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Journal articles on the topic 'Helping organizations'
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Erlandsson, Arvid, Artur Nilsson, Gustav Tinghög, David Andersson, and Daniel Västfjäll. "Donations to Outgroup Charities, but Not Ingroup Charities, Predict Helping Intentions Toward Street-Beggars in Sweden." Nonprofit and Voluntary Sector Quarterly 48, no. 4 (December 26, 2018): 814–38. http://dx.doi.org/10.1177/0899764018819872.
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This article investigates how donation behavior to charitable organizations and helping intentions toward begging European Union (EU)-migrants are related. This question was tested by analyzing survey responses from 1,050 participants sampled from the general Swedish population. Although the overall results suggested that donations to charitable organizations were positively related to helping intentions toward beggars, the results differed substantially as a function of whether the organization was perceived to focus its efforts on outgroup victims or on ingroup victims. Specifically, whereas donation behavior toward outgroup-focused organizations clearly predicted more helping intentions toward beggars (also when controlling for demographics, education, income, religiosity, and political inclination), donation behavior toward ingroup-focused organizations predicted slightly less helping intentions toward beggars. We conclude that the type of charitable organization a person donates to might tell us more about his or her values and preferences than merely whether or not he or she donates at all.
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Kusumajati, Dian Anggraini. "Organizational Citizenship Behavior (OCB) Karyawan pada Perusahaan." Humaniora 5, no. 1 (April 30, 2014): 62. http://dx.doi.org/10.21512/humaniora.v5i1.2981.
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Human resources are the most important asset in a company to get success of an organization/company. Many organizations face challenges such as how organizations respond to change from external and adapt to internal environment of organization. In this case OCB can increase organizational performance, because this behavior is the "oil" of social machine of the organization. In other words, with this behavior in social interaction the member from organization can be smooth, reduce disputes, and improve efficiency. OCB is a voluntary behavior that exceeds workers’ basic needs such as helping co-workers and courteous to others, which benefit an organization, and does not relate to the compensation system. The dimensions of OCB consist of altruism, conscientiousness, sportsmanship, courtesy, civic virtue. The factors affect the OCB, namely: culture and climate, personality and mood, organizational support, quality of interaction superiors and subordinates, tenure and gender. Implications of OCB are quality of service, performance groups, and turnover. The benefits from OCB to the company are improving the productivity of co-workers, increasing managers’ productivity, saving management’s and organization’s resources, saving energy resources to maintain the group function, to be an effective facility to coordinate the activities of the working groups, improving the ability from organization to attract and maintain best employees, improving the stability of organizational performance, and enhancing the organization's ability to adapt environmental changes. It can be said that if the company wants to increase employee’s OCB, the company should pay attention to the factors that influence employee’s OCB and OCB implications to the company.
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Choi, Byoung Kwon, and Hyoung Koo Moon. "Prosocial motive and helping behavior: examining helping efficacy and instrumentality." Journal of Managerial Psychology 31, no. 2 (March 14, 2016): 359–74. http://dx.doi.org/10.1108/jmp-02-2014-0069.
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Purpose – Building on trait activation theory, theory of other orientation, and self-perception theory, the purpose of this paper is to examine how employees’ perceptions of helping efficacy and instrumentality influence the relationship between their prosocial motive and helping behavior. Design/methodology/approach – Data from 304 supervisor-subordinate dyads in South Korea were analyzed. Hypotheses were tested using hierarchical multiple regression. Findings – The results show that prosocial motive had a stronger positive influence on helping behavior among employees with high levels of helping efficacy. However, contrary to our expectation, prosocial motive was more positively related to helping behavior when employees had high levels of helping instrumentality. Practical implications – Organizations need to present employees with effective, standardized work procedures to make them feel efficacy in helping others. It is also necessary for organizations to consider helping behavior an important factor in performance evaluation and to signify to employees that helping behavior will be rewarded. Social implications – Helping behavior is critical for the effectiveness of both organizations and society at large; voluntarily helping people can enhance various kinds of performance at the societal level and can contribute to people’s welfare. Thus, it is necessary to teach people how to help others and to recognize helping behavior. Originality/value – This study contributes to the understanding of when the influence of prosocial motive on helping is more strongly activated by incorporating employees’ perceptions of the contexts in which helping behavior operates – efficacy and instrumentality.
