Organizational Challenges in the Public Sector. A Qualitative Study of the Swedish Armed Forces and Elderly Care

Society is continuously impacted by accelerating technical and social changes that challenge individuals, organizations, and societies. This appears to lead to the emergence of negative organizational behavior patterns that impose high levels of demands on employees. Firstly, the purpose of this study is to qualitatively examine how three organizational challenges—organizational anorexia, organizational greed, and organizational narcissism—are expressed in the Swedish public sector. Secondly, the Swedish Armed Forces and the field of elderly care are compared to discover additional organizational challenges by carrying out comparisons. The sample of organizations used is described in the Methods section. The study’s main findings show that these three organizational challenges have been experienced in different ways in these organizations. A new organizational challenge has appeared, organizational temporality, describing participants’ perceptions of time when carrying out their assigned tasks.

Knowledge sharing among academics: why organizational narcissism in higher education matters?

Purpose This paper aims to analyse the effects of organizational narcissism on four knowledge-sharing aspects among academics: publications, personal interactions, organizational communication and network interaction. Design/methodology/approach This research uses a sample of 288 research groups from public and private universities in Colombia. The study used structural equations by the partial least squares method (PLS). Findings The results indicate that organizational narcissism has a positive and significant influence on the four knowledge-sharing aspects analysed. The greatest effect of organizational narcissism is generated in organizational communication, followed by personal interactions, network interaction and publications. Originality/value This work contributes to developing the emerging theoretical perspective which gives greater attention to the analysis of organizational behaviours considered strategic given their potential to dynamize knowledge sharing as opposed to focusing on how publications are affected by fragments or specific aspects of organizational culture. The findings show organizational narcissism is one of such strategic behaviours. Moreover, the study sheds light on the controversy between positions for and against organizational narcissism, and the results contradict previous studies that highlight the negative repercussions of this organizational behaviour on publications. In addition, our work provides a perspective that allows for a broader view in evaluating the actual extent of the impact of organizational narcissism, which is not exclusively limited to the publication dimension. In this way, the research horizons of organizational narcissism are also expanded, as regrettably it was long seen as a phenomenon that occurred almost exclusively in the business context.