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This paper reports a cross-national (British and Norwegian) rephcation and validation study of the "Learning Cli mate Questionnaire" (LCQ) According to the developers of the LCQ instrument, the organizational learning climate is a multi-dimensional construct composed ofseven dimensions (scales) The main focus in the research reported here is on the dimensionality of the organizational learning climate construct While the Cronbach's alpha statistics for the seven composite scales were reasonably high, subsequent analyses revealed only modest support for the assumed dimen sionality ofthe LCQ construct With respect to validity considerations, the predictive validity ofthe LCQ scales and of the general learning climate factor were found to be rather high when job stress, organizational commitment and job satisfaction were used as criterion variables

PurposeThis exploratory study aims to compare job demands, work outcomes, social and coping resources and indicators of psychological and physical health of male and female police officers in Norway.Design/methodology/approachData were collected using anonymously completed questionnaires.FindingsMany demographic differences were present in that male officers were older, worked more hours and overtime hours, were more likely to work continuous shiftwork, worked in smaller forces and were less educated. Few differences were found on job demands but male officers experienced more violence and threat, and female officers more harassment and discrimination. The two groups were generally similar on work satisfactions, social and coping resources and psychological and physical health.Research limitations/implicationsAll data were collected using questionnaires raising the possibility of common method variance. It is also not clear extent to what these findings generalize to police officers in other countries.Practical implicationsWhile few differences were found between male and female police officers, the fact that females reported more harassment and discrimination suggests that police forces need to continue to address these gender issues.Originality/valueWhile other studies of police officers have suggested widespread gender differences, few appeared here.

PurposeThis study aims to examine gender issues in a sample of male and female police officers in Norway.Design/methodology/approachThree gender issues were considered: perceptions of equal opportunity, possible reasons for differences in male and female career opportunities, and experiences of sexual harassment. Data were collected from 766 police officers in Norway using anonymous questionnaires, a 62 percent response rate.FindingsFemale officers indicated significantly lower levels of equal opportunity perceptions, more reasons for career opportunity differences (particularly discrimination), and more sexual harassment than did male officers. Female officers reporting lower levels of equal opportunity perceptions were less job‐satisfied, more cynical, rated their quality of leadership lower and indicated more health complaints. Female officers experiencing more sexual harassment also indicated less job satisfaction. Finally, female officers offering more reasons for career differences (particularly discrimination) reported less job satisfaction, and lower professional efficacy.Research limitations/implicationsFuture research needs to examine gender issues in policing in greater depth using qualitative methodology. Data collected used self‐reports ,raising the possibility of response set tendencies. Results may not generalize to other countries or other professions.Practical implicationsSuggestions for addressing gender issues in organizations are offered.Originality/valueProvides current information on consequences of gender issues in policing in a cross‐cultural context.

As part of a workplace health improvement program, a pilot study organizational development intervention was carried out in two post offices m the Norwegian Postal Service. The intervention activities reflected three strong OD traditions: (1) the literature on participation and workplace democracy; (2) the literature on workplace stress, especially focusing on job redesign/environmental factors; and, (3) the literature on organizational learning This article descnbes and evaluates the intervention actions that were taken. The OD effort featured a uniform model for implementation, but significant variations between the two offices were observed. Generally, the OD effort was viewed as a success by employees, their supervisors and external consultants. They all tended to agree that the 12-week intervention had created new insights and led to concrete improvements in the workplace m both offices studied.

The aim of this study is to investigate the relationship between transformational and passive-avoidant leadership and learning climate in a work setting. A sample consisting of 1,061 employees from the Norwegian Postal Service completed the multifactor leadership questionnaire and the learning climate questionnaire. Learning climate dimensions used in the analyses were time, autonomy, team style, opportunities to develop, and guidelines. Findings revealed significant positive paths between transformational leadership and opportunities to develop (β .53), autonomy (β .34), guidelines (β .30), and team style (β .29). Further, significant negative associations were found between passive-avoidant leadership and time (β −.42), team style (β −.30), and guidelines (β −.20). In conclusion, the findings indicate that there is a substantial relationship between leadership and perceptions of a context supporting creativity and learning. The results reveal systematically different patterns of relationships between transformational and passive-avoidant leadership, and aspects of the learning climate, positive and negative, respectively. Based on the findings we emphasize the interpretation of the results and suggest some practical implications for interventions.

PurposeThis paper seeks to address how major companies adjust their behaviour and definitions of corporate social responsibility (CSR) when exposed to "critical incidents".Design/methodology/approachThis is a qualitative explorative study including two cases from the Norwegian oil and gas industry, both reflecting critical incidents that are included in the present study: the Utkal case of Norsk Hydro and the Iran corruption case of Statoil.FindingsThe critical incidents reported here resulted in changes in decision making and the reformulation of corporate strategies. The findings reported also reveal how the construction of CSR policy and the construction of the reality of the different stakeholders were transferred between companies, NGOs and civil society.Research limitations/implicationsOnly a small sample of events and companies is investigated in the study. Accordingly, future research is needed on how legislation and government regulations affect a broader scale of different companies and how complex organisations manage individual and organisational challenges concerning all aspects of CSR.Practical implicationsAssuming that critical incidents influence organisational attention, interpretation and actions, the study indicates that the incidents can be seen as catalysts for the emergence of new CSR policy. New CSR policy is expressed in the patterns of social behaviour. This implies participating in diverse social networks, partnerships and learning forums and that CSR behaviour is constructed in the interaction between company, NGOs, media and business networks.Originality/valueSimilar studies have not previously been undertaken in Norwegian oil companies.

This article investigates the impact of an integrative performance appraisal system which combines both judgmental and systematic developmental and goalsetting elements upon employee perceptions of the quality of management and the character of working conditions A large scale study of 5,000+ employees of the Norwegian State Oil Company conducted in 1995 produces evidence of a strong connection between perceptions of the adequacy of the performance appraisal experience and attitudes toward the quality of management present and the favorability of working conditions being encountered These positive correlations persist even when controlling for the effects of overall job satisfaction and supervisory vs employee status