Organizational Identification and Volunteer Involvement
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This document discusses organizational identification and volunteer involvement. It defines organizational identification as an individual's feeling of oneness with an organization and experiencing its wins and losses as their own. The document then outlines expanded models of identification such as disidentification and narcissistic identification. The research question asks how extreme volunteer involvement affects narcissistic identification. The rest of the document describes a study of volunteers at an animal shelter, noting that some volunteers are more like staff while others are more like the public. It concludes by proposing possible implications of increased narcissistic identification through extreme volunteer involvement such as greater commitment and donations.
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Work Motivation and Performance A SocialIdentity Perspectiv.docx
Work Motivation and Performance: A Social
Identity Perspective
Daan van Knippenberg
University of Amsterdam, The Netherlands
La motivation au travail et les performances ont e te analyse es dans la per-
spective de la the orie de l'identite sociale et de celle de l'auto-cate gorisation.
Centrale aÁ cette analyse se trouve la relation entre l'identification organisa-
tionnelle et la motivation d'exercer un effort pour le compte de la collectivite .
Une analyse the orique et une revue d' e tudes empiriques relatives aux relations
entre cette identification organisationnelle et la motivation et les performances
conduisent aÁ la conclusion: l'identification est lie e positivement aÁ la motivation
au travail, avec les performances dans la re alisation des taà ches et dans le
contexte, pour autant a) que l'identite sociale soit saillante et que b) les
performances e leve es soient percË ues comme e tant dans l'inte reà t du groupe ou
de l'organisation.
Work motivation and performance were analysed from the perspective of
social identity theory and self-categorisation theory. Central in this analysis
is the relation of organisational identification with the motivation to exert
effort on behalf of the collective. A theoretical analysis as well as a review
of empirical studies of the relationship of organisational identification with
motivation and performance leads to the conclusion that identification is
positively related to work motivation, task performance, and contextual
performance to the extent that (a) social identity is salient, and (b) high
performance is perceived to be in the group's or organisation's interest.
INTRODUCTION
The study of work motivation and performance forms one of the key issues
in research in organisational behaviour. Although a variety of motivations
may affect performance, and performance may be contingent on a multitude
of other factors, one of the more important factors affecting performance
________________
* Address for correspondence: Daan van Knippenberg, University of Amsterdam, Work &
Organizational Psychology, Roetersstraat 15, 1018 WB Amsterdam, The Netherlands. Email:
[email protected]
I wish to thank Alexander Haslam, Moshe Krausz, Barbara van Knippenberg, Robert
Wood, and an anonymous reviewer for their comments on previous drafts of this paper.
APPLIED PSYCHOLOGY: AN INTERNATIONAL REVIEW, 2000, 49 (3), 357±371
# International Association for Applied Psychology, 2000. Published by Blackwell Publishers,
108 Cowley Road, Oxford OX4 1JF, UK and 350 Main Street, Malden, MA 02148, USA.
arguably is the motivation to perform well on the job. The present study
focuses on work motivation, and analyses it from the perspective of social
identity theory (Hogg & Abrams, 1988; Tajfel, 1978; Tajfel & Turner, 1986)
and self-categorisation theory, which is an elaboration and extension of social
identity theory (Turner, 1985; Turner, Hogg, Oakes, Reicher, & Wetherell,
1987). In the following, .
Organizational behavior
Looks at the basic elements of organizational behavior and where OB derived theories from.
270 • BPA P. Gatti, C.G. Cortese, M. Tartari, C. Ghislieri.docx
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 ...
Literature Review
A literature review on the social identities of volunteers and those in need of assistance and the inter-organizational relationship they have.
Organizational Life Style Analysis
You may be familiar with the Alderian concept of Life Style Analysis, a process by which individuals uncover their assumptions and convictions and learn how those influence they ways in they interpret and control experiences through their goals and behaviors. In a similar way, Organizational Life Style Analysis can assist in explaining an organization’s actions.
Recommended
Work Motivation and Performance A SocialIdentity Perspectiv.docx
Work Motivation and Performance: A Social
Identity Perspective
Daan van Knippenberg
University of Amsterdam, The Netherlands
La motivation au travail et les performances ont e te analyse es dans la per-
spective de la the orie de l'identite sociale et de celle de l'auto-cate gorisation.
