Showing papers on "Organizational commitment published in 1992"
TL;DR: In this article, self-report data from 297 alumni of an all-male religious college indicate that identification with the alma mater was associated with: (1) the hypothesized organizational antecedents of organizational distinctiveness, organizational prestige, and (absence of) intraorganizational competition, but not with interorganization competition, the hypothesized individual antecedent of satisfaction with the organization, tenure as students, and sentimentality, not with recency of attendance, number of schools attended, or the existence of a mentor, and hypothesized outcomes of making financial contributions, willingness to
Abstract: Summary Organizational identification is defined as a perceived oneness with an organization and the experience of the organization's successes and failures as one's own. While identification is considered important to the organization, it has not been clearly operationalized. The current study tests a proposed model of organizational identification. Self-report data from 297 alumni of an all-male religious college indicate that identification with the alma mater was associated with: (1) the hypothesized organizational antecedents of organizational distinctiveness, organizational prestige, and (absence of) intraorganizational competition, but not with interorganizational competition, (2) the hypothesized individual antecedents of satisfaction with the organization, tenure as students, and sentimentality, but not with recency of attendance, number of schools attended, or the existence of a mentor, and (3) the hypothesized outcomes of making financial contributions, willingness to advise one's offspring and others to attend the college, and participating in various school functions. The findings provide direction for academic administrators seeking to increase alumni support, as well as for corporate managers concerned about the loyalty of workers in an era of mergers and takeovers.
4,726 citations
TL;DR: In this article, the authors modeled commitment in channel relationships as a function of each party's perception of the other party's commitment, self-reported and perceived pledges (idiosyncratic investments and c...
Abstract: Commitment in channel relationships is modeled as a function of (1) each party's perception of the other party's commitment, (2) self-reported and perceived pledges (idiosyncratic investments and c...
3,220 citations
TL;DR: The results of as discussed by the authors supported the general hypothesis that individuals who were different from others in a social unit on demographic attributes reported lower organizational attachment, and the results of the study supported the conjecture that individuals with different demographic attributes were more likely to report higher organizational attachment.
Abstract: The results of the current study supported the general hypothesis that individuals who were different from others in a social unit on demographic attributes reported lower organizational attachment...
2,267 citations
TL;DR: Bailyn et al. as discussed by the authors used semistructured interviews with 38 new-product team managers in high-technotogy companies, log data from two of these teams, and questionnaires completed by members of a different set of AB newproduct teams to generate and test hypotheses about teams' external activities.
Abstract: We thank Lotte Bailyn, Keith Mumighan. Elaine RtMnanelli, the Center for Innovation Management Studies. Bob Sutton, and tfie anonymous reviewers at Administrative Science Quarteriy for their support and comments. This article focuses on the activities teams use to manage their organizational environment beyond their teams. We used semistructured interviews with 38 new-product team managers in high-technotogy companies, log data from two of these teams, and questionnaires completed by members of a different set of AB new-product teams to generate and test hypotheses about teams' external activities. Results indicate that teams engage in vertical communications aimed at molding the views of top management, horizontal communication aimed at coordinating work and obtaining feedback, and horizontal communication aimed at general scanning of the technical and market environment. Organizational teams appear to develop distinct strategies toward their environment: some specialize in particular external activities, some remain isolated from the extemal environment, and others engage in multiple external activities. The paper shows that the type of external communication teams engage in, not just the amount, determines performance. Over time, teams following a comprehensive strategy enter positive cycles of external activity, internal processes, and performance that enable long-term team success.*
2,097 citations
TL;DR: Distributive justice was found to be a more important predictor of two personal outcomes, pay satisfaction and job satisfaction, than procedural justice, whereas the reverse was true for two organi...
Abstract: Distributive justice was found to be a more important predictor of two personal outcomes, pay satisfaction and job satisfaction, than procedural justice, whereas the reverse was true for two organi...
1,569 citations
TL;DR: Five forms of organizational spontaneity are described (helping co-workers, protecting the organization, making constructive suggestions, developing oneself, and spreading goodwill) and a multilevel model of spontaneous behavior is presented.
Abstract: Five forms of organizational spontaneity are described (helping co-workers, protecting the organization, making constructive suggestions, developing oneself, and spreading goodwill). Organizational spontaneity is compared with the seemingly analogous constructs of organizational citizenship behavior and prosocial organizational behavior. Based on a selective review of the literature, a multilevel model of spontaneity is presented. Positive mood at work is a pivotal construct in the model and posited as the direct precursor of organizational spontaneity. Primary work-group characteristics, the affective tone of the primary work group, affective disposition, life event history, and contextual characteristics are proposed to have direct or indirect effects, or both, on positive mood at work. Motivational bases of organizational spontaneity also are described. The model and its implications are discussed.
