Servant Leadership and the Spirituality of Music in Crisis Management

The ways in which organizations manage crises can find significant analogies in the musician's process of improvisation, involving a continuous leader-follower interaction that displays the typical traits of servant leaders fueled by spirituality. The analogy with musical improvisation is the thread that runs through this chapter, which analyzes servant leadership in organizational orchestration with reference to current issues such as distributed work. The conditions that can enable the development of servant organizations are identified, modeling the different contextual dimensions with reference to organizational performance, also with respect to other leadership styles. These enabling factors are also declined with respect to agile management practices and the convergence between spiritual leadership and servant leadership. New research directions are identified: this transformative historical moment offers a unique opportunity to develop in-depth causal inferences about how servant leadership creates ethical and organizational value.

Innovation among entrepreneurial SMEs during the COVID-19 crisis in Iran

COVID-19 is affecting the development of the global economy and threatening the survival of SMEs worldwide. In light of the current situation, this paper examines the factors affecting product and process innovation in SMEs during the COVID-19 crisis. We carried out a simple random sample of 185 SME entrepreneurs in Ardakan, Iran, using a multivariate regression analysis. The results showed that experience is one of the most important factors affecting innovation. Organization size and age were negatively associated with process innovation during the current crisis. Moreover, the findings reveal that training to facilitate cooperation as well as higher commitment to R&D can lead to greater innovation. An important conclusion is that, during the COVID-19 pandemic, government efforts to encourage SMEs to create new products helped them to withstand the crisis. The study suggests that, during the COVID-19 crisis, embracing innovation as a core organizational value helped SMEs to remain competitive.

Organizational Culture and Hotel-Quality Services Delivery in Enugu Metropolis, Enugu; Nigeria

Organizational culture is the collection of business practices, ethics, processes, and interactions that make up the work environment more favorable and productive. Due to the pivotal role organizational culture plays in the hotel business, managers and hotel owners invest heavily in human and material resources to bridge the communication gap. However, there are still inconsistencies and lacuna between the employer and employees in the hotel industry in Enugu Metropolis which do result in a hostile and unpleasant working environment leading to poor service delivery. This study examined the relationship that exists between organizational culture and hotels quality service delivery in Enugu Metropolis, Enugu State. The study adopted a descriptive survey research design and data were collected from respondents with the aid of a structured questionnaire. Collected data were analyzed using the arithmetic mean. Hypotheses were tested using Pearson Product Moment correlation Coefficient via Statistical Packages for Social Science (SPSS 23). Findings showed that there is a significant relationship between organizational behavior and quality service delivery in hotels in Enugu Metropolis. The study concluded that organizational culture has a great impact on the quality of services hotels in Enugu Metropolis offers to the customer, and recommended that management of hotels in Enugu Metropolis should inculcate the organizational value and international best practices to the functionality of her staff as that will help sell out the organizational image to the satisfaction of their customers which is ultimate in the hotel business.

Climate change: An increase in norms for inclusion predicts greater fit and commitment for women in STEM

In male-dominated STEM fields, workplace culture is often cited as a factor for women’s attrition. In the present research, we used longitudinal field data to examine how changes in the perceived normative support for gender-inclusive policies and practices over 6 months relate to changes in women’s and men’s experiences of fit and commitment to their organization. Longitudinal analyses of survey data from a sample of 181 engineers revealed that increased perceptions of support for gender-inclusive policies and practices predicted increased organizational commitment only among women, an effect that was mediated by an increase in organizational value fit. Additional analyses suggest that perceptions of change in normative attitudes toward inclusive policies were more predictive of women’s organizational commitment than the awareness that the policies were in place or that one has personally benefitted from them. The implications of an inclusive workplace culture for supporting women’s retention in STEM are discussed.

Dokumen Bisnis Sosial yang Efektif Dalam Komunikasi Organisasi

Information is one of the key sources of organizational value. As information carriers, documents, in some form, store the majority of business information. With the widespread introduction of social software in companies, much information is now created in social applications; leading social content to become one of the fastest growing content types. As with other content types, social content must be managed in order to realize its value and to minimize information risks. However, there is a lack of understanding about what social documents really are, what distinguishes them, and how they should be differentiated from other social content. Therefore this study examines social business documents by differentiating between social content and social documents and analyzes the characteristics of social documents. From this a working definition of social business documents is developed and challenges for their management are outlined.