Centrale aÁ cette analyse se trouve la relation entre l'identification organisa-
tionnelle et la motivation d'exercer un effort pour le compte de la collectivite .
Une analyse the orique et une revue d' e tudes empiriques relatives aux relations
entre cette identification organisationnelle et la motivation et les performances
conduisent aÁ la conclusion: l'identification est lie e positivement aÁ la motivation
au travail, avec les performances dans la re alisation des taà ches et dans le
contexte, pour autant a) que l'identite sociale soit saillante et que b) les
performances e leve es soient percË ues comme e tant dans l'inte reà t du groupe ou
de l'organisation.
Work motivation and performance were analysed from the perspective of
social identity theory and self-categorisation theory. Central in this analysis
is the relation of organisational identification with the motivation to exert
effort on behalf of the collective. A theoretical analysis as well as a review
of empirical studies of the relationship of organisational identification with
motivation and performance leads to the conclusion that identification is
positively related to work motivation, task performance, and contextual
performance to the extent that (a) social identity is salient, and (b) high
performance is perceived to be in the group's or organisation's interest.
INTRODUCTION
The study of work motivation and performance forms one of the key issues
in research in organisational behaviour. Although a variety of motivations
may affect performance, and performance may be contingent on a multitude
of other factors, one of the more important factors affecting performance
________________
* Address for correspondence: Daan van Knippenberg, University of Amsterdam, Work &
Organizational Psychology, Roetersstraat 15, 1018 WB Amsterdam, The Netherlands. Email:
[email protected]
I wish to thank Alexander Haslam, Moshe Krausz, Barbara van Knippenberg, Robert
Wood, and an anonymous reviewer for their comments on previous drafts of this paper.
APPLIED PSYCHOLOGY: AN INTERNATIONAL REVIEW, 2000, 49 (3), 357±371
# International Association for Applied Psychology, 2000. Published by Blackwell Publishers,
108 Cowley Road, Oxford OX4 1JF, UK and 350 Main Street, Malden, MA 02148, USA.
arguably is the motivation to perform well on the job. The present study
focuses on work motivation, and analyses it from the perspective of social
identity theory (Hogg & Abrams, 1988; Tajfel, 1978; Tajfel & Turner, 1986)
and self-categorisation theory, which is an elaboration and extension of social
identity theory (Turner, 1985; Turner, Hogg, Oakes, Reicher, & Wetherell,
1987). In the following, .
Organizational behavior
Looks at the basic elements of organizational behavior and where OB derived theories from.
270 • BPA P. Gatti, C.G. Cortese, M. Tartari, C. Ghislieri.docx
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 ...
Literature Review
A literature review on the social identities of volunteers and those in need of assistance and the inter-organizational relationship they have.
Organizational Life Style Analysis
You may be familiar with the Alderian concept of Life Style Analysis, a process by which individuals uncover their assumptions and convictions and learn how those influence they ways in they interpret and control experiences through their goals and behaviors. In a similar way, Organizational Life Style Analysis can assist in explaining an organization’s actions.
The White Standard Racial Bias in Leader CategorizationAs.docx
The White Standard: Racial Bias in Leader Categorization
Ashleigh Shelby Rosette
Duke University
Geoffrey J. Leonardelli
University of Toronto
Katherine W. Phillips
Northwestern University
In 4 experiments, the authors investigated whether race is perceived to be part of the business leader
prototype and, if so, whether it could explain differences in evaluations of White and non-White leaders.
The first 2 studies revealed that “being White” is perceived to be an attribute of the business leader
prototype, where participants assumed that business leaders more than nonleaders were White, and this
inference occurred regardless of base rates about the organization’s racial composition (Study 1), the
racial composition of organizational roles, the business industry, and the types of racial minority groups
in the organization (Study 2). The final 2 studies revealed that a leader categorization explanation could
best account for differences in White and non-White leader evaluations, where White targets were
evaluated as more effective leaders (Study 3) and as having more leadership potential (Study 4), but only
when the leader had recently been given credit for organizational success, consistent with the prediction
that leader prototypes are more likely to be used when they confirm and reinforce individualized
information about a leader’s performance. The results demonstrate a connection between leader race and
leadership categorization.
