List of Acronyms and Abbreviations List of Figures, Tables and Boxes Preface About the Contributors Part 1: Introduction 1. The Ecological Challenge in Organization Theory and Organizational Behaviour Ralph Meirna and Richard Welford Part 2: Framing the Organizational Dimensions of the Natural Environment 2. Defining the Problem: Diagnostic 'Tools' to Explore the Evolution of Unsustainable Practices in Organizations Tony Ernerson and Richard Welford 3. The Challenge of Ecological Logic: Explaining Distinctive Organizational Phenomena in Corporate Environmental Management Ralph Meima 4. Power, Organizational Culture and Ecological Abuse Tony Ernerson and Richard Welford Part 3: Developing Strategies for Managerial Action 5. Developing an Environmental Culture Through Organizational Change and Learning Minna Halrne 6. Reassessing Culture and Strategy: Environmental Improvement, Structure, Leadership and Control John Dodge 7. Culture Change, Pluralism and Participation David Jones and Richard Welford 8. Human Resource Management, Strategic Organizational Capabilities and Sustainable Development Tony Ernerson, Rdph Meimu, Romney Tansley and Richard Welford References Index

Culture and organizations

This study examined the relationships among transformational leadership, organizational climate, employees' knowledge-sharing behavior and organizational learning.,Data were collected from 282 responses from multiple companies in South Korea. Descriptive statistics and correlations were provided. The structural equation modeling was primarily used to test the proposed hypotheses and model comparisons.,The results indicated direct effects of transformational leadership on organizational climate, knowledge-sharing and organizational learning. In addition, organizational climate was positively related to knowledge-sharing behavior. Finally, knowledge-sharing behavior was found to affect organizational learning and to be a mediator in linking transformational leadership and organizational learning.,This study contributes to the literature on the role of leader’s support to enhance employees' outcomes related to knowledge and learning. By investing different antecedents of organizational learning, this study will help scholars and professionals pay more attention to organizational learning, its process and outcomes, which can promote organizational effectiveness and next outcomes from organizational learning.,Organizations need to pay continuous attention to maintaining and strengthening employees’ knowledge-sharing behavior and learning, which is positively influenced by organizational efforts (i.e. leader’s support and supportive organizational climate).,The significance of this study is that the findings add to the academic work on organizational learning by empirically examining how leadership and organizational climate factors influence knowledge and learning outcomes and through which mechanisms.

Transformational leadership, knowledge sharing, organizational climate and learning: an empirical study

Digital transformation (DT) initiatives are often not successful. Research underlines leadership as a key to transformation success; however, studies have not systematically examined the impact of leaders on organizational change, particularly concerning organizations’ DT. To fill this research gap, we conducted an experimental study with 815 participants to analyze the effectiveness of complementary leadership behaviors that are relevant in the digital age: task-oriented (more precisely, digital transformation–oriented) and people-oriented leadership behaviors, and in particular their interaction. Surprisingly and in contrast to prior studies, the results show that the combination of complementary leadership behaviors did not lead to the highest (lowest) level of employees’ desirable (undesirable) affective, cognitive, and behavioral change responses. This study reveals that organizations are well-advised not to disregard people orientation when going digital as this leadership behavior buffers the potential downsides of digital transformation–oriented leadership behavior, which is mandatory to stay competitive in the digital era. 

How to take employees on the digital transformation journey: An experimental study on complementary leadership behaviors in managing organizational change

The current global economic landscape is forcing all organizational sectors to remain relevant by innovating services, products and work processes. Therefore, more than before, organizational leaders must enable innovative behaviour of their employees. Although the literature shows that transformational leadership induces innovative employee behaviour, the mediating mechanisms between Asian organizational leaders and their followers have rarely been empirically examined. We conducted a survey study among 406 employees from six public and private sector service organizations in Singapore to test two mediating effects between transformational leadership and employee innovative work behaviour. The results supported the hypothesized three-path mediation model, with perceived support for innovation and innovation readiness as mediators in a series. These findings can be used to design and implement effective human resource and organizational development interventions within Asian service organizations. Our study also extends the literature on the effects of transformational leadership in collectivistic cultures.

https://onlinelibrary.wiley.com/doi/pdf/10.1111/caim.12462

Innovative Work Behavior in Singapore Evoked by Transformational Leaders Through Innovation Support and Readiness

Regardless of the prevalence and value of change initiatives in contemporary organizations, these often face resistance by employees. This resistance is the outcome of change recipients' cognitive and behavioral reactions towards change. To better understand the causes and effects of reactions to change, a holistic view of prior research is needed. Accordingly, we provide a systematic literature review on this topic. We categorize extant research into four major and several subcategories: micro and macro reactions. We analyze the essential characteristics of the emerging field of change reactions along research issues and challenges, benefits of (even negative) reactions, managerial implications, and propose future research opportunities. 

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Reactions towards organizational change: a systematic literature review

Numerous studies have empirically tested the linkage between transformational leadership and employees’ reactions to organizational change. However, no systematic attempt has been made to organize ...

Yuying Lin

Papers

Transformational Leadership and Employees’ Reactions to Organizational Change: Evidence From a Meta-Analysis:

Double-edged sword effect of supervisor bottom-line mentality on team innovation