This document summarizes and compares two theories of institutional change - structuration theory and Foucauldian theory - and applies them to a case study of reforming family support services in England. Structuration theory views institutional change as progressing linearly from encoding rules to revising practices to objectifying new rules. Foucauldian theory emphasizes how domains of action and identities are shaped by the objectification of ideas from vague ideals to precise control systems. However, the case study revealed that participants struggled to implement new approaches in practice, with many "muddles, misunderstandings, and false starts," which were not anticipated by either theory. This overlooked aspect of the difficult "contested ascent from the abstract to
Toward a Phylogenetic Reconstruction of Organizational LifeIan McCarthy
Classification is an important activity that facilitates theory development in many academic disciplines. Scholars in fields such as organizational science, management science and economics and have long recognized that classification offers an approach for ordering and understanding the diversity of organizational taxa (groups of one or more similar organizational entities). However, even the most prominent organizational classifications have limited utility, as they tend to be shaped by a specific research bias, inadequate units of analysis and a standard neoclassical economic view that does not naturally accommodate the disequilibrium dynamics of modern competition. The result is a relatively large number of individual and unconnected organizational classifications, which tend to ignore the processes of change responsible for organizational diversity. Collectively they fail to provide any sort of universal system for ordering, compiling and presenting knowledge on organizational diversity. This paper has two purposes. First, it reviews the general status of the major theoretical approaches to biological and organizational classification and compares the methods and resulting classifications derived from each approach. Definitions of key terms and a discussion on the three principal schools of biological classification (evolutionary systematics, phenetics and cladistics) are included in this review. Second, this paper aims to encourage critical thinking and debate about the use of the cladistic classification approach for inferring and representing the historical relationships underpinning organizational diversity. This involves examining the feasibility of applying the logic of common ancestry to populations of organizations. Consequently, this paper is exploratory and preparatory in style, with illustrations and assertions concerning the study and classification of organizational diversity.
This study seeks to validate the phenomenon of organizational culture types that purports to support
an organization’s performance. The study further determines if there is any substantive relevance to the
argument proposed by scholars in organizational culture theory that an organization’s culture predicating on
its performance,
Based on Aksom, Herman & Tymchenko, Inna. (2020b). “How institutional theories explains and fail to explain organizations”. Journal of Organizational Change Management. DOI:10.1108/JOCM-05-2019-0130.
Supplement papers:
Aksom, Heman & Zhylinska, Oksana & Gaidai, Tetiana. (2020a). “Can institutional theory be refuted, replaced or modified?”. International Journal of Organizational Analysis Vol. 28 No. 1, 2020 pp. 135-159. DOI: 10.1108/IJOA-02-2019-1666.
DiMaggio, Paul J. & Powell, Walter W. (1983). The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields. American Sociological Review, Vol. 48, No. 2 (Apr., 1983), pp. 147-160.
Toward a Phylogenetic Reconstruction of Organizational LifeIan McCarthy
Classification is an important activity that facilitates theory development in many academic disciplines. Scholars in fields such as organizational science, management science and economics and have long recognized that classification offers an approach for ordering and understanding the diversity of organizational taxa (groups of one or more similar organizational entities). However, even the most prominent organizational classifications have limited utility, as they tend to be shaped by a specific research bias, inadequate units of analysis and a standard neoclassical economic view that does not naturally accommodate the disequilibrium dynamics of modern competition. The result is a relatively large number of individual and unconnected organizational classifications, which tend to ignore the processes of change responsible for organizational diversity. Collectively they fail to provide any sort of universal system for ordering, compiling and presenting knowledge on organizational diversity. This paper has two purposes. First, it reviews the general status of the major theoretical approaches to biological and organizational classification and compares the methods and resulting classifications derived from each approach. Definitions of key terms and a discussion on the three principal schools of biological classification (evolutionary systematics, phenetics and cladistics) are included in this review. Second, this paper aims to encourage critical thinking and debate about the use of the cladistic classification approach for inferring and representing the historical relationships underpinning organizational diversity. This involves examining the feasibility of applying the logic of common ancestry to populations of organizations. Consequently, this paper is exploratory and preparatory in style, with illustrations and assertions concerning the study and classification of organizational diversity.
This study seeks to validate the phenomenon of organizational culture types that purports to support
an organization’s performance. The study further determines if there is any substantive relevance to the
argument proposed by scholars in organizational culture theory that an organization’s culture predicating on
its performance,
Based on Aksom, Herman & Tymchenko, Inna. (2020b). “How institutional theories explains and fail to explain organizations”. Journal of Organizational Change Management. DOI:10.1108/JOCM-05-2019-0130.