Keywords: racial bias, prototypical leadership characteristics, stereotypes, leadership categorization,
diversity
Substantial progress has been made by underrepresented minor-
ities in Corporate America since the 1960s civil rights movement
knocked down opaque racial barriers and championed equal op-
portunity in organizational settings. Over time, African Americans
have come to occupy a greater percentage of entry-level positions
and more middle management roles (Tomaskovic-Devey et al.,
2006; U.S. Bureau of Labor Statistics, 2004). In addition, other
racial minority groups, such as Asian Americans (Takaki, 1989;
Woo, 2000) and Hispanic Americans (GAO Report, 2006), have
also made noticeable inroads at lower and middle levels in busi-
ness organizations. Although progress is evident at some positions,
racial minorities are still less visible in top leadership positions
than would be expected on the basis of population base rates (The
Alliance for Board Diversity, 2005; Corporate Board Initiative,
2006; Fortune, 2006; McCoy, 2007; Thomas & Gabarro, 1999).
Given that explicit racial barriers no longer exist, what is prevent-
ing well-trained racial minorities from advancing within the orga-
nizational hierarchy to become leaders in U.S. companies?
One important determinant for whether employees advance to
leadership positions is how their leadership skills and task com-
petencies are evaluated (Connelly et al., 2000; DeVries, 2000;
Hollander, 1960; Levinson, 1980; Lord, de Vader, & Alliger,
1986). Leadership ...
Management Communication Quarterly27(2) 155 –183© The Au.docx
Management Communication Quarterly
27(2) 155 –183
© The Author(s) 2013
Reprints and permission:
sagepub.com/journalsPermissions.nav
DOI: 10.1177/0893318912469770
mcq.sagepub.com
469770MCQ27210.1177/0893318912469770Mana
gement Communication QuarterlyPloeger and Bisel
© The Author(s) 2013
Reprints and permission:
sagepub.com/journalsPermissions.nav
1University of Arkansas at Little Rock, Little Rock, AR, USA
2University of Oklahoma, Norman, OK, USA
Corresponding Author:
Nicole A. Ploeger, Department of Speech Communication, University of Arkansas at Little
Rock, Speech Communication Building 230, Little Rock, AR 72204, USA.
Email: [email protected]
The Role of Identification
in Giving Sense to
Unethical Organizational
Behavior: Defending the
Organization
Nicole A. Ploeger1 and Ryan S. Bisel2
Abstract
This language production experiment investigates communication’s role in
defending, and therefore giving sense to, organizational wrongdoing. The
study suggests identification may possibly reduce organizations’ moral learn-
ing capacity by encouraging highly identified members to engage in ethical
sensegiving of their organizations’ wrongdoing in defensive ways. Work-
ing adults (N = 318) responded to an organizational outsider regarding a
gender discrimination lawsuit filed against their organization in one of two
scenarios, which presented the organization’s guilt as either ambiguous or
certain. Highly identified members used more linguistic defense mechanisms
and reported more intense feelings. Additionally, participants in the ambigu-
ous condition used more linguistic defense mechanisms than those in the
certain condition. Veteran members reported higher levels of organizational
identification and used more linguistic defense mechanisms than newcomers.
Keywords
organizational communication, organizational identification, organizational
ethics, sensegiving, sensemaking
Article
at UNIV OF THE INCARNATE WORD on February 25, 2016mcq.sagepub.comDownloaded from
http://mcq.sagepub.com/
156 Management Communication Quarterly 27(2)
Unethical organizational behaviors persist, despite a growing awareness of
organizational ethics. Repercussions of such behaviors affect members, orga-
nizations, stakeholders, and societies. Consider the recent gender discrimina-
tion lawsuit: Dukes v. Wal-Mart Stores, Inc. (10-277). The lawsuit was filed
on behalf of a half million female Wal-Mart employees, with “billions of
dollars at stake” (Associated Press, 2011, March 29). As noted by Miceli,
Near, and Dworkin (2008), “If wrongdoing was rare or inexpensive, we
would not be concerned with it” (pp. 18-19). Clearly, unethical organizational
behavior occurs with devastating consequences for many (e.g., financial and
reputational loss, injury, and death).