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Boyd, Neil M. "Helping Organizations Help Others: Organization Development as a Facilitator of Social Change." Journal of Prevention & Intervention in the Community 39, no. 1 (December 30, 2010): 5–18. http://dx.doi.org/10.1080/10852352.2011.530161.
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Kopina, Dmitriy. "Reinventing Organizations: Model of Self-Organized Process Organization (SOPO)." Organizacija 52, no. 2 (May 1, 2019): 127–41. http://dx.doi.org/10.2478/orga-2019-0009.
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Abstract Background and Purpose: Self-organization in teams and Business Process Orientation have been subjects of many separate researches, yet there is lack of research actually joining it within a common research. The purpose of our research is to define a research model for new type of service organization - called SOPO (Self-Organised Process Organization). This model sets research base to determine SOPO’s maturity level and a self-assessment tool, helping new emergence or transitions of existing organization toward SOPO. Methodology: We conducted a case researches in three ICT service companies, which were undergoing a transition process towards SOPO. We conducted several in-depth, un-structured and structured part of interviews with employees holding three different positions in each organization. Hereby we present the researched organisation with most explicit case. Results: We defined the key elements of the model and tested it in a case research. Key elements are Self-Organised Work Teams (SOWT) and Business Process Orientation (BPO). Both SOWT and BPO are positively affecting level of SOPO. Level of SOPO is positively related to both, enthusiasm of personnel to work in self-organised environment and perceived Quality of Service (QS). Conclusion: SOPO model can be used: (1) in existing companies as a blueprint for SOPO implementation, (2) to assess the maturity level of companies reinventing their organizational structure, and (3) helping SOPO organizations to structure changes toward higher service quality. SOPO model is a viable starting point in further research. Further verification of the SOPO model by a quantitative research is needed.
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Chou, Shih Yung, Charles Ramser, Tree Chang, and Bo Han. "Emergence of interpersonal helping in times of crises: a theoretical model of prosperity and eradication of interpersonal helping in organizations." Management Decision 58, no. 10 (October 12, 2020): 2257–73. http://dx.doi.org/10.1108/md-08-2020-1041.
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PurposeThe purpose of this article is to develop a cross-level, theoretical model describing the process by which interpersonal helping becomes conspicuous, as well as the process by which interpersonal helping subsequently prospers or becomes eradicated in the organization.Design/methodology/approachA theoretical analysis was performed by drawing upon various management-related theories.FindingsWe propose that organizational crises foster the emergence of interpersonal helping. Additionally, the positive relationship between organizational crises and interpersonal helping is stronger (or weaker) when individuals possess higher levels of other-oriented (or self-oriented) motives. Furthermore, we propose that a sympathetic climate at the unit level and employee job crafting at the individual level result in the prosperity of interpersonal helping, whereas interpersonal helping is eradicated by a sarcastic atmosphere at the unit level and citizenship pressure at the individual level.Originality/valueTheoretically, we advance the literature by providing future research with a theoretical base for understanding interpersonal helping from a temporal and cross-level perspective. Practically, this article offers some managerial recommendations that help managers nurture interpersonal helping in organizations effectively.
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Winum, Paul, Edward Ryterband, and Peter Stephenson. "Helping organizations change: A model for guiding consultation." Consulting Psychology Journal: Practice and Research 49, no. 1 (1997): 6–16. http://dx.doi.org/10.1037/1061-4087.49.1.6.
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Ramasamy, Adimuthu, Ishmael Inore, and Richard Sauna. "A Study on Implications of Implementing Green HRM in the Corporate Bodies with Special Reference to Developing Nations." International Journal of Business and Management 12, no. 9 (August 15, 2017): 117. http://dx.doi.org/10.5539/ijbm.v12n9p117.
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Green Human Resource Management (GHRM) is very critical in helping different organizations achieve environmental sustainability. This is a novel concept in relatively many organizations and especially those in the developing countries. Although more effort is required to help organizations in the implementation of the green policy, some of these organizations have already embraced the concept and have been utilizing it in some or all their Human Resource Management (HRM) practices. The main HRM practices generally include recruitment and selection, training and development, performance management and appraisal, compensation and reward, empowerment and participation, and the management of the organizational culture. This shows that HRM has a major role to play in helping turn their particular organizations green. This sets the basis of this paper, which utilizes the desk research but proposes further research in the area considering that it is still a green concept in the field of HRM. For the purpose of this paper, the terms businesses, companies, organizations, and firms will be used interchangeably.
