Measuring Wellbeing in Organizational Contexts

2021 ◽  
pp. 463-477
Author(s):  
Katharina Näswall ◽  
Jennifer Wong ◽  
Sanna Malinen
Keyword(s):  
Organizational Contexts

Small Group Research in Europe

2002 ◽  
Vol 7 (4) ◽  
pp. 265-274 ◽  
Author(s):  
Francisco Gil Rodríguez ◽  
Carlos María Alcover de la Hera
Keyword(s):  
Social Psychology ◽  
Work Teams ◽  
Rapid Development ◽  
Spanish History ◽  
Organizational Contexts ◽  
Scarce Resources ◽  
Long Period ◽  
Group Research ◽  
Important Field ◽  
Scientific Results

After a long period of scarce resources and a long delay in new scientific results suffered as a consequence of recent Spanish history, research concerning groups has experienced a rapid development over the last 15 years of the 20th century—the result of the late but then clear institutionalization of psychology into university structure. Although most research has been carried out at the very heart of social psychology and along the traditional lines of the field, a significant growth in the study of groups and work teams in organizational contexts can now be highlighted, coinciding with the tendency detected internationally during the last years. Beyond the normalization of group research in Spain, it is necessary to point out its excessive dependency in both theory and methodology on models and tools elaborated throughout North America and Europe. The present review closes with the proposal of creating a European formative curriculum for group psychologists in order to unify and promote research within this active and important field of psychology.

A tool for evaluating the risk of mobbing in organizational contexts: The "Val.Mob." scale

2008 ◽  
Author(s):  
P. Deitinger ◽  
C. Nardella ◽  
M. Bonafede ◽  
A. Aiello
Keyword(s):  
Organizational Contexts

Discovering a Rosetta Stone for Firm-Side Authenticity: An Empirical Investigation

2016 ◽  
Vol 5 (1) ◽  
Author(s):  
Ian Parkman ◽  
Samuel Holloway
Keyword(s):  
Competitive Advantage ◽  
Empirical Investigation ◽  
Identity Management ◽  
Academic Research ◽  
Corporate Identity ◽  
Organizational Contexts ◽  
Rosetta Stone ◽  
Innovation Capacity ◽  
Resources And Capabilities ◽  
Four Quadrant

While most academic research has considered authenticity from the consumers perspective, this paper proposes and tests a new empirical operationalization of Beverlands (2005) widely cited proposition that firm-side authenticity is…partly true and partly rhetorical (p.1008). Our study presents a model based on the Competitive Advantage (CA) that results from congruence between the partly true aspects of the firms internal culture, resources, and capabilities measured as Innovation Capacity (IC), alongside Corporate Identity Management (CIM) as the organizations partly rhetorical outwardly-directed corporate branding and marketing promotions activities. Our findings are interpreted through a four-quadrant Rosetta Stone framework for evaluating firm-side authenticity across organizational contexts and environments describing how high-IC/high-CIM (i.e., Authentic) firms create differentiation from low-IC/low-CIM Inauthentic organizations and low-IC/high-CIM Faux Imitators competitors who attempt to compensate for their lack of IC through increased investments in CIM.

scholarly journals Exploring the implementation of the Community for Successful Ageing (ComSA)program in Singapore: lessons learnt on program delivery for improving BioPsychoSocial health

2019 ◽  
Vol 19 (1) ◽  
Author(s):  
Su Aw ◽  
Gerald C. H. Koh ◽  
Chuen Seng Tan ◽  
Mee Lian Wong ◽  
Hubertus J. M. Vrijhoef ◽  
...  
Keyword(s):  
Organizational Factors ◽  
Dropout Rate ◽  
List Type ◽  
Successful Ageing ◽  
Implementation Framework ◽  
Organizational Contexts ◽  
Lessons Learnt ◽  
Implementation Stages ◽  
Program Characteristics ◽  
Interpretative Approach