The purpose of this investigation is to understand the communicative
resources that form the substance of organizational members’ sensegiving.
Rather than seeking to defin ...
The moderating role of organizational tenure on the relationship between orga...
International peer-reviewed academic journals call for papers, http://www.iiste.org
Cultural Identity Paper Grading CriteriaInstructions as in Sylla
Cultural Identity Paper Grading Criteria
Instructions as in Syllabus: You will be required to write a paper exploring your own cultural development over your lifespan. You will need to discuss at least 6 course terms and clearly connect them to your culture. The paper will require you to reflect upon your own life experience by identifying shared experiences, rites and rituals, personal beliefs, intergenerational patterns,nationality, race and ethnicity (just to name a few!), which influence your culture. Feel free to add “creative” elements to your typed paper, such as visual elements, traditional recipes, clipart, pictures, collages, and/or brochures representative of your personal cultural identity.
6 Cultural Themes/Terms Defined and Connected to Thoroughly (E.g., Social norms, ethnicity, values, traditions, language, cultural context, etc).
Word for this project would be 2000 words
Note: I am Vietnamese (Was born in Vietnam). Asian Culture. Male 25 years old. Currently living in United States (Move to live in United States for 2 years so far).
In Line and Out of the Box: How Ethical Leaders Help Offset the
Negative Effect of Morality on Creativity
Xin Liu
Renmin University of China
Hui Liao and Rellie Derfler-Rozin
University of Maryland, College Park
Xiaoming Zheng
Tsinghua University
Elijah X. M. Wee
University of Washington
Feng Qiu
University of Oregon
Utilizing role theory, we investigate the potential negative relationship between employees’ moral
ownership and their creativity, and the mitigating effect of ethical leadership in this relationship. We
argue that employees higher on moral ownership are likely to take more moral role responsibility to
ensure the ethical nature of their own actions and their environment, inadvertently resulting in them being
less able to think outside of the box and to be creative at work. However, we propose that ethical leaders
can relieve these employees from such moral agent role, allowing them to be creative while staying
moral. We adopt a multimethod approach and test our predictions in 2 field studies (1 dyadic-based from
the United States and 1 team-based from China) and 2 experimental studies (1 scenario-based and 1
team-based laboratory study). The results across these studies showed: (a) employee moral ownership is
negatively related to employee creativity, and (b) ethical leadership moderates this relationship such that
the negative association is mitigated when ethical leadership is high rather than low. Moreover, the
team-based laboratory study demonstrated that moral responsibility relief mediated the buffering effect
of ethical leadership. We discuss implications for role theory, ethicality, creativity, and leadership at
work.
Keywords: morality, creativity, ethical leadership, role theory, multimethod approach
Employee creativity, defined as the development of novel and
useful ideas (Amabile, 1983, 1996; George, 2007), is generally
considered as the driving force behind ...
Perspective View of OCB- In Context of India
Abstract: Organisational Citizenship Behaviour (OCB) is defined as the voluntary, pro-social behaviour of an individual which is not formally recognized by the reward system however that promotes the effective functioning of the organisation. The research on this concept gained momentum during 1980’s. However, the concept’s origin dates back to Veda era of Indian civilization. Many of the subsets of OCB like altruism, civic virtue are explained long before in Indian scriptures. The paper aims at finding a link between the revealed concept of OCB and the Indian management thoughts and practices.
To stay or not to stay can organizational culture provide the staying power
International peer-reviewed academic journals call for papers, http://www.iiste.org
Inclusion by Design (2016 SHR Diversity Conference) joe gerstandt
slides from a joe gerstandt session on inclusion
Personality Mapping, Conflict management and Team building
Personality Mapping, Conflict management and Team building. It is under up gradation. You can use it for your presentation.
EMPIRICAL RESEARCHUnderstanding champion behaviour in a he
EMPIRICAL RESEARCH
Understanding champion behaviour in a health-
care information system development project –
how multiple champions and champion
behaviours build a coherent whole
Joeri van Laere1 and Lena
Aggestam2
1School of informatics, University of Skövde,
Skövde, Sweden; 2School of Business, University of
Skövde, Skövde, Sweden
Correspondence: Joeri van Laere, School of
informatics, University of Skövde, P.O.
Box 408, SE-54128 Skövde, Sweden.
