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International Journal of Organization Theory and Behavior
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  Hybrid Journal Hybrid journal (It can contain Open Access articles)
ISSN (Online) 1093-4537
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  • Chaos theory, uncertainty, and organizational learning
    • Pages: 226 - 241
      Abstract: International Journal of Organization Theory & Behavior, Volume 21, Issue 4, Page 226-241, November 2018.
      Purpose The purpose of this paper is to juxtapose chaos theory with organizational learning theory to examine whether public organizations co-evolve into a new order or rather institutionalize newly gained knowledge in times of a highly complex public health crisis. Design/methodology/approach The research design utilizes the results from a survey administered to 200 emergency management and public health officials in the Dallas–Fort Worth metroplex. Findings The findings of this paper suggest that public entities were more likely to represent organizational learning through the coordination of professionals, access to quality information, and participation in daily communication. Leadership was associated with the dissemination of knowledge through the system rather than the development of new standard operating procedures (as suggested by chaos theory and co-evolution). Research limitations/implications There are limitations to this study given the purposive sample of emergency management and public health officials employed in the Dallas–Fort Worth metroplex. Practical implications The authors find that public organizations that learn how to respond to unprecedented events through reliance on structure, leadership, and culture connect decision makers to credible information resulting in organizational learning. Social implications As a result, public administrators need to focus and rely on their organization’s capacity to receive and retain information in a crisis. Originality/value This research contributes to our understanding of organizational learning in public organizations under highly complex public health situations finding decisions makers rely on both organizational structure and culture to support the flow of credible information.
      Citation: International Journal of Organization Theory & Behavior
      PubDate: 2018-10-26T08:28:25Z
      DOI: 10.1108/IJOTB-04-2018-0050
       
  • The impact of law, religion, and culture on the ease of starting a
           business
    • Pages: 242 - 257
      Abstract: International Journal of Organization Theory & Behavior, Volume 21, Issue 4, Page 242-257, November 2018.
      Purpose The purpose of this paper is to examine the effects of culture, legal origin and religion on four measures of the ease of starting a new business; the number of procedures required, the number days required, the ease of getting credit and the cost to start a business. Design/methodology/approach The authors use linear regression to test the hypotheses using publicly available data on legal origin and religion from La Porta et al. (1999), cultural dimension information from Hofstede (2009) and measures of the ease of starting a business from the World Bank’s (2017) Doing Business Initiative. The final sample consists of 71 countries for which information was available on all the variables of interest. Findings Legal origin affects the number of procedures and the length of time needed to start a business, as well as the ease of getting credit. Culture (power distance) and religion are important for explaining gender differences in the ease of starting a business. The cost of starting a business is unrelated to culture, legal origin or religion. Originality/value Economic development is an important determinant of a country’s political stability and standard of living. Although politicians play a significant role in how a friendly a country is toward business, the study demonstrates that other longer-term and less dynamic factors have a material influence on economic development.
      Citation: International Journal of Organization Theory & Behavior
      PubDate: 2018-10-26T08:28:14Z
      DOI: 10.1108/IJOTB-04-2018-0043
       
  • Do workplace flexibilities influence employment stability' An analysis
           of alternative work schedules, turnover intent and gender in local
           government
    • Pages: 258 - 274
      Abstract: International Journal of Organization Theory & Behavior, Volume 21, Issue 4, Page 258-274, November 2018.
      Purpose The purpose of this paper is to explore the relationship between the determinants of public employee turnover intent and the use of workplace flexibilities, with particular attention on the role that gender plays on the relationship between these two constructs. Design/methodology/approach Using a cross-sectional quantitative research design, the data collection specifically targeted employees of US municipalities that had a significant portion of their workforce using some type of alternative work schedule. Nine cities from six different states were included in the data collection. Findings In support of prior research and conventional wisdom, the authors find that the use of alternative work schedules is associated with lower expressions of turnover intent, but this relationship is only significant for female municipal employees. Research limitations/implications One limitation of the study is that it is mono-source data. A second limitation relates to the lack of controls for contextual and occupational characteristics. Further research is needed on the relationship between alternative work schedule choice and turnover, particularly exploring how other characteristics might impact the relationship between employment flexibilities and turnover. Practical implications Overall, the results of the analysis align with broader observations of the need for increasing workplace flexibilities and scholarship exploring these flexibilities, especially for female employees who are attempting to integrate their work and family responsibilities. Originality/value There has been relatively little research exploring the relationship between the determinants of turnover intent and the use of workplace flexibilities at the municipal level of government. This is particularly important given that employment in local government is larger than both federal and state government employment combined in the USA (US Census Bureau, 2017).
      Citation: International Journal of Organization Theory & Behavior
      PubDate: 2018-10-26T08:28:22Z
      DOI: 10.1108/IJOTB-07-2018-0077
       