1,551 citations
TL;DR: This article investigated the relationship between employee satisfaction, other job-related attitudes (commitment, adjustment, and psychological stress), and organizational performance at the organizational level by collecting data from 13,808 teachers within these schools.
Abstract: Previous research has consistently shown little relationship between job satisfaction, job attitudes, and performance for individuals, but little work has investigated these relationships at the organizational level of analysis. This study investigated the relationship between employee satisfaction, other job-related attitudes (commitment, adjustment, and psychological stress), and organizational performance. Organizational performance data were collected for 298 schools; employee satisfaction and attitude data were collected from 13,808 teachers within these schools. Correlation and regression analyses supported the expected relationships between employee satisfaction/attitudes and organizational performance
1,308 citations
TL;DR: In this article, the authors go beyond description and suggest causal linkages that hypothesize how performance is affected and how effective change occurs, and depict change in terms of both process and content, with particular emphasis on transformational as compared with transactional factors.
1,104 citations
01 Dec 1992
TL;DR: It is suggested that people's mental models and organizations' structure and culture significantly influence how groupware is implemented and used, and groupware was interpreted in terms of familiar personal, stand-alone technologies such as spreadsheets.
Abstract: This paper explores the introduction of a group‐ware technology—Lotus Corporation's Notes®—into one office of a large organization and attempts to understand the changes in work practices and social interaction facilitated by the technology. The results reveal that a number of organizational elements, such as mental models (which affect how people understand and appropriate groupware) and structural properties (reward systems and workplace norms), significantly influence how group‐ware technology is implemented and used. Specifically, the findings suggest that in the absence of mental models that appreciate the collaborative nature of groupware, such technologies will be interpreted in terms of more familiar personal and stand‐alone technologies, such as spreadsheets. Further, in competitive and individualistic organizational cultures—where there are few incentives or norms for cooperating or sharing expertise—groupware on its own is unlikely to engender collaboration. Such products will be inter...
1,102 citations
TL;DR: In this paper, the authors examined the contribution of two concepts to the conventional view of commitment: foci of commitment, the individuals and groups to whom an employee is attached, and bases of commitment; the motives engendering attachment.
Abstract: This study examined the contribution of two concepts to the conventional view of commitment: foci of commitment, the individuals and groups to whom an employee is attached, and bases of commitment, the motives engendering attachment. Commitment to top management, supervisor, and work group were important determinants of job satisfaction, intent-to quit, and prosocial organizational behaviors over and above commitment to an organization. Compliance, identification, and internalization as bases of commitment were unique determinants above and beyond commitment to the foci.
1,055 citations
TL;DR: This paper examined the degree to which teachers' sense of efficacy, as well as other hypothesized influences on commitment to teaching, predicted 170 teachers' responses to the question, "Suppose you had it to do all over again: In view of your present knowledge, would you become a teacher?"
Abstract: The present study examined the degree to which teachers' sense of efficacy, as well as other hypothesized influences on commitment to teaching, predicted 170 teachers' responses to the question, “Suppose you had it to do all over again: In view of your present knowledge, would you become a teacher?” General and personal efficacy emerged as the two strongest predictors of teaching commitment, along with teacher-student ratio, school climate, and sex. In short, greater teaching commitment tended to be expressed by those teachers who were higher in both general and personal efficacy; who taught in schools with fewer students per teacher; and who worked under a principal regarded positively in the areas of instructional leadership, school advocacy, decision making, and relations with students and staff. Teaching commitment also was higher for female teachers.
TL;DR: For instance, this article found that feedback, job autonomy, skill variety, and opportunity for promotion contributed significantly to the explanation of variance in perceptions of organizational politics, after controlling for variance due to organization.
TL;DR: In this article, the authors examine the proposition that change is detrimental to organizational performance and survival chances and propose that organizational change may benefit organizational performance if it occurs in response to dramatic restructuring of environmental conditions and if it builds on established routines and competences.
Abstract: Author(s): Haveman, H | Abstract: This paper examines the proposition that change is detrimental to organizational performance and survival chances. I propose that organizational change may benefit organizational performance and survival chances if it occurs in response to dramatic restructuring of environmental conditions and if it builds on established routines and competences. These propositions are tested on the savings and loan industry in California, which has experienced technological, economic, and regulatory shifts that have forced savings and loan associations to change or die. Findings indicate that most changes enhance financial performance, one is harmful to performance, and three diminish failure rates. These results support the model developed here and suggest that the question of whether change is hazardous should be replaced by the questions of under what conditions change may be hazardous or helpful and whether the direction of change affects its impact on performance and survival.'