Tel: +46-70-5594895;
Fax: +46-500-448849;
E-mail: [email protected]
Received: 18 April 2013
Revised: 14 May 2014
2nd Revision: 10 December 2014
Accepted: 09 February 2015
Abstract
Champions are commonly suggested as a means of promoting the adoption of
information systems. Since there are many different definitions of the concepts
of champion and champion behaviour in the literature, practitioners and
researchers may be confused about how to exactly use these concepts.
A qualitative analysis of a single case study in a Swedish health-care organisation
enabled us to explain how different champion behaviours relate to each other
and how multiple champions interact. Combining our rich case observations
with an analysis of champion literature reveals how champion behaviours form a
coherent and meaningful whole in which networks of different types of
champions at different levels in an organisation utilise their network of relations,
their knowledge of the organisation and their insight into strategic decision-
making politics to time and orchestrate the framing of innovations and the
involvement of the right people. In conclusion, championing is a complex
performance of contextually dependent collective social interaction, varying
over time, rather than a heroic act of one individual promoting an idea. Future
studies need to focus more on how the relations between different champions
and their behaviours develop across innovations and over time, in order to
develop a richer understanding of championing.
European Journal of Information Systems (2016) 25(1), 47–63.
doi:10.1057/ejis.2015.5; published online 28 April 2015
Keywords: champions; champion behaviours; information system development; organisa-
tional change; health-care informatics
Introduction
Since 1963, studies of both product and process innovations have identified
and confirmed the role of influential individuals associated with the success
of a technological innovation, so-called champions of innovation (Schön,
1963; Chakrabarti, 1974; Maidique, 1980; Howell & Higgins, 1990). Several
studies have specifically focused on the adoption of Information Systems
(IS) as a type of innovation (Curley & Gremillion, 1983; Howell & Higgins,
1990; Beath, 1991; Heng et al, 1999), confirming that lessons learned from
champion literature in general also hold for champions influencing IS
adoption. Even in health-care, the context of our case study, it has been
shown how champions contribute to a change of work practices (Soo et al,
2009) or IS adop ...
Is your workplace a “Cult?”
There is a long history of well-known global companies that have built cult-like followings among
customers and encouraged cultish behavior in their employees. Workplace cults are those with tight control by
management over how employees think and behave. To combat a cult-like environment, embrace dissent,
encourage communication, spark debate, value differing opinions, solicit feedback, promote critical thinking,
and allow people to ask questions. Tap into the individuality of all employees. Assimilate their unique strengths
and knowledge. Adhering to the principles of diversity, equity and inclusion will help prevent your organization
from becoming a cult or reversing the process once it is already in place
More Related Content
Similar to Organizational Identification and Volunteer Involvement
The White Standard Racial Bias in Leader CategorizationAs.docx
The White Standard: Racial Bias in Leader Categorization
Ashleigh Shelby Rosette
Duke University
Geoffrey J. Leonardelli
University of Toronto
Katherine W. Phillips
Northwestern University
In 4 experiments, the authors investigated whether race is perceived to be part of the business leader
prototype and, if so, whether it could explain differences in evaluations of White and non-White leaders.
The first 2 studies revealed that “being White” is perceived to be an attribute of the business leader
prototype, where participants assumed that business leaders more than nonleaders were White, and this
inference occurred regardless of base rates about the organization’s racial composition (Study 1), the
racial composition of organizational roles, the business industry, and the types of racial minority groups
in the organization (Study 2). The final 2 studies revealed that a leader categorization explanation could
best account for differences in White and non-White leader evaluations, where White targets were
evaluated as more effective leaders (Study 3) and as having more leadership potential (Study 4), but only
when the leader had recently been given credit for organizational success, consistent with the prediction
that leader prototypes are more likely to be used when they confirm and reinforce individualized
information about a leader’s performance. The results demonstrate a connection between leader race and
leadership categorization.