Abstract Background The Community for Successful Ageing (ComSA) program has implemented overlapping BioPsychoSocial (BPS) components as part of a Community Development (CD) grassroots and volunteer-led initiative. Implementation of such multi-component programming is influenced by known program characteristics including novelty, complexity and observability as well as related organizational factors. As such, we explored ComSA CD’s implementation from the organizational perspective, seeking to inform program improvements. Methods We conducted four focus groups with program staff, partners and trainers (total N = 21 participants). Findings were analysed using an interpretative approach and synthesized into a line of argument informing lessons learnt. Results An implementation framework was identified. It is guided by considering the influence of known program characteristics across major themes, representing three core implementation stages. These and supporting sub-themes are elaborated in turn: Creating commitment toward the program was challenged by novelty and at times a lack of shared understanding of ComSA CD, particularly relating to the S component. Overall, cohesion within organizational contexts and having a strong rapport with the community (ability to engage) were needed to persuade volunteers and participants to commit to the program. Coordination and resource allocation were influenced by the complexity of interconnecting BPS components - requiring aligning communication between partners and adapting the BPS sequence, given the separated management structure of program trainers. Efficiency of resource utilization was constrained by the ability to pool and match resources given the limited manpower and community partners who worked-in-silo due to a KPI-centric culture. Collaborative program monitoring and appraisal increased observability of the program’s benefits, but depended on partners’ prior commitment. Despite appreciating its holistic BPS programming, dropout rate was used as a way to gauge program success, which has limited interpretability. Occasional uncertainty about the program value contributed to concerns about duplicating existing ageing programs, particularly those related to the B component. Conclusion Lessons learnt for improving BPS programming include (1) eliciting better participants’ buy-in and shared program vision, (2) increasing adaptability of BPS sequence and building a culture of shared values for working together (3) and developing comprehensive monitoring systems for program appraisal.

Collaboration Consequences: New Public Management and Police-Academic Partnerships

2021 ◽  
pp. 193672442098437
Author(s):  
Carrie B. Sanders ◽  
Debra Langan
Keyword(s):  
Policy Development ◽  
Public Management ◽  
Management Practices ◽  
New Public Management ◽  
Evidence Based ◽  
Organizational Contexts ◽  
Police Services ◽  
New Public ◽  
Academic Partnerships ◽  
Institutional Strategies

With increasing pressure on public organizations to demonstrate accountability, police services and public universities are being tasked with demonstrating how their institutional strategies are effective and economically efficient. In this paper, we draw on our own research collaborations with two different Canadian police services (Bluewater and Greenfield) on a similar community crime prevention strategy, Situation Tables. We illustrate how new public management practices are embedded in the political, economic, and organizational contexts that have inspired police-academic partnerships and invigorated the evidence-based policing movement in Canada. Our analysis illustrates how our partnerships were influenced by the performance strand of new public management that prioritizes the quantification of measures of outputs over qualitative evaluations of impact. We argue that these practices, if not interrogated, can jeopardize the integrity of evidence-based practice and policy development. Academic freedom must be retained when partnering with the police to ensure an examination of the implications of police practices.

Development of a Measure of Calculative Mindset (CM): Establishing a Nomological Net and Predictive Utility of the CM Measure

2021 ◽  
pp. 003329412110102
Author(s):  
Joongseo Kim ◽  
I. M. Jawahar ◽  
Brigitte Steinheider ◽  
Thomas Stone ◽  
Brandon Ferrell
Keyword(s):  
Organizational Citizenship ◽  
Factor Model ◽  
Five Factor Model ◽  
Experimental Studies ◽  
Field Research ◽  
Performance Outcomes ◽  
Work Behavior ◽  
Hierarchical Regression ◽  
Organizational Contexts ◽  
Personality Research