  • The role of knowledge complexity in administration–society
           collaborations on knowledge
    • Pages: 275 - 294
      Abstract: International Journal of Organization Theory & Behavior, Volume 21, Issue 4, Page 275-294, November 2018.
      Purpose This paper engaged in theory-building from social movement and knowledge management (KM) theories and applied the case study method to explore the role of knowledge complexity in administration–society collaborations on knowledge. Complex knowledge is a kind of knowledge that consists of many interdependent elements, some of which are tacit. Complex knowledge creates challenges when external social groups attempt to transfer their knowledge to public organizations. Thus, the purpose of this paper is to investigate the following question: how do social groups acting as knowledge agents transfer their knowledge if it is complex' Design/methodology/approach A single-case study methodology informs the theory-building in this paper. The paper examined a case of collaboration between the natural childbirthing social movement and state maternity hospitals in Russia and Ukraine. The case was constructed from interviews, primary sources and secondary sources. Findings Social movement and KM theories were used in a case analysis to formulate theoretical propositions about the complexity of social movement knowledge, why and how movements transfer their knowledge through collaborations with the state, and how administrators assess movement knowledge and its transfer. The case suggests that administrators’ lack of capacity to recognize and deal with complex knowledge results in the underutilization of social groups’ knowledge. In particular, administrators treat complex knowledge as simple, and they misunderstand and underestimate its effects on collaboration. Originality/value To the best of this author’s knowledge, this paper is the first attempt in public administration to engage in theory-building from social movement and KM theories.
      Citation: International Journal of Organization Theory & Behavior
      PubDate: 2018-10-26T08:28:17Z
      DOI: 10.1108/IJOTB-03-2018-0022
       
  • The art of orienteering small firms’ innovation
    • Pages: 295 - 314
      Abstract: International Journal of Organization Theory & Behavior, Volume 21, Issue 4, Page 295-314, November 2018.
      Purpose Even though innovation is widely understood as a critical success factor, little is still known about the top management ability to steer small firms’ innovativeness. In an attempt to fill such gap, the purpose of this paper is to investigate the relationship between strategic orientation and propensity to innovate of a representative sample of Italian small-sized organizations. Design/methodology/approach Secondary data collected from the Community Innovation Survey performed in Italy by the Italian Institute of Statistics were investigated. Data concerned a representative sample of 5.833 units of analysis. Ad hoc logistic regression models were designed to illuminate the relationship between small firms’ propensity to innovate and their strategic orientation. Findings The outputs of logistic regression models suggested that strategic aims, strategic goals and awareness of environmental threats influenced the propensity of small firms to innovate. On the one hand, the desire to expand the current market share and to open new markets aroused product innovation; on the other hand, the need to increase organizational flexibility boosted process innovation. Research limitations/implications This study relied on secondary data; therefore, it was not possible to tailor the process of data collection to the specific purposes of this research. Besides, findings are not generalizable at either the European or worldwide level. Originality/value This is one of the first attempts to exploit the potential of multiple logistic regression models to shed light on the relationship between small firms’ strategic orientation and their propensity to innovate.
      Citation: International Journal of Organization Theory & Behavior
      PubDate: 2018-10-26T08:28:31Z
      DOI: 10.1108/IJOTB-02-2018-0002
       
  • Transformational leadership and positive work outcomes
    • Pages: 315 - 327
      Abstract: International Journal of Organization Theory & Behavior, Volume 21, Issue 4, Page 315-327, November 2018.
      Purpose A significant amount of research has examined the relationship between transformational leadership and positive follower outcomes such as organizational citizenship behavior (OCB) and task performance. Building on the social exchange theory and referent cognitions theory, this paper explores the propositions that transformational leadership, OCB and task performance relationship are mediated by leader member exchange (LMX) and distributive justice. The purpose of this paper is to explore the underlying mechanism that has a potential to influence the transformational leadership and follower outcomes relationship. The authors also discuss the implications for management theory and practice. Design/methodology/approach The primary goal of the research is theory building, so the paper is using a conceptual research design. Findings The authors find the assumption that the supervisors evaluate the performance of their employees and the performance evaluation has a strong influence on the allocation of rewards to be reasonable. Despite being reasonable, in some circumstances, the rewards allocation maybe dictated by upper management or the HR department; thus, the authors will need to gather a few more details in the survey to address this limitation. Originality/value This study presents a research model which emphasizes on the role of LMX and distributive justice in the linkage of transformational leadership and positive work outcomes. More specifically, the authors argue that follower outcomes such as OCB and task performance are a result of not only the high-quality LMX between transformational leaders and followers but also the distributive justice perceptions of followers.
      Citation: International Journal of Organization Theory & Behavior
      PubDate: 2018-10-26T08:28:27Z
      DOI: 10.1108/IJOTB-09-2018-0105
       
 
 
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