Keywords: racial bias, prototypical leadership characteristics, stereotypes, leadership categorization,
diversity
Substantial progress has been made by underrepresented minor-
ities in Corporate America since the 1960s civil rights movement
knocked down opaque racial barriers and championed equal op-
portunity in organizational settings. Over time, African Americans
have come to occupy a greater percentage of entry-level positions
and more middle management roles (Tomaskovic-Devey et al.,
2006; U.S. Bureau of Labor Statistics, 2004). In addition, other
racial minority groups, such as Asian Americans (Takaki, 1989;
Woo, 2000) and Hispanic Americans (GAO Report, 2006), have
also made noticeable inroads at lower and middle levels in busi-
ness organizations. Although progress is evident at some positions,
racial minorities are still less visible in top leadership positions
than would be expected on the basis of population base rates (The
Alliance for Board Diversity, 2005; Corporate Board Initiative,
2006; Fortune, 2006; McCoy, 2007; Thomas & Gabarro, 1999).
Given that explicit racial barriers no longer exist, what is prevent-
ing well-trained racial minorities from advancing within the orga-
nizational hierarchy to become leaders in U.S. companies?
One important determinant for whether employees advance to
leadership positions is how their leadership skills and task com-
petencies are evaluated (Connelly et al., 2000; DeVries, 2000;
Hollander, 1960; Levinson, 1980; Lord, de Vader, & Alliger,
1986). Leadership ...
Management Communication Quarterly27(2) 155 –183© The Au.docx
Management Communication Quarterly
27(2) 155 –183
© The Author(s) 2013
Reprints and permission:
sagepub.com/journalsPermissions.nav
DOI: 10.1177/0893318912469770
mcq.sagepub.com
469770MCQ27210.1177/0893318912469770Mana
gement Communication QuarterlyPloeger and Bisel
© The Author(s) 2013
Reprints and permission:
sagepub.com/journalsPermissions.nav
1University of Arkansas at Little Rock, Little Rock, AR, USA
2University of Oklahoma, Norman, OK, USA
Corresponding Author:
Nicole A. Ploeger, Department of Speech Communication, University of Arkansas at Little
Rock, Speech Communication Building 230, Little Rock, AR 72204, USA.
Email: [email protected]
The Role of Identification
in Giving Sense to
Unethical Organizational
Behavior: Defending the
Organization
Nicole A. Ploeger1 and Ryan S. Bisel2
Abstract
This language production experiment investigates communication’s role in
defending, and therefore giving sense to, organizational wrongdoing. The
study suggests identification may possibly reduce organizations’ moral learn-
ing capacity by encouraging highly identified members to engage in ethical
sensegiving of their organizations’ wrongdoing in defensive ways. Work-
ing adults (N = 318) responded to an organizational outsider regarding a
gender discrimination lawsuit filed against their organization in one of two
scenarios, which presented the organization’s guilt as either ambiguous or
certain. Highly identified members used more linguistic defense mechanisms
and reported more intense feelings. Additionally, participants in the ambigu-
ous condition used more linguistic defense mechanisms than those in the
certain condition. Veteran members reported higher levels of organizational
identification and used more linguistic defense mechanisms than newcomers.
Keywords
organizational communication, organizational identification, organizational
ethics, sensegiving, sensemaking
Article
at UNIV OF THE INCARNATE WORD on February 25, 2016mcq.sagepub.comDownloaded from
http://mcq.sagepub.com/
156 Management Communication Quarterly 27(2)
Unethical organizational behaviors persist, despite a growing awareness of
organizational ethics. Repercussions of such behaviors affect members, orga-
nizations, stakeholders, and societies. Consider the recent gender discrimina-
tion lawsuit: Dukes v. Wal-Mart Stores, Inc. (10-277). The lawsuit was filed
on behalf of a half million female Wal-Mart employees, with “billions of
dollars at stake” (Associated Press, 2011, March 29). As noted by Miceli,
Near, and Dworkin (2008), “If wrongdoing was rare or inexpensive, we
would not be concerned with it” (pp. 18-19). Clearly, unethical organizational
behavior occurs with devastating consequences for many (e.g., financial and
reputational loss, injury, and death).
The purpose of this investigation is to understand the communicative
resources that form the substance of organizational members’ sensegiving.
Rather than seeking to defin ...
The moderating role of organizational tenure on the relationship between orga...