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Risdwiyanto, Andriya. "High-Performance Organization untuk Menghadapi Turbulensi Lingkungan Bisnis." Jurnal Maksipreneur: Manajemen, Koperasi, dan Entrepreneurship 7, no. 1 (December 31, 2017): 73. http://dx.doi.org/10.30588/jmp.v7i1.324.
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<p><span class="fontstyle0">Today’s businesses face unprecedented challenges. Leaders are confronted with increased competition, globalization, demand for growing social responsibilities, technological changes, and new strategic thinking. These need to be managed to build and sustain a </span><span class="fontstyle0">high-performance organization </span><span class="fontstyle2">(AMA, 2007). </span><span class="fontstyle0">The organizational environment is anything that is around an organization that has an influence, either directly or </span>indirectly on the process of organization operations. Every organization, either a profit organization and a non-profit organization, such as mass organizations, foundations, and others, want growth and sustainability in every activity. Organizational development does play an important role in helping organizations to transform themselves, through highly planned strategies and with predictions of problems that may be addressed through solutions. The organization will need more ability to react quickly and anticipate the various turbulences it faces appropriately. High-performance organization (HPO) is a solution to face increasingly unpredictable changes.</p>
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van Emmerik, IJ Hetty, I. M. Jawahar, and Thomas H. Stone. "The Relationship between Personality and Discretionary Helping Behaviors." Psychological Reports 95, no. 1 (August 2004): 355–65. http://dx.doi.org/10.2466/pr0.95.1.355-365.
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The relationship between personality and helping behaviors in three different contexts was examined in a field study. In a sample of 178 employees from three professional organizations, measures of the Big Five Personality factors were found to be related to discretionary helping behaviors performed in the context of one's home, workplace and the larger society. Collectively, the five personality factors accounted for 7% of the variance in Household Activities and Chores, 26% of the variance in Organizational Citizenship Behaviors and 10% of the variance in Volun-teerism. Implications of these relations are discussed.
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Gunn, Kristen. "Helping Teaching Artists Fly!: Organizations Dedicated to TA Growth." Teaching Artist Journal 3, no. 4 (December 2005): 228–32. http://dx.doi.org/10.1207/s1541180xtaj0304_3.
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McGUIGAN, MARTIN, and JOAN HENDERSON. "ORGANIZATIONAL STRATEGIC INNOVATION — HOW IS GOVERNMENT POLICY HELPING?" International Journal of Innovation and Technology Management 02, no. 02 (June 2005): 197–215. http://dx.doi.org/10.1142/s0219877005000460.
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Organizations are looking for new ways to compete within increasingly turbulent business environments. At the macro level, governments are challenged to develop strategic innovation policies that seek to support business competitiveness in this new era. At the same time at a micro level, companies are struggling to re-orientate themselves and become strategically innovative so that they can effectively overcome threats presented by, for example, new emerging low wage economies. This paper aims to develop a clearer understanding of the interface between innovation policy at a macro (regional) level and strategic innovation development at an organizational (micro) level.
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Giblin, Matthew J., and Jeffrey S. Nowacki. "Organizational Decline and Fiscal Distress in Municipal Police Agencies." Police Quarterly 21, no. 2 (November 28, 2017): 171–95. http://dx.doi.org/10.1177/1098611117744523.
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In late 2007, the United States entered one of the most significant recessions in recent memory. While the consequences to individuals have been well documented, less attention has been paid to the effects on state-sponsored organizations such as police agencies. The current study examines fiscal distress (e.g., layoffs, hiring freezes) in a sample of large municipal law enforcement agencies. According to a framework proposed by Levine, departments should be most vulnerable to fiscal distress when the jurisdiction experiences economic shocks (environmental entropy), the demand for police services declines (problem depletion), the political system becomes less supportive of police agencies (political vulnerability), and the organization becomes more structurally complex (organizational atrophy). Structural equation modeling results suggest that fiscal distress is driven by the local economic context, changing crime rates, and organizational size. This research has implications for helping organizations address future economic declines.