Supplement papers:
Aksom, Heman & Zhylinska, Oksana & Gaidai, Tetiana. (2020a). “Can institutional theory be refuted, replaced or modified?”. International Journal of Organizational Analysis Vol. 28 No. 1, 2020 pp. 135-159. DOI: 10.1108/IJOA-02-2019-1666.
DiMaggio, Paul J. & Powell, Walter W. (1983). The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields. American Sociological Review, Vol. 48, No. 2 (Apr., 1983), pp. 147-160.
Macro Environment and Organisational Structure A Reviewijtsrd
This piece of work theoretically or descriptively considered the impact of the external environment on the structure of organizations. The key variables being organizational structure the dependent variable and the external environment of the organization as the independent variable . Dimensions of organizational structure adopted were centralization, formalization, standardization, specialization and configuration while the measures of external environment applied were level of uncertainty or changeability, intolerance or xenophobia and complexity. The theoretical foundation was hinged on social identity theory and contingency theory. Meaning, types and factors affecting organizational structure were considered alongside environmental factors. It was observed that the external environment has great impact on the organization and is largely responsible for the dynamic nature of the business world. It was therefore recommended that an adequate environmental scanning be carried out to ascertain the stability or otherwise of the environment to be able to know which structural type to adopt at every point in time. Hannah Chika, Anyanwu | Dr. Justin Mgbechi. O. Gabriel "Macro Environment and Organisational Structure: A Review" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-5 | Issue-1 , December 2020, URL: https://www.ijtsrd.com/papers/ijtsrd35834.pdf Paper URL : https://www.ijtsrd.com/management/organizational-behaviour/35834/macro-environment-and-organisational-structure-a-review/hannah-chika-anyanwu
Identification boosts conflicts: a managerial paradox - 2012Marinella De Simone
In business organizations people are often engaged in groups within which they are solicited to identify themselves, stressing similarities with in-group members, in opposition with other groups with different traits, implementing a divide between people involved in different identifications.
Effect of Organizational Culture and Employee Performance of Selected Banks i...ijtsrd
This study determined the organizational culture and employee performance of selected banks in Anambra state. The specific objectives are to determine whether supportive culture has a significant influence on employees’ performance and evaluate the extent to which power culture has a significant influence on employees’ performance. This study adopted a survey research design. The population of the study consists of seven selected commercial banks operating in Anambra State, Nigerian. A questionnaire was used to generate data from targeted respondents. Data collected for the study were analyzed by the researcher using five point likert’s scale. The hypotheses were tested using a simple regression statistical tool with aid of SPSS version 20.0 at5 level of significance. The result of the analysis specifies that supportive and power culture is positively influenced the employee’s performance of Nigerian banks. Olise, Moses C | Okolocha, Chizoba B "Effect of Organizational Culture and Employee Performance of Selected Banks in Anambra State" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-5 | Issue-4 , June 2021, URL: https://www.ijtsrd.compapers/ijtsrd42440.pdf Paper URL: https://www.ijtsrd.commanagement/hrm-and-retail-business/42440/effect-of-organizational-culture-and-employee-performance-of-selected-banks-in-anambra-state/olise-moses-c
Macro Environment and Organisational Structure A Reviewijtsrd
This piece of work theoretically or descriptively considered the impact of the external environment on the structure of organizations. The key variables being organizational structure the dependent variable and the external environment of the organization as the independent variable . Dimensions of organizational structure adopted were centralization, formalization, standardization, specialization and configuration while the measures of external environment applied were level of uncertainty or changeability, intolerance or xenophobia and complexity. The theoretical foundation was hinged on social identity theory and contingency theory. Meaning, types and factors affecting organizational structure were considered alongside environmental factors. It was observed that the external environment has great impact on the organization and is largely responsible for the dynamic nature of the business world. It was therefore recommended that an adequate environmental scanning be carried out to ascertain the stability or otherwise of the environment to be able to know which structural type to adopt at every point in time. Hannah Chika, Anyanwu | Dr. Justin Mgbechi. O. Gabriel "Macro Environment and Organisational Structure: A Review" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-5 | Issue-1 , December 2020, URL: https://www.ijtsrd.com/papers/ijtsrd35834.pdf Paper URL : https://www.ijtsrd.com/management/organizational-behaviour/35834/macro-environment-and-organisational-structure-a-review/hannah-chika-anyanwu
Identification boosts conflicts: a managerial paradox - 2012Marinella De Simone
In business organizations people are often engaged in groups within which they are solicited to identify themselves, stressing similarities with in-group members, in opposition with other groups with different traits, implementing a divide between people involved in different identifications.