International peer-reviewed academic journals call for papers, http://www.iiste.org
Cultural Identity Paper Grading CriteriaInstructions as in Sylla
Cultural Identity Paper Grading Criteria
Instructions as in Syllabus: You will be required to write a paper exploring your own cultural development over your lifespan. You will need to discuss at least 6 course terms and clearly connect them to your culture. The paper will require you to reflect upon your own life experience by identifying shared experiences, rites and rituals, personal beliefs, intergenerational patterns,nationality, race and ethnicity (just to name a few!), which influence your culture. Feel free to add “creative” elements to your typed paper, such as visual elements, traditional recipes, clipart, pictures, collages, and/or brochures representative of your personal cultural identity.
6 Cultural Themes/Terms Defined and Connected to Thoroughly (E.g., Social norms, ethnicity, values, traditions, language, cultural context, etc).
Word for this project would be 2000 words
Note: I am Vietnamese (Was born in Vietnam). Asian Culture. Male 25 years old. Currently living in United States (Move to live in United States for 2 years so far).
In Line and Out of the Box: How Ethical Leaders Help Offset the
Negative Effect of Morality on Creativity
Xin Liu
Renmin University of China
Hui Liao and Rellie Derfler-Rozin
University of Maryland, College Park
Xiaoming Zheng
Tsinghua University
Elijah X. M. Wee
University of Washington
Feng Qiu
University of Oregon
Utilizing role theory, we investigate the potential negative relationship between employees’ moral
ownership and their creativity, and the mitigating effect of ethical leadership in this relationship. We
argue that employees higher on moral ownership are likely to take more moral role responsibility to
ensure the ethical nature of their own actions and their environment, inadvertently resulting in them being
less able to think outside of the box and to be creative at work. However, we propose that ethical leaders
can relieve these employees from such moral agent role, allowing them to be creative while staying
moral. We adopt a multimethod approach and test our predictions in 2 field studies (1 dyadic-based from
the United States and 1 team-based from China) and 2 experimental studies (1 scenario-based and 1
team-based laboratory study). The results across these studies showed: (a) employee moral ownership is
negatively related to employee creativity, and (b) ethical leadership moderates this relationship such that
the negative association is mitigated when ethical leadership is high rather than low. Moreover, the
team-based laboratory study demonstrated that moral responsibility relief mediated the buffering effect
of ethical leadership. We discuss implications for role theory, ethicality, creativity, and leadership at
work.
Keywords: morality, creativity, ethical leadership, role theory, multimethod approach
Employee creativity, defined as the development of novel and
useful ideas (Amabile, 1983, 1996; George, 2007), is generally
considered as the driving force behind ...
Perspective View of OCB- In Context of India
Abstract: Organisational Citizenship Behaviour (OCB) is defined as the voluntary, pro-social behaviour of an individual which is not formally recognized by the reward system however that promotes the effective functioning of the organisation. The research on this concept gained momentum during 1980’s. However, the concept’s origin dates back to Veda era of Indian civilization. Many of the subsets of OCB like altruism, civic virtue are explained long before in Indian scriptures. The paper aims at finding a link between the revealed concept of OCB and the Indian management thoughts and practices.
To stay or not to stay can organizational culture provide the staying power
International peer-reviewed academic journals call for papers, http://www.iiste.org
Inclusion by Design (2016 SHR Diversity Conference) joe gerstandt
slides from a joe gerstandt session on inclusion
Personality Mapping, Conflict management and Team building
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EMPIRICAL RESEARCHUnderstanding champion behaviour in a he
EMPIRICAL RESEARCH
Understanding champion behaviour in a health-
care information system development project –
how multiple champions and champion
behaviours build a coherent whole
Joeri van Laere1 and Lena
Aggestam2
1School of informatics, University of Skövde,
Skövde, Sweden; 2School of Business, University of
Skövde, Skövde, Sweden
Correspondence: Joeri van Laere, School of
informatics, University of Skövde, P.O.
Box 408, SE-54128 Skövde, Sweden.
Tel: +46-70-5594895;
Fax: +46-500-448849;
E-mail: [email protected]
Received: 18 April 2013
Revised: 14 May 2014
2nd Revision: 10 December 2014
Accepted: 09 February 2015
Abstract
Champions are commonly suggested as a means of promoting the adoption of
information systems. Since there are many different definitions of the concepts
of champion and champion behaviour in the literature, practitioners and
researchers may be confused about how to exactly use these concepts.
