Suchergebnisse

Diagnosis of culture is extremely important and in great demand in literature particularly when it comes to public organizations which operate in complex and compelling social, political and economic environment. Scholars and practitioners also affirm that examining the culture of public organizations is a very complex and challenging task. It is well-known that any organizational development initiatives through a change of culture failed dramatically because the culture diagnosis is either ignored or not understood. Incidentally, in the public sector, empirical findings of the cultural diagnosis are either non-existent or sketchy. Therefore, we comprehensively diagnose the culture of a public organization by utilizing the most widely used competing values framework through sequential explanatory mixed method approach (a survey, observations and in-depth interviews). This ambitious research approach is undoubtedly very rare in diagnosing public sector organizational culture. This study accepts this challenge to make a meaningful contribution and analyses the culture concerning the competing values of flexibility/stability and internal/external relationship. Results indicated that a reliance on the hierarchy culture did exist, while managers want to depart from this bureaucratic culture and adopt the characteristics of the clan culture.

PurposeMicro corporate social responsibility (CSR) is an emerging concept in management that relates to the examination of employees' reaction to CSR initiatives. In this stream of literature, this study aims to investigate the underlying mechanism and boundary conditions of CSR and employees' organizational identification relationship.Design/methodology/approachThe data of middle managers (n = 187) were collected from a large hospitality and real estate organization actively involved in CSR activities in Pakistan. The authors conducted two surveys using the self-administered questionnaire with a temporal break. Structural equation modeling was run using AMOS to analyze the data.FindingsThe authors found that organizational pride meditates while desire to have a significant impact through work (DSIW), gender and organizational tenure moderates the relationship between CSR and organizational identification.Practical implicationsThe study implies that the management can take the opportunity to make use of the positive response of the employees by investing in social and environmental causes.Originality/valueThe study contributes to CSR, organizational behavior literature, and person-organization fit theory by explaining the complete path of CSR and identification. It unfolds the underlying mechanism and contingencies of CSR-Identification link that are overlooked in the literature .

The study aims to examine the process and contingency to explain the relationship between follower's proactive behavior and leader's trust. Trust has been identified as one of the most critical elements of the high-quality relationship between a follower and leader and considered as a key boulevard through which followers can impact the behavior of their leaders. In this cross-sectional study, data is collected from leaders and followers (dyads) of a large corporation by conducting two self-administered surveys. Findings suggest that the proactive followers are more trustworthy in the eyes of their leaders. Perceived follower support plays a mediating role in this process. Further, we find that political skill of followers moderates this relationship. The study has significant implications for followership research, extending the comprehension about follower characteristics' effect on their behaviors and leaders perception. We contribute to followership literature by empirically validating the practices that help in trust building on followers providing a framework to practitioners for trust-building and empowering scholars for further identification of followers' behaviors and traits that can construct leaders' trust. The study indirectly expands the leadership literature and provides help to understand the leadership in the context of followership. These findings are useful for followers, leaders and for individuals who are involved in their development and training and invest and train employees for effective followership behavior. By improving the followership skills of employees advance the effective leadership outcome ultimately, therefore organizational improvement can be increased.