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Chou, Shih Yung, Charles Ramser, and Tree Chang. "When is helping considered helping? The recipient’s view of helping during the stages of receiving help." International Journal of Organization Theory & Behavior 22, no. 1 (March 11, 2019): 79–95. http://dx.doi.org/10.1108/ijotb-03-2018-0034.
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PurposeThe purpose of this paper is to develop a theoretical model that describes when helping is considered helping from the recipient’s point of view.Design/methodology/approachThe theoretical model was conceptually developed by drawing upon attribution theory, self-consistency theory and social cognitive theory, as well as relevant literature.FindingsThe authors propose that receiving help encompasses three sequential stages: the pre-help-receiving stage, the help-receiving stage and the post-help-receiving stage. Additionally, the authors theorize that the more other-oriented helping motives are attributed by the recipient, the more likely the recipient views the helper’s help as helping, that the more self-esteem preserving behaviors along with helping actions the recipient receives from the helper, the more likely the recipient views the helper’s help as helping and that the more gaps between actual and desired level of task performance are closed by the helper’s help, the more likely the recipient views the helper’s help as helping.Originality/valueFrom a theoretical standpoint, this paper offers a process approach that may guide future research on help receiving in organizations.
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Brosi, Prisca, Matthias Spörrle, Isabell M. Welpe, and Jason D. Shaw. "Two facets of pride and helping." Journal of Managerial Psychology 31, no. 5 (July 4, 2016): 976–88. http://dx.doi.org/10.1108/jmp-05-2015-0186.
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Purpose – The purpose of this paper is to demonstrate the influence of two different facets of pride – authentic and hubristic – on helping. Design/methodology/approach – Hypotheses were tested combining an experimental vignette study (n=75) with correlational field research (n=184). Findings – Results reveal that hubristic pride is associated with lower levels of intended helping compared with authentic pride when experimentally induced; further, trait hubristic pride is negatively related with helping, whereas trait authentic pride is positively related to helping, while controlling for alternative affective and cognitive explanations. Research limitations/implications – The use of vignettes and self-reports limits the ecological validity of the results. But when considered in combination, results provide important indications on how helping can be fostered in organizations: by emphasizing successes and the efforts that were necessary to achieve them. Originality/value – The results highlight the differential effects of discrete emotions in organizations.
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Crawley, Daria C., Jill K. Maher, and Stacy Blake-Beard. "She’s already busy." Gender in Management: An International Journal 30, no. 4 (June 1, 2015): 286–311. http://dx.doi.org/10.1108/gm-04-2014-0033.
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Purpose – This study aims to examine women’s organizational citizenship behaviors (OCBs) or the voluntary, discretionary behaviors employees perform that are not linked to their reward system but benefit organizations. Specifically, it investigates several attitudinal and organizational antecedents relative to two sub-dimensions of OCB: organizational loyalty and helping behaviors. Design/methodology/approach – Alumnae (n = 160) responded to an e-mail survey regarding their self-reported OCBs, job satisfaction, work engagement and several demographic and organizational variables. Findings – In this fiscal climate, organizations are challenged with fostering an environment encouraging employees to go beyond job requirements. Findings here suggest that married women who are engaged in work have the highest propensity to do this by engaging in these non-compensated, non-mandated behaviors. However, importantly, differences were found between organizational loyalty citizenship and helping behaviors. An inverse relationship was also found between job tenure and helping behaviors: an interesting result. Research limitations/implications – An important implication of the research is the dissection and examination of two sub-dimensions of OCB (i.e. organizational loyalty and helping), providing a better understanding of the dimensionality of the phenomenon and how they relate to job satisfaction and work engagement for a significant segment of the American workforce: women. Originality/value – This study examines the dimensionality of OCB (as called for by previous research) and establishes that not all OCBs can be treated equally, as antecedents vary in their predictability of OCB engagement. Further, this research investigates the relationship between individual job satisfaction components (pay, recognition and supervision) and OCBs to help clarify conflicting findings between OCB and this key workplace attitude.