Effect of Organizational Culture and Employee Performance of Selected Banks i...ijtsrd
This study determined the organizational culture and employee performance of selected banks in Anambra state. The specific objectives are to determine whether supportive culture has a significant influence on employees’ performance and evaluate the extent to which power culture has a significant influence on employees’ performance. This study adopted a survey research design. The population of the study consists of seven selected commercial banks operating in Anambra State, Nigerian. A questionnaire was used to generate data from targeted respondents. Data collected for the study were analyzed by the researcher using five point likert’s scale. The hypotheses were tested using a simple regression statistical tool with aid of SPSS version 20.0 at5 level of significance. The result of the analysis specifies that supportive and power culture is positively influenced the employee’s performance of Nigerian banks. Olise, Moses C | Okolocha, Chizoba B "Effect of Organizational Culture and Employee Performance of Selected Banks in Anambra State" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-5 | Issue-4 , June 2021, URL: https://www.ijtsrd.compapers/ijtsrd42440.pdf Paper URL: https://www.ijtsrd.commanagement/hrm-and-retail-business/42440/effect-of-organizational-culture-and-employee-performance-of-selected-banks-in-anambra-state/olise-moses-c
Student ID No. 1619853Contemporary Issues in International.docxcpatriciarpatricia
Student ID No. 1619853
Contemporary Issues in International Management (MOD004160)
List (A) - The Population Ecology of Organisations
Introduction
The journal paper of Hannan and Freeman (1977) looks at the relationship between organisations and the environment and how organisations emerge, grow and die over a long period of time. They apply the population ecology theories to the population of organisations, which they use as their level of analysis, as opposed to the organisation or community level.
Their research is debating that the selection model is favoured over the adaption model, which at the time of their research, the majority of literature was focussed on the adaption model. They favour the selection model due to the structural inertia limiting the organisations ability to adapt to changing environments. They mention the inertial pressures that arise from both internal structural arrangements and environmental constraints and argue that in order to deal with the various inertial pressures the adaption perspective must be supplemented with a selection orientation (pp. 933).
Two broad issues are considered, the first regarding the unit of analyses where they argue for an explicit focus on populations of organisations, rather than the view of a single organisation and the environment. The second is the application of population ecology models to the study of human social organisations.
All the above they hope to answer their research question ‘why are there so many kinds of organisations?’
Literature Review
The fundamental part of their research started with Hawley’s (1950, 1968) statement on human ecology, they state that Hawley’s perspective serves a useful starting point for population ecology theories when extended to include competition models and niche theory.
When reviewing competition theory they continue to focus on the process of selection, in that isomorphism happens because nonoptimal forms are selected out of a community of organisations (pp.939) and that competition is a mechanism for producing isomorphism (pp.940). They use the literature of Hummon, Dorian, and Teuter (1975) and Blau and Scott (1962) to construct their ecological model of competition by stating the nature of the population growth process and to support their view that the rate of growth or decline in populations of organisations is due to environmental changes.
They represent this environmental change by using Hutchinson’s (1957) formulation model to show Levins (1962, 1968) theory of niche width.
Methodology
The paper is a conceptual paper and does not include any empirical research to support their theories. Throughout the paper there are several references to empirical research and at one point the authors expressed their frustration at the lack of empirical research available on rates of selection in populations of organisations (pp.959).
Rather than start from the beginning, Hannan and Freeman (1977) chose to adopt the methodology of Hawley.
^ Acadumy of Management Journal2001. Vol. 44. No. 2. 219-237.docxhanneloremccaffery
^ Acadumy of Management Journal
2001. Vol. 44. No. 2. 219-237.
A SOCIAL CAPITAL THEORY OF CAREER SUCCESS
SCOTT E. SEIBERT
MARIA L. KRAIMER
•̂ ' ' ' Cleveland State University
ROBERT C. LIDEN
University of Illinois at Chicago
A model integrating competing theories of social capital with research on career
success was developed and tested in a sample of 448 employees with various occupa-
tions and organizations. Social capital was conceptualized in terms of network struc-
ture and social resources. Results of structural equation modeling showed that net-
work structure was related to social resources and that the effects of social resources
on career success were hilly mediated by three network benelits: access to information,
access to resources, and career sponsorship.