A calculative mindset (CM) describes the tendency to analyze and convert qualitative social values into numeric or monetary metrics and is a predisposition that shapes behaviors and actions of the employee. CM has been manipulated in experimental studies, but it has not been investigated in field research due to the absence of a scale to measure CM. In study 1, we followed Hinkin’s scale development protocol to conceptualize, develop, and validate a measure of CM to facilirate research in organizational contexts. In Study 2, we examined the relationship between CM and measures of performance, counterproductive work behavior (CWB), organizational citizenship behaviors (OCB), and in role-performance (IRP). Results from hierarchical regression analyses indicate that CM is related to these performance outcomes and explains incremental variance over established measures of the Five-Factor Model of personality. Implications for personality research, selection of human resources, and facilitation of an ethical workplace are discussed.

Pioneers in International Administration: A Prosopography of the Directors of the League of Nations Secretariat

2019 ◽  
Vol 13 (2) ◽  
pp. 190-227 ◽  
Author(s):  
Torsten Kahlert
Keyword(s):  
International Organizations ◽  
Large Scale ◽  
Second World War ◽  
League Of Nations ◽  
World War ◽  
Clear Trend ◽  
Organizational Contexts ◽  
Career Trajectories ◽  
Second World ◽  
Over Time

AbstractThis article investigates interwar internationalism from the perspective of the highest personnel of the first large-scale international administration, the League of Nations Secretariat. It applies a prosopographical approach in order to map out the development of the composition of the group of the section directors of the Secretariat over time in terms of its social and cultural characteristics and career trajectories. The analysis of gender, age, nationality, as well as educational and professional backgrounds and careers after their service for the League’s Secretariat gives insight on how this group changed over time and what it tells us about interwar internationalism. I have three key findings to offer in this article: First, the Secretariat was far from being a static organization. On the contrary, the Secretariat’s directors developed in three generations each with distinct characteristics. Second, my analysis demonstrates a clear trend towards professionalization and growing maturity of the administration over time. Third, the careers of the directors show a clear pattern of continuity across the Second World War and beyond. Even though the careers continued in different organizational contexts, the majority of the directors remained closely connected to the world of internationalism of the League, the UN world and its surrounding organizations. On a methodological level, the article offers an example of how prosopographical analysis can be used to study international organizations.

scholarly journals Organizational diversity: making the case for contextual interpretivism

2015 ◽  
Vol 34 (6) ◽  
pp. 496-509 ◽  
Author(s):  
W. J. Greeff
Keyword(s):  
Diversity Management ◽  
Internal Communication ◽  
Organizational Diversity ◽  
New Approach ◽  
Content Type ◽  
Organizational Contexts ◽  
Organizational Settings ◽  
Managing Diversity ◽  
Functional Aspects ◽  
Excellence Theory

Purpose – The purpose of this paper is to make a case for contextual interpretivism in managing diversity in organizational settings, specifically in its bearing on internal communication, going against the dominating functionalistic stance of venerated and ubiquitous approaches. Design/methodology/approach – Qualitative and quantitative methodologies were employed to explore the potential of contextual interpretivism within the mining and construction industries of South Africa, due to the fecund diversity context of its employee population. Findings – This paper points to the enriched understanding that could result from following a contextual interpretivistic approach to internal communication for diversity management, and in so doing discusses the ways in which this could take hold in organizations through the application of germane theoretical assertions of revered internal organizational communication literature, specifically the excellence theory and communication satisfaction. Research limitations/implications – The main limitation to this research is the restricted generalizability of its empirical research. Further research is required for the exploration of the central premise in other organizational contexts. Practical implications – The paper provides insights into the ways in which organizations could approach its diversity management so as to speak to more than just the functional aspects thereof, and rather to the importance of nurturing an understanding of employees’ interpretation of the organization’s diversity endeavors. Originality/value – The implications of applying a new approach to diversity management in organizational settings is discussed and argued, offering an empirical application thereof, which gives way to practical, data-driven recommendations for use in organizational settings.

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