The relationship between ethical leadership and unethical pro-organizational behavior: linear or curvilinear effects?

In this study, we examine the nature of the relationship between ethical leadership and unethical pro-organizational behavior (UPB), defined as unethical behavior conducted by employees with the aim of benefiting their organization, and whether the strength of the relationship differs between subordinates experiencing high and low identification with supervisor. Based on three-wave survey data obtained from 239 public sector employees in China, we find that ethical leadership has an inverted u-shaped (curvilinear) relationship with UPB. As the level of ethical leadership increases from low to moderate, UPB increases; as the level of ethical leadership increases from moderate to high, UPB decreases. Further, we find that the strength of this inverted u-curve relationship differs between subordinates with high and low identification with supervisor. That is to say, the inverted u-shaped relationship between ethical leadership and UPB was stronger when subordinates experienced high levels of identification with supervisor. The theoretical and managerial implications of our findings for understanding how to manage UPB in an organizational context are discussed. © 2012 Springer Science+Business Media Dordrecht.

Emotions in organizational behavior

"Emotions in Organizational Behavior is an edited volume and the first of its kind to incorporate organizational behavior and bounded emotionality. The volume looks at the range of research on emotions within an organizational behavior framework, organized in terms of the individual, interpersonal, and organizational levels. This research was presented at the bi-annual International Conference on Emotions and Organizational Life held in London, England. Particular emphasis has been placed on obtaining the leading research in the international sphere. This book is intended to be useful to the student of organizational behavior, as well as the managers of organizations."

A Response to Critique of the Refreeze Step in Lewin’s Model of Organizational Change from the Viewpoint of Organizational Behavior

Problem Statement
This paper responds to criticism of Kurt Lewin’s three step model of organizational change in increasingly turbulent environments. It explores whether the refreeze step of Kurt Lewin’s notable three step model is still applicable to organizational change processes in the age of globalisation and digitalisation.

Method
Literature review and critical analysis of applied examples are used to provide an overview of Kurt Lewin’s three-step change model. Authors’ observations and reflections are integrated in the discussion. The changing contemporary environment and the implications for the refreeze step of Lewin’s model are accordingly discussed.

Conclusions
The paper concludes that a balance of stability and movement; of discrete and emergent change; is the reality for today’s organizations, and forms the touchstone for Lewin’s formulation of change theories. Alignment is observed between notions of desired equilibrium in Lewin’s model and the contemporary underpinnings of sustainability. Technology and the modern pace of organizational change are also factors to consider. There has hence been an adaptation of his theoretical heritage that is current and sufficiently robust to withstand the criticisms of the refreeze stage.

The effect of affect in organizational settings

The study of emotion and affect on organizational settings has been steadily gaining momentum for much of the last decade. Important catalysts in this process have been the Emonet e-mail discussion group and the biannual International Conferences on Emotions and Organizational Life. The articles in this volume represent a selection of the best papers presented at the fourth Conference (which was conducted in London, England, in June, 2004), together with invited papers by some of the leading scholars in the field.
The theme of the book, "the effect of affect in organizations," was chosen to capture the centrality of emotion and affect in everyday organizational life. The opening chapter, co-authored by Howard Weiss, one of the inventors of "Affective Events Theory" (AET), sets the scene. At the heart of AET is the idea that organizational members experience daily hassles and uplifts that are reflected in their attitudes and behaviours. Following chapters flesh out the way that AET can be applied, covering a variety of constructs that relate to organizational life, including emotional intelligence, motivation, employee monitoring of web access, and emotional regulation. Other chapters deal with other aspects of emotion in organizations, such as loneliness, leader-member relationships in teams, organizational justice, negative behaviour, creativity, and organizational reactions to crisis situations. In the final chapter, Rob Briner and his colleagues round out the theme in a critical account of emotion in organizations.

Disorganization theory; explorations in alternative organizational analysis

Contents: Paradigm plurality and its prospects -- Organizational knowledge : production and consumption -- Escaping the confines of organization theory / with Ian Atkin -- Actor-networks and sociological symmetry / with Christine McLean -- Fluidity and identity / with Beverly Metcalfe -- Time and temporality -- Decoration and disorganization / with Stella Minahan -- Governmentality and networks -- Actor-networks, research strategy and organization / with Nick Lee -- Rethinking triangulation -- Critical retrospective research -- Concluding remarks : a future agenda for alternative organization studies.