Organizational researchers have begun to de-
velop increasingly comprehensive models of career
success using demographic, human capital, work-
family, motivational, organizational, and industry
variables (e.g., Dreher & Ash, 1990; Judge & Bretz,
1994: Judge, Cable. Boudreau, & Bretz. 1995; Kirch-
meyer, 1998). Although this work has provided
considerable evidence regarding the determinants
of career outcomes, the roles of informal interper-
sonal behaviors have not been fully explored (Judge
& Bretz, 1994; Pfeffer, 1989). Popular advice for
getting ahead in one's career rarely fails to mention
the importance of networking for the achievement
of career goals (e.g., Bolles, 1992; Kanter, 1977).
Indeed, Luthans, Hodgetts, and Rosenkrantz (1988)
found that the most successful managers in their
study spent 70 percent more time engaged in net-
working activities and 10 percent more time en-
gaged in routine communication activities than
their less successful counterparts. Recent advances
in social capital theory (Coleman, 1990) have begun
to provide a finer-grained analysis of the ways in-
dividuals' social networks affect their careers in
organizations (Burt, 1992, 1997; Ibarra, 1995;
Podolny & Baron, 1997; Sparrowe & Popielarz,
1995). This theoretical perspective has the poten-
Data were collected and the manuscript was submitted
and processed while Scott E. Seibert was in the Manage-
ment Department at the University of Notre Dame and
Maria L. Kraimer was a graduate student at the Univer-
sity of Illinois at Chicago. Support for this project was
provided by the Management Department at the Univer-
sity of Notre Dame and the Alumni Office of the Univer-
sity of Notre Dame. The current investigation is part of a
larger study of career success.
tial to considerably enhance scholars' knowledge of
the role of social processes in career success.
The first purpose of the current study was to
integrate the current conceptualizations of social
capital as they pertain to career success. Tbree dif-
ferent theoretical approaches—weak tie theory
(Granovetter, 1973), structural hole theory (Burt,
1992), and social resource theory (Lin, 1990)—
focus on different network properties as r.
Organizational Culture Edgar H. Schein I I I I II I II .docxamit657720
Organizational Culture
Edgar H. Schein
I I I I II I II
ABSTRACT: The concept of organizational culture has
received increasing attention in recent years both from
academics and practitioners. This article presents the au-
thor's view of how culture shouM be defined and analyzed
if it is to be of use in the field of organizational psychology.
Other concepts are reviewed, a brief history is provided,
and case materials are presented to illustrate how to an-
alyze culture and how to think about culture change.
To write a review article about the concept of organiza-
tional culture poses a dilemma because there is presently
little agreement on what the concept does and should
mean, how it should be observed and measured, how it
relates to more traditional industrial and organizational
psychology theories, and how it should be used in our
efforts to help organizations. The popular use of the con-
cept has further muddied the waters by hanging the label
of"culture" on everything from common behavioral pat-
terns to espoused new corporate values that senior man-
agement wishes to inculcate (e.g., Deal & Kennedy, 1982;
Peters & Waterman, 1982).
Serious students of organizational culture point out
that each culture researcher develops explicit or implicit
paradigms that bias not only the definitions of key con-
cepts but the whole approach to the study of the phe-
nomenon (Barley, Meyer, & Gash, 1988; Martin & Mey-
erson, 1988; Ott, 1989; Smircich & Calas, 1987; Van
Maanen, 1988). One probable reason for this diversity of
approaches is that culture, like role, lies at the intersection
of several social sciences and reflects some of the biases
of eachwspecifically, those of anthropology, sociology,
social psychology, and organizational behavior.
A complete review of the various paradigms and
their implications is far beyond the scope of this article.
Instead I will provide a brief historical overview leading
to the major approaches currently in use and then de-
scribe in greater detail one paradigm, firmly anchored in
social psychology and anthropology, that is somewhat in-
tegrative in that it allows one to position other paradigms
in a common conceptual space.
This line of thinking will push us conceptually into
territory left insufficiently explored by such concepts as
"climate," "norm," and "attitude." Many of the research
methods of industrial/organizational psychology have
weaknesses when applied to the concept of culture. If we
are to take culture seriously, we must first adopt a more
clinical and ethnographic approach to identify clearly the
kinds of dimensions and variables that can usefully lend
themselves to more precise empirical measurement and
Sloan School of Management,
Massachusetts Institute of Technology
I I [ Illll
hypothesis testing. Though there have been many efforts
to be empirically precise about cultural phenomena, there
is still insufficient linkage of theory wit.