TL;DR: In this article, an organizational behavior perspective on entrepreneurship would focus on the process of organizational emergence, and the usefulness of the emergence metaphor is explored through an exploration of two questions that are the focus of much of the research in organizational behavior: what do persons in organizations do? and why do they do what they do?
Abstract: This paper suggests that entrepreneurship is the process of “emergence.” An organizational behavior perspective on entrepreneurship would focus on the process of organizational emergence. The usefulness of the emergence metaphor is explored through an exploration of two questions that are the focus of much of the research in organizational behavior: “What do persons in organizations do?” (we will explore this question by looking at research and theory on the behaviors of managers), and “Why do they do what they do?” (ditto for motivation). The paper concludes with some implications for using the idea of emergence as a way to connect theories and methodologies from organizational behavior to entrepreneurship.
TL;DR: This paper investigated the retention rates of 904 college graduates hired in six public accounting firms over a six-year period and found that organizational culture values varied significantly among the firms, and that college graduates' retention rates varied significantly with respect to their education.
Abstract: This study investigated the retention rates of 904 college graduates hired in six public accounting firms over a six-year period. Organizational culture values varied significantly among the firms....
TL;DR: Sackmann et al. as mentioned in this paper investigated the potential existence and formation of subcultures in organizations, using an inductive research methodology to study the extent to which four different types of knowledge were shared by organization members.
Abstract: Sonja A. Sackmann Management Zentrum St. Gallen, Switzerland and University of Konstanz, Germany This study investigated the potential existence and formation of subcultures in organizations, using an inductive research methodology to study the extent to which four different types of knowledge were shared by organization members. Fifty-two interviews were conducted in three different divisions of the same firm. These were content-analyzed and compared with data obtained from observations and written documents. A number of cultural subgroupings were found to exist in regard to two kinds of cultural knowledge, while an organization-wide cultural overlay was identified for a different kind of cultural knowledge. The implications for the concept of culture in organizational settings and future research on this topic are discussed.'
TL;DR: Using strict conformity with Porter and Steer's (1973) definition of met expectations, a subset of studies was identified that had nonsignificant between-studies variance for all correlations except job satisfaction and the mean correlations in these subgroups were very similar to those for the entire group.
Abstract: A review of research on the effects of met expectations for newcomers to organizations located 31 studies of 17,241 people. A meta-analysis found mean (corrected) correlations of .39 for job satisfaction and organizational commitment, .29 for intent to leave, .19 for job survival, and .11 for job performance. However, all of these mean correlations had significant between-studies variance. By using strict conformity with Porter and Steer's (1973) definition of met expectations, we identified a subset of studies that had nonsignificant between-studies variance for all correlations except job satisfaction. Furthermore, the mean correlations in these subgroups were very similar to those for the entire group. Future research should consider both the direction of the met expectations discrepancy (i.e., over- vs. underfulfillment) and alternative ways to measure organizational reality.
TL;DR: In this article, a conceptual framework is proposed that considers the customer orientation of service employees and its relationship with their perceived level of organizational socialization and perceptions of the organizational climate for service, motivational effort and direction, and organizational commitment.
Abstract: A conceptual framework is proposed that considers the customer orientation of service employees and its relationship with their perceived level of organizational socialization and perceptions of the organizational climate for service, motivational effort and direction, and organizational commitment. Structural equation modeling techniques are applied to data collected from employees in the financial services industry to test the framework. The results of this study indicate higher levels of customer orientation result from favorable perceptions of the organizational climate for service and higher levels of motivational direction and organizational commitment. In addition, organizational socialization was found to have a positive impact on perceptions of climate, levels of motivation, and organizational commitment.
TL;DR: Brockner et al. as discussed by the authors examined how layoff survivors' work attitudes and behaviors after the layoff changed as a function of their level of organizational commitment prior to a layoff and their perceptions of the fairness of the decision rule used to keep certain employees and lay off others.