A qualitative analysis of a single case study in a Swedish health-care organisation
enabled us to explain how different champion behaviours relate to each other
and how multiple champions interact. Combining our rich case observations
with an analysis of champion literature reveals how champion behaviours form a
coherent and meaningful whole in which networks of different types of
champions at different levels in an organisation utilise their network of relations,
their knowledge of the organisation and their insight into strategic decision-
making politics to time and orchestrate the framing of innovations and the
involvement of the right people. In conclusion, championing is a complex
performance of contextually dependent collective social interaction, varying
over time, rather than a heroic act of one individual promoting an idea. Future
studies need to focus more on how the relations between different champions
and their behaviours develop across innovations and over time, in order to
develop a richer understanding of championing.
European Journal of Information Systems (2016) 25(1), 47–63.
doi:10.1057/ejis.2015.5; published online 28 April 2015
Keywords: champions; champion behaviours; information system development; organisa-
tional change; health-care informatics
Introduction
Since 1963, studies of both product and process innovations have identified
and confirmed the role of influential individuals associated with the success
of a technological innovation, so-called champions of innovation (Schön,
1963; Chakrabarti, 1974; Maidique, 1980; Howell & Higgins, 1990). Several
studies have specifically focused on the adoption of Information Systems
(IS) as a type of innovation (Curley & Gremillion, 1983; Howell & Higgins,
1990; Beath, 1991; Heng et al, 1999), confirming that lessons learned from
champion literature in general also hold for champions influencing IS
adoption. Even in health-care, the context of our case study, it has been
shown how champions contribute to a change of work practices (Soo et al,
2009) or IS adop ...
Is your workplace a “Cult?”
There is a long history of well-known global companies that have built cult-like followings among
customers and encouraged cultish behavior in their employees. Workplace cults are those with tight control by
management over how employees think and behave. To combat a cult-like environment, embrace dissent,
encourage communication, spark debate, value differing opinions, solicit feedback, promote critical thinking,
and allow people to ask questions. Tap into the individuality of all employees. Assimilate their unique strengths
and knowledge. Adhering to the principles of diversity, equity and inclusion will help prevent your organization
from becoming a cult or reversing the process once it is already in place
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An evaluation of the motives behind volunteering and existing motivational st...
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To stay or not to stay can organizational culture provide the staying power
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Inclusion by Design (2016 SHR Diversity Conference) joe gerstandt
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Personality Mapping, Conflict management and Team building
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[Note: This is a partial preview. To download this presentation, visit:
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Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
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www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
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Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
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Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
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Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
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External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
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Organizational Identification and Volunteer Involvement
- 1. Organizational Identification and Volunteer Involvement Guy Sack, M.A., Management Fellow Boston University Questrom School of Business
- 2. Organizational Identification Individual’s feeling of oneness with an organization Experience wins and losses as one’s own Self-evaluative (prestige distinctiveness) Specific type of social identification (targets) Even in the absence of shared goals and values (industry, catholic church) (Ashforth & Mael, 1989; Mael & Ashforth, 1992)
- 3. Expanded Model Disidentification (Elsbach, 1999) Ambivalent Identification (Pratt, 2000) Neutral Identification (Kreiner & Ashforth, 2004) Narcissistic Identification (Galvin, Lange, and Ashforth, 2014) involves seeing the organization within the self, not the self in the organization (CEOs and Top Management Teams often studied) Also over-identification
- 4. Research Question How does extreme volunteer involvement affect narcissistic identification?
- 5. Nonprofit Volunteers Inductive ethnographic study (lack of theory) Building theory, not testing it Purposeful sample: animal shelter Volunteers needed for operation Large variation both within and between orgs.
- 6. Nonprofit Volunteers Some are “staff-like” Others are “public-like” (Participant) observation and interviews (Cleaning, feeding, dishes, socializing, multiple buildings, fostering) Jottings and field notes Unreliable labor Insider/outsider Some structured interviews coded
- 7. Possible Implications Increased commitment? More organizational citizenship behaviors? More hours volunteering? Larger donations? (Boenigk & Helmig, 2013) Narcisistic at bottom of org (Van Knippenberg & Schie, 2000)
- 8. Thank You!
Editor's Notes
- TMT = top management team