Organizational Culture Edgar H. Schein I I I I II I II .docxvannagoforth
Organizational Culture
Edgar H. Schein
I I I I II I II
ABSTRACT: The concept of organizational culture has
received increasing attention in recent years both from
academics and practitioners. This article presents the au-
thor's view of how culture shouM be defined and analyzed
if it is to be of use in the field of organizational psychology.
Other concepts are reviewed, a brief history is provided,
and case materials are presented to illustrate how to an-
alyze culture and how to think about culture change.
To write a review article about the concept of organiza-
tional culture poses a dilemma because there is presently
little agreement on what the concept does and should
mean, how it should be observed and measured, how it
relates to more traditional industrial and organizational
psychology theories, and how it should be used in our
efforts to help organizations. The popular use of the con-
cept has further muddied the waters by hanging the label
of"culture" on everything from common behavioral pat-
terns to espoused new corporate values that senior man-
agement wishes to inculcate (e.g., Deal & Kennedy, 1982;
Peters & Waterman, 1982).
Serious students of organizational culture point out
that each culture researcher develops explicit or implicit
paradigms that bias not only the definitions of key con-
cepts but the whole approach to the study of the phe-
nomenon (Barley, Meyer, & Gash, 1988; Martin & Mey-
erson, 1988; Ott, 1989; Smircich & Calas, 1987; Van
Maanen, 1988). One probable reason for this diversity of
approaches is that culture, like role, lies at the intersection
of several social sciences and reflects some of the biases
of eachwspecifically, those of anthropology, sociology,
social psychology, and organizational behavior.
A complete review of the various paradigms and
their implications is far beyond the scope of this article.
Instead I will provide a brief historical overview leading
to the major approaches currently in use and then de-
scribe in greater detail one paradigm, firmly anchored in
social psychology and anthropology, that is somewhat in-
tegrative in that it allows one to position other paradigms
in a common conceptual space.
This line of thinking will push us conceptually into
territory left insufficiently explored by such concepts as
"climate," "norm," and "attitude." Many of the research
methods of industrial/organizational psychology have
weaknesses when applied to the concept of culture. If we
are to take culture seriously, we must first adopt a more
clinical and ethnographic approach to identify clearly the
kinds of dimensions and variables that can usefully lend
themselves to more precise empirical measurement and
Sloan School of Management,
Massachusetts Institute of Technology
I I [ Illll
hypothesis testing. Though there have been many efforts
to be empirically precise about cultural phenomena, there
is still insufficient linkage of theory wit ...
PAGE 52What is Action ResearchViaA review of the Literat.docxgerardkortney
PAGE
52What is Action Research?
Via
A review of the Literature
A Dissertation Extract
By
Dr. George SlentzIf you choose to use this document as part of your research, use the following reference notation:Slentz, G.M. (2003). A collaborative action research approach to developing
statewide information standards supporting the Delaware education
network.
CHAPTER II
Literature Review
Inclusion Criteria
After determining the focus of this dissertation, several Wilmington College faculty members including academic advisors offered suggestions of relevant literature references. In addition to those recommendations, two annotated AR bibliographies by Dick (2002a & 2002b) provided a wealth of relevant material to review.
The Internet served as both an independent resource as well as a method to access EBSCOhost an electronic search engine which accesses numerous academic databases, such as Academic Search Premier, Masterfile, and Business Source Elite. Only articles that offered text availability through EBSCOhost were reviewed. Most Internet searches were conducted using www.Google.com an excellent, in depth publicly available search engine. In utilizing either EBSCOhost or Google, various combinations of search words were used. For example, one search would consist of “research and action” and the second “action research.” Since most search engines used, search, based on word sequence, interchanging the searching sequence of the words was essential. The searches centered in two specific topic areas: action research methodologies and information technology standards.
The Wilmington College Library provided some additional resources dealing with “research” and “researching techniques,” as well completed Wilmington College dissertations.
Overview of Action Research Literature
Action research literature was reviewed first, including definitions, methodologies, origins, and evolution. An in depth examination of AR literature revealed there was no universal AR methodology, but rather a confusing conglomeration of methodologies all alleged to be AR. In some instances, the differences were subtle, such as who identified the research setting, the researcher, or the client (Schein, 2001). In other more diverse examples, conflicting paradigms, epistemologies, and methodologies emerged (Heron & Reason, 1997). Swepson (1998) said, “I found some of the literature on the practice of action research to be contradictory and this left me confused about how to practice it” (p.2). Comments such as this one helped this researcher appreciate that other researchers were equally confused. The context of an AR study may appear disparate to different researchers. This lack of clarity and definition was quite common in AR literature, and these discrepancies often hindered understanding and comprehension of AR processes.