Abstract: Joel Brockner Columbia University Tom R. Tyler University of California, Berkeley Rochelle Cooper-Schneider Columbia University The influence of individuals' prior commitment to an institution on their reactions to the perceived fairness of decisions rendered by the institution was examined in two different field settings. The first study examined how layoff survivors' work attitudes and behaviors after the layoff changed as a function of (1) their level of organizational commitment prior to the layoff and (2) their perceptions of the fairness of the decision rule used to keep certain employees and lay off others. In the second study, we explored how citizens' commitment to legal authorities changed as a function of their initial level of commitment and their perceptions of how fairly they were treated in their recent encounters with legal authorities. Consistent results emerged across these two settings: The most negative reactions were exhibited by those who previously felt highly committed but who felt that they were treated unfairly by the institution. Theoretical and practical implications are discussed.
TL;DR: In this article, a study with 263 employed persons, identification with a psychological group or organization (IDPG) is defined as the perception of sharing experiences of a focal group and sharing characteristics of the group's members.
Abstract: Identification with a psychological group or organization (IDPG) is defined as the perception of sharing experiences of a focal group and sharing characteristics of the group's members. IDPG is conceptually distinct from the related concept of organizational commitment. In the present study with 263 employed persons, IDPG was shown to be empirically distinct from organizational commitment. In addition, IDPG was shown to have significantly less overlap than commitment with three related concepts: job satisfaction, organizational satisfaction, and job involvement.
TL;DR: In this paper, three perspectives appearing in the literature the structural, the perceptual and the interactive are identified and examined, and a perspective termed the "cultural approach" is developed, which posits that organizational climate arises from the intersubjectivity of members as they interact within a context established by an organization's culture.
Abstract: This paper examines approaches to the formation of organizational climate. Three perspectives appearing in the literature the structural, the perceptual, and the interactive are identified and examined. Additionally, a perspective termed the "cultural approach" is developed. This approach posits that organizational climate arises from the intersubjectivity of members as they interact within a context established by an organization's culture. A definition of organizational climate, informed by this approach, is presented. Finally, distinctions between organizational climate and organizational culture are examined.
TL;DR: In this paper, a study involved analyses of incidents described from the perspective of the targets of influence attempts and coded influence behavior in the incidents into nine tactics and classified outcomes, and classified the outcomes.
Abstract: The study involved analyses of incidents described from the perspective of the targets of influence attempts. We coded influence behavior in the incidents into nine tactics and classified outcomes ...
TL;DR: In this paper, the authors tested a two-dimensional model of organizational commitment and theoretically relevant outcomes based on the motivational distinction proposed by March and Simon (1958) between em...
Abstract: In this study, we tested a two-dimensional model of organizational commitment and theoretically relevant outcomes based on the motivational distinction proposed by March and Simon (1958) between em...
TL;DR: In this article, the causal relationship between job satisfaction and organizational commitment was investigated using a combination of pseudo-generalized least squares, and full information maximum likelihood estimation procedures, and the results supported the commitment-causes-satisfaction model.
TL;DR: In this article, the demands on their time from both work and non-work activities and the degree of interrole conflict they experienced were examined, and job interference mediated the effect of time demands on satisfaction, organizational commitment, and psychological strain.
Abstract: Employed persons (N=120) were surveyed to examine the demands on their time from both work and nonwork activities and the degree of interrole conflict they experienced. Job interference with off-job activities and off-job interference with job commitments were separate but interrelated components of conflict. On-job time was associated with job interference, but off-job time was not linked with off-job interference. Job interference mediated the effect of time demands on satisfaction, organizational commitment, and psychological strain, whereas satisfaction linked interrole conflict and affective experiences
TL;DR: This paper reviewed and summarized two decades of empirical literature concerned with both direct and moderating variable-based analyses of the relationship of organizational stress with job satisfaction and job performance and provided four guidelines for improving the quality of both theoretical rigor and methodological robustness in this important area of organizational inquiry.
TL;DR: A study of 321 American managers on international assignment in Pacific Rim or European countries assessed theoretically and empirically the extent to which various personal, job, organizational, and personal characteristics affect their performance as discussed by the authors.
Abstract: This study of 321 American managers on international assignment in Pacific Rim or European countries assessed theoretically and empirically the extent to which various personal, job, organizational...
TL;DR: McKee as mentioned in this paper examines product innovation as an organizational learning process and provides a framework allowing managers and scholars to relate product-innovation learning skills to organizational goals, and shows how different types of organizational learning skills are involved in incremental innovation, discontinuous innovation and institutionalization of innovation within the organization.
TL;DR: There has been a recent upsurge of interest among sociologists in the organizational commitment of employees, with loyalty and intent to stay identified as distinct forms that this commitment can be traced as mentioned in this paper.
Abstract: There has been a recent upsurge of interest among sociologists in the organizational commitment of employees, with loyalty and intent to stay identified as distinct forms that this commitment can t...