organizational behavior research since decades and has attained significant consideration of scholars pursuing to define multifaceted dynamics of leadership and their influence on follower’s behavior at work. The voluntary behavior of Organizational citizenship improves organizational effectiveness, and it goes beyond formal job duties. This study attempts to explore the association amongst transformational leadership and organizational citizenship behavior of teachers in public sector higher education institutions in Pakistan. Study of organizational citizenship behavior in educational organizations and academicians is of high value that definitely requires attention. This study examines the direct and indirect influence of transformational leadership through exploring the mediating role of emotional intelligence. The model was tested by employing structural equation modelling technique on survey responses collected from academicians. Results from 220 responses indicated that relationship between transformational leadership and Organizational Citizenship Behavior is statistically significant where Emotional Intelligence plays an important role as a mediator. The results support and add to the positive effects of transformational leadership style interconnected with extra role behavior at work making it more meaningful. The findings make a significant contribution to leadership and organizational behavior literature in higher education sector and propose that organizations should implement practices that help in enhancing the level of organizational citizenship behavior in organizations.

Download Full-text

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

Journal of Knowledge Management ◽

10.1108/jkm-06-2020-0482 ◽

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.

Download Full-text

Job insecurity and performance: the mediating role of organizational identification

Personnel Review ◽

10.1108/pr-05-2016-0120 ◽

2017 ◽

Vol 46 (8) ◽

pp. 1508-1522 ◽

Cited By ~ 24

Author(s):

Beatrice Piccoli ◽

Antonino Callea ◽

Flavio Urbini ◽

Antonio Chirumbolo ◽

Emanuela Ingusci ◽

...

Keyword(s):

Social Identity ◽

Organizational Citizenship Behavior ◽

Organizational Identification ◽

Structural Equation ◽

Job Insecurity ◽

Theoretical Perspective ◽

Contextual Performance ◽

Citizenship Behavior ◽

Equation Modeling ◽

Content Type

Purpose The purpose of this paper is to extend knowledge about theoretical explanations of the job insecurity-performance relationship. Specifically, the authors examine how and why job insecurity is negatively associated with task and contextual performance (i.e. organizational citizenship behavior) and whether organizational identification may account for these relationships. Design/methodology/approach The mediational hypotheses were examined using structural equation modeling in a heterogeneous sample of Italian employees. Findings Consistent with social identity theory, results show that job insecurity is related to reduced levels of identification with the organization and, consequently, to low task and contextual performance. These findings suggest that employees’ behaviors in job insecure contexts are also driven by evaluations about the perceived belongingness to the organization. Practical implications The research supports initial evidence that it is possible to prevent low performance resulting from job insecurity by designing interventions to boost organizational identification. By ensuring a sense of belonging and providing a positive basis for employees’ social identity, managers may increase involvement and attachment to the organization. Originality/value This study provides a deeper understanding of behavioral reactions to job insecurity and adds a path unexplored so far, by introducing a theoretical perspective from social psychology. Job insecurity may represent a specific condition that leads organizational identification to be a key mechanism for employees and their behaviors.

Download Full-text

The power of shared positivity: organizational psychological capital and firm performance during exogenous crises

Small Business Economics ◽

10.1007/s11187-021-00506-4 ◽

2021 ◽

Author(s):

Ann-Christin Grözinger ◽

Sven Wolff ◽

Philipp Julian Ruf ◽

Petra Moog

Keyword(s):

Organizational Behavior ◽

Organizational Citizenship ◽

Organizational Citizenship Behavior ◽

Structural Equation ◽

Psychological Capital ◽

Citizenship Behavior ◽

Psychological Resources ◽

Intangible Resources ◽

Equation Modelling ◽

Difficult Situations

AbstractThis study examines the influence of organizational psychological capital on the performance of small and medium-sized companies (SMEs) during crises. We argue that SMEs use their intangible resources to cope with difficult situations such as the COVID-19 pandemic. Therefore, we investigate how organizational psychological capital impacts performance and creative innovation through such intangible resources, namely, organizational citizenship behavior, solidarity, and cooperation. Methodologically, we combine structural equation modelling and regression analysis on a dataset of 379 SMEs. Our results support the notion that organizational psychological capital positively influences creative innovation of SMEs and thus performance during crises. Our research contributes to the organizational behavior literature by showing that psychological resources of SMEs can strengthen performance in times of crisis and help to prepare for future ones.

Download Full-text

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

International Journal of Contemporary Research and Review ◽

10.15520/ijcrr/2018/9/08/582 ◽

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.

Download Full-text