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Muhammad Qasim, Sobia Saeed, Muhammad Ali Memon, Muhammad Ali Nizamani, Pardeep Kumar, and Muhammad Qasim. "An Analysis of Enterprise Resource Planning System Usage to Improve Business Process Performance." Quaid-e-Awam University Research Journal of Engineering Science & Technology 19, no. 1 (June 30, 2021): 65–69. http://dx.doi.org/10.52584/qrj.1901.09.
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Enterprise Resource Planning (ERP) is an information system which integrates business functions and processes. ERP systems are widely used in different commercial organizations and industries. For a number of reasons, ERP can be the cause of success in an organization and help improve individual’s performance in an organization by supporting better decision making. It is especially useful in helping an organization improve its productivity, reduce its operational cost and improve quality by efficient use of resources and effective communication. ERP implementation strategy greatly influences an industry‘s business process performance and can help lower organizational resistance to it. It also plays a vital role for business process performance because there is a passionate reaction to ERP that is a characteristic response to change connected with new innovation in an organization. This work is conducted to evaluate the ERP implementation and its influence on enterprise infrastructure, especially how the business performance is improved. The method used in this study is survey based, using interviews from more than 100 experts from different organizations in Karachi, Pakistan. The results show significant role of ERP system in raising business process performance of the organizations. Overall, ERP system impacts heavily an industry in terms of business process performance and also helps improve individual performance, considering how organizational resistance is managed using various strategies and communicating well.
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Pourmasoumi, Asef, and Ebrahim Bagheri. "Business process mining." Encyclopedia with Semantic Computing and Robotic Intelligence 01, no. 01 (March 2017): 1630004. http://dx.doi.org/10.1142/s2425038416300044.
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One of the most valuable assets of an organization is its organizational data. The analysis and mining of this potential hidden treasure can lead to much added-value for the organization. Process mining is an emerging area that can be useful in helping organizations understand the status quo, check for compliance and plan for improving their processes. The aim of process mining is to extract knowledge from event logs of today’s organizational information systems. Process mining includes three main types: discovering process models from event logs, conformance checking and organizational mining. In this paper, we briefly introduce process mining and review some of its most important techniques. Also, we investigate some of the applications of process mining in industry and present some of the most important challenges that are faced in this area.
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Mossholder, Kevin W., Hettie A. Richardson, and Randall P. Settoon. "Human Resource Systems and Helping in Organizations: A Relational Perspective." Academy of Management Review 36, no. 1 (January 2011): 33–52. http://dx.doi.org/10.5465/amr.2009.0402.
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Hall, Douglas T., and Jonathan E. Moss. "The new protean career contract: Helping organizations and employees adapt." Organizational Dynamics 26, no. 3 (December 1998): 22–37. http://dx.doi.org/10.1016/s0090-2616(98)90012-2.
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Neal, Judi, and Jerry Biberman. "Research that matters: helping organizations integrate spiritual values and practices." Journal of Organizational Change Management 17, no. 1 (February 2004): 7–10. http://dx.doi.org/10.1108/09534810410511260.
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G. Black, Hulda, Leslie H. Vincent, and Steven J. Skinner. "Customers helping customers: payoffs for linking customers." Journal of Services Marketing 28, no. 5 (August 5, 2014): 391–401. http://dx.doi.org/10.1108/jsm-12-2012-0252.
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Purpose – This paper aims to examine the relationship between customer networks and intercustomer social support, through the theoretical lens of service dominant logic (SDL). Co-creation and objective performance objectives are analyzed to understand the differential impact of instrumental and social/emotional intercustomer support on performance. Design/methodology/approach – A combination of survey and secondary data were collected within a health-club setting to test hypotheses. The data were analyzed using structural equation modeling. Findings – A customer’s network ties positively impact his/her intercustomer support perceptions, and this relationship is moderated by tie strength. Further, instrumental support impacts objective performance measures, while social/emotional has a greater impact on affective outcomes. Research limitations/implications – As customers become more connected, it is in the interest of the organization to capitalize on these connections. Future research should investigate what types of programming and marketing can directly enhance the number and types of connections customers form with others. Practical implications – Service organizations can benefit by fostering environments where customers connect with each other. These connections need not be at a high level; simple, informational connections prove to benefit the organization. Originality/value – The present research is designed to add to the research on intercustomer support in the service literature. This study investigates network-level antecedents of intercustomer support. Further, this research connects intercustomer support to objective (firm-reported) measures of performance. Last, this research examines intercustomer support through the lens of SDL and investigates its impact on co-creation outcomes.