A variety of reasons for the shortcomings in AR discipline were identified: a lack of integration in the literature, de.
Towards a Relational Paradigm in Sustainability Research, Practice, and Educa...Zack Walsh
Relational thinking has recently gained increasing prominence across academic disciplines in an attempt to understand complex phenomena in terms of constitutive processes and relations. Interdisciplinary fields of study, such as science and technology studies (STS), the environmental humanities, and the posthumanities, for example, have started to reformulate academic understanding of nature-cultures based on relational thinking. Although the sustainability crisis serves as a contemporary backdrop and in fact calls for such innovative forms of interdisciplinary scholarship, the field of sustainability research has not yet tapped into the rich possibilities offered by relational thinking. Against this background, the purpose of this paper is to identify relational approaches to ontology, epistemology, and ethics which are relevant to sustainability research. More specifically, we analyze how relational approaches have been understood and conceptualized across a broad range of disciplines and contexts relevant to sustainability to identify and harness connections and contributions for future sustainability-related work. Our results highlight common themes and patterns across relational approaches, helping to identify and characterize a relational paradigm within sustainability research. On this basis, we conclude with a call to action for sustainability researchers to co-develop a research agenda for advancing this relational paradigm within sustainability research, practice, and education.
This PPT contains detailed information on Research Paradigms which covers Functionalist paradigms, Interpretive paradigms, Radical humanist paradigms and Radical structuralist paradigms.
270 • BPA P. Gatti, C.G. Cortese, M. Tartari, C. Ghislieri.docxtamicawaysmith
270 • BPA P. Gatti, C.G. Cortese, M. Tartari, C. Ghislieri
Research2
Followers’ Active Engagement:
Between Personal and
Organizational Dimensions
Paola Gatti, Claudio G. Cortese, Manuela Tartari, Chiara Ghislieri
Department of Psychology, University of Torino
ᴥ ABSTRACT. Il contributo presenta una ricerca sul tema della followership nelle organizzazioni, proponendosi di
individuare alcuni possibili antecedenti del coinvolgimento attivo dei follower nella relazione con il leader. La ricerca,
che ha coinvolto 390 soggetti provenienti da diversi contesti lavorativi, mette in evidenza il ruolo di alcune dimensioni
personali (strategie di coping e apertura all’esperienza) e organizzative (comportamenti di cittadinanza organizzativa)
nelle dinamiche di followership, e consente di formulare importanti indicazioni per le politiche di gestione delle risorse
umane e, nello specifico, per la formazione aziendale.
ᴥ SUMMARY. Introduction: An increasing number of scholars argue that followers are a precondition for “successful”
organizations. Nevertheless, followership has received scant attention in the literature. Starting from a theoretical
analysis of the issue, this contribution aims to answer some questions regarding possible antecedents of Followers’
Active Engagement (F.AE), a specific followership behavior described by Kelley (1988, 1992), described in previous
works, which implies the propensity to take initiative, participate actively and be self-starters. Methods. A questionnaire
was administered to 390 respondents from heterogeneous work settings. The questionnaire includes a personal data
section and eight measures: F.AE; three personal/dispositional variables (extraversion, intellect, and avoiding coping),
three individual-organization interaction variables (organizational citizenship behaviors directed at individuals – OCBI
– and the organization – OCBO –, leader-member exchange), and a Lie scale as control variable. Data was analyzed
with PASW 18. After analyzing reliability and descriptives, the relationship between the variables was explored using
correlations and hierarchical multiple regression. Results. F.AE is related to six variables (25% explained variance). Three
were positively related: in decreasing order, OCBO, intellect, OCBI, and Lie scale. Conversely, avoiding coping and
gender were negatively related. Gender becomes significant only in the second step of the regression when dispositional
variables are included. Conclusions. This study adds to the understanding of followers’ Active Engagement, for example
by measuring some organizational dimensions as its antecedents, and has practical implications for training and human
resource management policies. Further studies should clarify the dynamics that influence followers’ behavior and
the dynamics of the mutual relationship between the leader’s and followers’ behavior, shedding light on the possible
consequences for the organization, in terms of ...