Suchergebnisse

Acknowledgments -- Contents -- 1 Introduction -- References -- 2 Culture Across Disciplines -- 2.1 Psychology -- 2.2 Anthropology -- 2.3 Sociology -- 2.4 Business -- 2.5 Summary -- References -- 3 Toward an Operationalization of Culture -- 3.1 A Macro View of Culture -- 3.2 Approaching Culture -- 3.3 Creating Frameworks to Study Culture: The Nomological Network -- 3.4 Etic Versus Emic -- 3.5 Methodological and Measurement Challenges -- 3.6 Identifying Cultural Signatures: Surface Probes to Deep Dives -- 3.7 Geographical Context as Culture -- 3.8 Societal Cultures -- 3.9 Diverse/Heterogeneous Cultures -- 3.10 Characterizing Culture: Cultural Values and Beliefs -- 3.10.1 Culture as Values -- 3.10.2 Culture as Beliefs -- 3.10.3 Culture as Values and Beliefs -- 3.10.4 Other Cultural Characteristics -- 3.11 A Micro View of Culture -- 3.12 Culture as Presented Through Social Relationships -- 3.13 Summary: Operationalizing Culture for This Brief Series -- References -- 4 Organizations and Culture -- 4.1 Voluntary Versus Involuntary Membership with an Organization and Its Culture -- 4.1.1 Voluntary -- 4.1.2 Non-voluntary -- 4.2 Organizational Cultures -- 4.2.1 Organizational Cultures in Context -- 4.2.2 Perspectives on Organizational Culture -- 4.2.3 Leadership and Organizational Cultures -- 4.2.4 Organizational Culture Change -- 4.3 Multinational Corporations -- 4.4 Industry Cultures -- 4.5 Organizational Cultures Around Issues -- 4.5.1 Safety Culture -- 4.5.2 Health Culture -- 4.6 Intraorganizational Cultures -- 4.7 Team Cultures -- 4.8 Summary -- References -- 5 Work and Culture -- 5.1 Work: Person/Input -- 5.2 Work: Throughput/Process -- 5.2.1 Situated Cognition -- 5.2.2 Motivation -- 5.2.3 Work Values -- 5.2.4 Decision-Making -- 5.2.5 Negotiation -- 5.2.6 Justice -- 5.2.7 Trust -- 5.2.8 Commitment -- 5.3 Work: Outcomes

The effect of three components of organizational commitment - affective, continuance, and normative commitment - on four different dimensions of organizational citizenship behaviors and withdrawal were examined in two samples of engineers employed in mid-sized manufacturing companies. One sample (n = 151) was from the midwestern United States, while the other sample was from India (n = 159). The four dimensions of organizational citizenship behaviors - personal industry, individual initiative, interpersonal helping, and loyal boosterism - were found to have somewhat different relationships with the hypothesized predictors. Additionally, different patterns emerged in the two national samples. Affective commitment was the only component found to relate to either positive or negative organizational behaviors in the American sample, while all three components were differentially related to work behaviors in the Indian sample.

This monograph presents various approaches to understanding the multiple levels, layers, and definitions of culture, cross-cultural research, cross-cultural competence, the role of culture in organizations, organizational culture, and the role of multiple culture layers in individual workers' workplace attitudes, performance, and general experiences. Inaugurating the new series SpringerBriefs on Culture, Organizations, and Work, it establishes both fundamental and controversial ideas related to the myriad ways of studying these topics. It highlights the wide variety of conceptual approaches for studying culture, organization and work and brings to light some of the critical questions related to culture (at all units and levels of analysis) and their effect on both the workplace and the worker in order to present a coherent educational resource for practitioners and researchers alike.

This empirical research examines the effect of culture on the way people perceive and assign causes to events in organizations. It explores the idea that attributional biases and errors are moderated by a person's culture. Results supported proposed hypotheses; they showed that Indonesians, New Zealanders, and Canadians perceived their interdependent self-construal as salient, moderately salient, and least salient, respectively. Furthermore, self-construals moderated and mediated people's perceptions of organizational events. High-interdependents attributed negative organizational events to factors that are external, less controllable, thus had a more fatalistic outlook compared to Moderate-interdependents and Low-interdependents, respectively. In contrast, Low-interdependents attributed positive organizational events to more internal and stable factors compared to Moderate- and High-interdependents, respectively; they also perceived positive events as being controllable and caused by their own actions compared to High-interdependents. Implications for management practices in multinational organizations are discussed.

The objective of our study was to examine whether there are differences in how employees in six occupations (Accounting, Management Information Systems, Marketing, Production, and Secretarial/Clerical) describe the organizational culture in which they felt they would be most effective. The differences found within the context of one national culture were differences in degree rather than in kind. Members of each occupational group indicated that an organizational culture that emphasizes constructive interpersonal relationships, participative management, and values individual work initiative and task accomplishment is preferred. Management Information Systems emerged as having significantly more extreme preferences in their description of an ideal organizational culture. Additionally, it was found that the professional occupations had distinctly different degrees of preferences for specific types of organizational culture than the non-professional occupations. The dominant type of work (person-oriented vs. task-oriented) also had an effect on organizational culture preferences.

Purpose
The purpose of this paper is to fill the gap in the literature by exploring the perceived societal discrimination as an antecedent of perceived organizational discrimination, and investigating the impact of organizational culture (i.e. constructive, passive-defensive and aggressive-defensive culture norms) on perceptions of discrimination in the workplace.


Design/methodology/approach
A total of 176 American employees completed three surveys assessing perceived societal discrimination, perceived organizational discrimination and organizational culture online through Amazon Mechanical Turk. Data were analyzed using hierarchical multiple regression method.


Findings
Results suggest individuals' perceptions of discrimination in the workplace are influenced by both perceived discrimination in society and perceptions of behavioral norms related to organizational culture. Findings in the current study indicated individuals' attitudes and beliefs manifested in the societal context were carried into, and reflected in, the workplace. Additionally, beliefs related to organizational discrimination were found to be amplified or minimized depending on organizational culture; specifically, organizations dominated by culture norms reflecting behaviors related to individual security needs predicted higher levels, and culture norms reflecting behaviors related to meeting employee satisfaction needs predicted lower levels of perceived organizational discrimination.


Originality/value
This paper tested theoretical frameworks debated in the literature by exploring beyond institutional boundaries in the study of perceived discrimination by exploring perceived societal discrimination as an antecedent to perceived organizational discrimination. This project also is the first study (to authors' knowledge) to investigate the impact of organizational culture on perceived organizational discrimination.

This study explored how transformational leaders can enhance volunteers' proactive behavior in an all‐volunteer nonprofit organization. Based on Parker, Bindl, and Strauss's model of motivation, it was hypothesized that role breadth self‐efficacy, work values (self‐direction/stimulation and universalism/benevolence), and positive affect would mediate the transformational leadership—proactive behavior relationship. Data came from 141 volunteers in Brazilian chapters of an international not‐for‐profit organization. The model was tested using structural equation modeling, with mediation hypotheses tested by estimating the indirect effects using bias‐corrected intervals. Comparative fit index (.97) and standardized root mean square residual (.05) fit statistics indicate the model is plausible. These findings contribute to the understanding of the role that leaders play in increasing followers' proactive behavior in volunteer organizations.