Topic
Organizational culture
About: Organizational culture is a research topic. Over the lifetime, 31507 publications have been published within this topic receiving 926787 citations. The topic is also known as: corporate culture & organisational culture.
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TL;DR: In this paper, the authors propose and test the notion that authentic leadership behavior is an antecedent to perceptions of leader behavioral integrity, which in turn affects follower affective organizational commitment and follower work role performance.
Abstract: The literatures on both authentic leadership and behavioral integrity have argued that leader integrity drives follower performance. Yet, despite overlap in conceptualization and mechanisms, no research has investigated how authentic leadership and behavioral integrity relate to one another in driving follower performance. In this study, we propose and test the notion that authentic leadership behavior is an antecedent to perceptions of leader behavioral integrity, which in turn affects follower affective organizational commitment and follower work role performance. Analysis of a survey of 49 teams in the service industry supports the proposition that authentic leadership is related to follower affective organizational commitment, fully mediated through leader behavioral integrity. Next, we found that authentic leadership and leader behavioral integrity are related to follower work role performance, fully mediated through follower affective organizational commitment. These relationships hold when controlling for ethical organizational culture.
408 citations
TL;DR: This article found that organizational climate made a significant contribution to safety climate, even after controlling for the other more safety-relevant variables, such as environmental conditions, safety-related policies and programs, and general organizational climate, accounted for 55% of the variance in perceived safety.
407 citations
TL;DR: In this article, the authors identify constructs that are supportive of an innovative culture in small to medium-sized enterprises, using a sample of 429 employees in 23 small-to-medium-sized manufacturing firms.
Abstract: The current research identifies constructs that are supportive of an innovative culture in small to medium-sized enterprises. A sample of 429 employees in 23 small to medium-sized manufacturing fir...
406 citations
TL;DR: In this paper, a qualitative analysis identified four critical generative elements: socialized agency, differentiated expertise, defensible turf, and organizational support for knowledge-based innovative structures to emerge and embed.
Abstract: How do innovative knowledge-based structures emerge and become embedded in organizations? We drew on theories of knowledge-intensive firms, communities of practice, and professional service firms to analyze multiple cases of new practice area creation in management consulting firms. Our qualitative analysis identified four critical generative elements: socialized agency, differentiated expertise, defensible turf, and organizational support. We demonstrate that these elements must be combined in specific pathways for knowledge-based innovative structures to emerge and embed. These pathways emerge from practitioner networks, markets for knowledge-based services, and professional firms' hierarchies. Our findings have important implications for studying innovation in the knowledge-based economy.
405 citations
TL;DR: A framework for conceptualizing and reviewing the literature on the influences of organizational culture and climate on individual creativity is provided in this article, where the authors provide a discussion of issues relating to the development of cultures and climates for creativity and potential new directions for future research.
Abstract: This paper provides a framework for conceptualizing and reviewing the literature on the influences of organizational culture and climate on individual creativity. Although often treated interchangeably, culture and climate are distinct constructs operating at different levels of meaning; yet at the same time, they are closely interrelated. Culture is the beliefs and values held by management and communicated to employees through norms, stories, socialization processes, and observations of managerial responses to critical events. The beliefs and values that typify a culture for creativity become manifested in organizational structures, practices, and policies. In turn, these structures, practices, and policies guide and shape individual creativity by creating a climate that communicates both the organization's goals regarding creativity and the means to achieve those goals. The paper concludes with a discussion of issues relating to the development of cultures and climates for creativity and potential new directions for future research.
404 citations