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Новичков, Николай, and Nikolay Novichkov. "Organizational culture and cultural organization: the formation of new social spaces." Services in Russia and abroad 8, no. 7 (December 10, 2014): 0. http://dx.doi.org/10.12737/7486.
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The article discusses the features of social systems in terms of their cultural manifestations. In particular, it is noted that the most social organization is a culture with a respective structure and cultural manifestations. Also, social organization is living within different cultural environments.
An organization´s culture is manifested through its mission, human relations, organizational culture, culture medium, the message the organization to external environment, cultural footprint of social organization.
The article defines the notion of a cultural organization and indicated that the image of a cultural organization should strive to all organizations in the conditions of increasing competition and the growing importance of the economy of experiences.
The human world consists of a set of relations, organizations and various values. Over the entire period of human history has been created and tested a number of different organizational forms of human coexistence and joint activities, starting from the community and the army and ending with corporations and virtual organizations.
Culture as a basic sphere of human activity, which determines not only the principles of attitudes and behavior, but also the development of society, has the most significant influence on the formation and development of all forms of organization of human relations.
Interpretation of social organization as a culture determines the emergence of new organizational forms. One such form is a cluster.
Contemporary social organization should strive to become an essential element of the culture area, community or audience, which is manifested in the cultural formation of social organization, from the behaviors associated with its people, and helping to shape the image of the future, not only the organization but also all related cultural community .
The paper also notes in particular the role and place of cultural organizations in modern Russian tourism sector as an industry, directly generating impressions and forming appropriate cultural community.
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Lee, Jee Young, Yumi Seo, Wonho Jeung, and Joon-ho Kim. "How ambidextrous organizational culture affects job performance: A multilevel study of the mediating effect of psychological capital." Journal of Management & Organization 25, no. 6 (September 18, 2017): 860–75. http://dx.doi.org/10.1017/jmo.2017.38.
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AbstractAmbidexterity organization, which is defined as the ability of an organization to simultaneously pursues exploration and exploitation, has received attention by researchers who have examined its beneficial effect on organizational performance and success. This study attempted to examine the positive effect of ambidextrous organization culture (AOC), which is regarded as the core characteristic of ambidextrous organizations by using a multilevel model. Specifically, this study examined the effects of AOC on members’ job performance and the mediating role of psychological capital in the relationship between AOC and job performance. The results indicated that AOC had a significantly positive relationship with job performance even after controlling various organizational and individual variables. Moreover, we found that psychological capital fully mediated the relationship between AOC and members’ job performance. This study provides theoretical contributions by empirically examining the positive effect and mechanism of AOC. Furthermore, this study offers practical implications in how practitioners can manage their organizational culture, by helping shape the direction of organizational culture management.
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Amenta, Edwin, Thomas Alan Elliott, Nicole Shortt, Amber C. Tierney, Didem Türkoğlu, and Burrel Vann. "MAKING GOOD NEWS: WHAT EXPLAINS THE QUALITY OF COVERAGE OF THE CIVIL RIGHTS MOVEMENT*." Mobilization: An International Quarterly 24, no. 1 (March 1, 2019): 19–37. http://dx.doi.org/10.17813/1086-671x-24-1-19.
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When social movement organizations receive extensive newspaper coverage, why is it sometimes substantive and sometimes not? By “substantive,” we mean coverage that reflects serious treatment of the movement's issues, demands, or policy claims. Scholars agree that the news media are key to movement organizations' influence, helping them alter public discourse and effect political change, but often find that protests are covered nonsubstantively. Employing insights from literatures on historical institutionalism, the social organization of the news, and the consequences of movements, we elaborate an “institutional mediation” model that identifies the interactive effects on coverage of news institutions' operating procedures, movement organizations' characteristics and action, and political contexts. Although movement actors suffer compound legitimacy deficits with journalists, the institutional mediation model identifies the openings news institutions provide, the movement organizational characteristics, the forms of collective action likely to induce substantive news treatment, and the political contexts that will amplify or dampen these effects. We derive four interactive hypotheses from this model, addressing the effects of organizational identities, collective action, and political contexts on news outcomes. We appraise the hypotheses with comparative and qualitative comparative analyses of more than 1000 individually coded articles discussing the five most-covered organizations of the 1960s U.S. civil rights movement across four national newspapers. We find support for each hypothesis and discuss the implications for other movement organizations and the current media context.