Corporate social responsibility in the wake of COVID-19: multiple cases of social responsibility as an organizational value

Purpose Although corporate social responsibility is a well-researched concept, very few studies have studied organizational social responsibility in the face of internal/external crises. Therefore, this paper aims to examine various firms' organizational social responses to COVID-19 as an external crisis, particularly in terms of the way organizations use their resources to address social problems and the real intention behind these, and the changing organizational drivers influencing such behaviors. Design/methodology/approach The authors explore the initiatives of seven organizations from three different industries in several countries and their actions in the wake of the COVID-19 pandemic. A case study approach was taken to collect data and reach a conclusion. A combination of interviews, online communication using semi-structured questionnaires and documentary information available in the public domain was used to collect data and analyze and triangulate the events. Findings Similar internal resources and capacities of the seven organizations resulted in similar responses as they launched proactive initiatives to prepare sanitizers. This research indicates that these organizations pursued other goals besides economic one. When society needed help, these organizations responded quickly, using and reorganizing their resources to assist communities in need. Different organizations from different sectors all behaved in a similar manner, making genuine contributions to the pandemic as each was uniquely capable of doing. These organizations also used their unique capabilities to offer their resources to local communities and governments. Originality/value During the COVID-19 pandemic, efforts by corporate entities to facilitate social reform and recovery have been seen around the globe. The findings could help in understanding the responses of organizations engaging in socially responsible behaviors to overcome external crises. This paper also identifies changing organizational values and their possible impact on society and overall industry philanthropy practices in the future.

Modelling organizational conflict processes: the organizational value of employee commitment and the moderating role of transformational leadership

Purpose The purpose of this paper is to model the nature of intra-group conflicts and to show how conflict process phases that are beneficial to the organization can be supported and how disadvantageous conflict process phases can be prevented or managed. Task (process) and relationship conflicts can appear alternately in the same conflict process, so the overperformance cannot be estimated by the number of intra-group conflicts alone. By exploring the intra-group conflict processes, the author can identify patterns of employee commitment that can increase, mitigate or prevent certain phases of conflict processes. Design/methodology/approach The study presents three intra-group conflicts from the same multinational company using the narrative tool. Qualitative methods are particularly suitable for modeling feelings, thoughts, fears and workplace attitudes. The cases come from the immediate managers of the conflict-affected groups. Findings The process of intra-group conflicts can typically be divided into four phases: task (process) conflict; relationship conflict; task (process) conflict; end of conflict (end of teeming). Task conflict, which provides overperformance for the organization, is supported by the employees’ normative and professional commitment, while the prevention of relationship conflict, which is detrimental to performance, is supported by increasing the employees’ affective commitment. The relationship between affective commitment and relationship conflict is moderated by transformational leadership. Finally, the minimum of team performance is affected by both the degree of relationship conflict and the lack of affective commitment, while the maximum of team performance is positively affected by the degree of task (process) conflict and the employees’ normative and professional commitment. Research limitations/implications In the future, the results should be confirmed by researches using quantitative methods. Practical implications The results suggest to managers that enhancing employees’ affective commitment is primarily important for preventing the disadvantageous relationship conflicts, while enhancing their normative and professional commitment is important for fostering the performance-related task conflict. The results show that increasing commitment goes beyond the organizational value of employees’ loyalty alone, and also highlight the importance of training and development. Originality/value In the literature on intra-group conflicts, most studies treat task and relationship conflicts independently of each other in conflict processes. This paper shows that both conflicts can be part of the same process at the same time. In addition, little research had addressed how employee commitment reduces or increases the certain phase of a specific type of conflict process.

Impacts of Accountability, Integrity, and Internal Control on Organizational Value Creation: Evidence from Malaysian Government Linked Companies

Credible and well-functioning governance is crucial for the value creation of firms. Recently, private sectors have undergone substantial changes by focusing on good governance as a tool to enhance value, reputation, and image. The primary features of firms with good governance include greater emphasis on accountability practices, proper implementation of a corporate integrity system, and sound internal controls in place to avoid risk and to ensure policy and procedures that are complied. Government Linked Companies (GLCs) as the backbone of the Malaysian government have been harshly criticised for not being able to create value(s) despite receiving high priority in the process of getting government projects. Therefore, this study aims to examine the role of good governance systems, which are reflected through accountability systems, corporate integrity systems, and internal control systems towards value creation of Malaysian GLCs. This study collected primary data based on a set of questionnaire survey among 100 GLCs in Malaysia. Based on the regression analysis, this study found that corporate integrity systems and internal control systems were vital elements in ensuring value creation in GLCs.