The role of human resource management (HRM) in Australian-Malaysian joint ventures

This article examines human resource management (HRM) for successful Australian-Malaysian joint ventures (JVs), on the basis of survey data and case studies. The findings suggest that each phase of JV development had its own pattern of HR practices. Three phases of development were distinguished - initiation, transitional, and maturational. The first phase involved selecting, recruiting and training a skilled workforce and formulating rudimentary human resource policies. Cultural differences were most marked in this phase. The second phase, after three years of operation, involved evolution of human resource policies better suited to local conditions, and more polycentric management staffing. The final phase, after six years of operation, saw the development of a distinctive human resources system, and the minimisation of cultural differences as an operational issue. In this phase there was also a move to more geocentric management staffing.

Agency theory, national culture and management Control Systems

Management control system of an organization is the structured facet of management, the formal vehicle by which the management process is executed. In most organizations, systems exist for planning, organizing, directing, controlling and motivating. Depending on the level of appropriateness and quality of the management control systems, the task of management is either facilitated or hindered. The end goal of a management control system is achieving organizational objectives. Because employees (agents) do not always give their best efforts for achieving organizational objectives, management control systems need to strive for aligning goals of agents (e.g., employees, subordinates) with that of principals (e.g., senior management, owners). Agency theory and its extension, principal agent model, provide insights to the problem of goal congruence and suggest remedies, at least in the Western cultural context. Whether the agency theory presumptions, predictions and prescriptions are universally applicable is an important issue in management. Their validity in different cultural contexts is largely unknown. The available literature to date indicates the possibility that agency theory may not be valid in non-western cultures. However, further empirical research is needed in non-western cultures to shed more light to this issue.

Mapping cultural dimensions in Australian sporting organisations

No research focusing on sport has yet provided a method of charting cultureʼs potential dimensions. The aim of this study was to redress this gap by identifying a set of dimensions that could describe the cultures of Australian sporting organisations. The population for this study included Australian National Sport Organisations (NSOs), State Sport Organisations (SSOs) and clubs participating in national league competitions. Eight sport organisations formed the sample. Data were collected via 24 in-depth interviews. This study revealed 12 dimensions and 68 sub-dimensions of culture, which may be used to begin the process of mapping sport cultures. These results reveal some unique sport dimensions with no single existing dimensional model that captures the collective elements revealed in this study. The unique dimensions revealed in this study include “Rituals”, “Symbols”, “Size”, “History and tradition”, with support for these dimensions found within the sub-dimensional codes. This suggests that the dimensions recorded here might provide a useful launching pad for future studies on sport culture.

Exploring the dynamics of accountability relationships : a grounded theory approach

Examines accountability relationships within the organisational context of a local council. Results indicate that accountability is an intensely personal, complex, and context-bound phenomenon. A framework of accountability is suggested, linking the context and characteristics of accountability relationships with particular cognitive and emotive accountability outcomes.

Application of the psychological contract to occupational safety

Psychological contracts were applied to occupational safety. A psychological contract of safety measure was developed and validated, and a model of safety developed to investigate breach and fulfilment of the psychological contract of safety. Findings suggest that the psychological contract of safety impacts safety attitudes and safety behaviour.

Emergence of trust in interorganisational networks

The conditions under which trust emerges as a governance mechanism in interorganisational networks was examined. The findings indicate that interorganisational trust is fostered when network members identify with common goals, when there is high interpersonal trust between key individuals in the networks, and when norms favouring reciprocity and cooperation develop.

Negotiating vertical IS standards : a two industry case study

Using Actor-Network Theory (ANT), this thesis describes arguments and inducements organisations can offer other organisations to participate in Vertical IS standardisation initiatives. To develop public goods such as Vertical IS standards, a persuasive value proposition is needed to encourage participation. Without social interactions between participants, tensions may hinder the progress of standards developments.