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Sun, Jiaqi. "Organizational leadership as a factor of building corporate culture and performance." Corporate Governance and Organizational Behavior Review 2, no. 2 (2018): 15–24. http://dx.doi.org/10.22495/cgobr_v2_i2_p2.
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Organizations encounter the challenge of lacking leadership development pipelines and changing demographics in the workplace. The paper aims to review literature on leadership and its relationship with organizational culture and motivate organizations to embark on change initiatives to continually improve their occupational health and safety (OHS) operations. The key objectives are helping organizations understand the relationship between leadership and OHS performance and how cultural values help connect the dot between them, putting leadership styles into context by focusing on internal factors that impact on an organization, highlighting the development trend of OHS risk management industry throughout the discussion, focusing on some practical guideline on implementing OHS improvement initiatives, introducing the correlation between leading and lagging indicators as a measure of the effectiveness of leadership in enhancing OHS performance. The study develops a framework of operation transmission mechanism that embraces an OHS management system (OHSMS), describes the delivery of cultural value and the impact on workers’ behavior. The outcome of this applied research presents industry good practices that are field tested expertise and guides organizations implement an OHSMS that facilitates organizational leaders to deliver cultural values with appropriate leadership style and organizational health. The OHSMS encompasses, amongst others, policy, process, procedure, standards and techniques. And the design of such a management system is recommended for future research.
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Bock, Joseph G., and Ziaul Haque. "Getting a Sharper View of the Humanitarian Marketplace: Introducing Conduit Engagement Theory." Global Governance 24, no. 4 (December 10, 2018): 517–35. http://dx.doi.org/10.1163/19426720-02404004.
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Abstract There are differing views on the strengths and weaknesses of faith-based organizations relative to secular international nongovernmental organizations. This article argues that the theory of comparative advantage and the theory of organizational alignment are inadequate in helping to assess these strengths and weaknesses. The article offers a different perspective, called conduit engagement theory. It holds that humanitarian organizations naturally have specific relationships, organizational linkages, affiliations, or shared philosophies (referred to in the article as conduits) that enable certain programmatic interventions. Maximum effectiveness within the humanitarian marketplace is a function of the robustness of engagement of conduits with high-priority initiatives that have adequate funding over the necessary length of time. A new kind of tool for strategic planning within specific countries and for auditing at an organizational level are proposed.
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Duan, Jinyun, Macy Wong, and Yumeng Yue. "Organizational helping behavior and its relationship with employee workplace well-being." Career Development International 24, no. 1 (February 11, 2019): 18–36. http://dx.doi.org/10.1108/cdi-01-2018-0014.
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PurposeResearch examining the effect of helping on outcomes related to helpers has gained some mixed results. The purpose of this paper is to reconcile such inconsistency by understanding the multi-dimensional nature of helping behavior.Design/methodology/approachThe authors first develop a helping behavior scale that differentiates between the proactive and reactive form of helping. Furthermore, the authors also examined whether these two forms of helping are differently related to employees’ well-being. Data were collected from 448 employees and their immediate supervisors working in different organizations in the South Jiangsu province, in which the authors examined the main relationship and also explored the mediating effect of meaningfulness.FindingsResults provided corroborating evidence that helping behavior was a multi-dimensional construct, consisting of proactive and reactive dimensions. Furthermore, the authors are also able to support discriminatory validity between these two dimensions by showing that they are differently related to employees’ well-being.Practical implicationsThis paper contributes to management practice by specifying the benefits and detriments of different kinds of helping behaviors.Originality/valueThe findings of this study do not only provide ideas to explain contradictions in the effect of helping behaviors on helpers themselves, but also deepens scholars’ knowledge and understanding toward helping behavior.
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Fadillah, Dani, and Uspal Jandevi. "Communication Model of Indonesian Student Organizations in China through the Indonesian Movement Helps." Jurnal Ilmu Komunikasi 18, no. 2 (August 31, 2020): 142. http://dx.doi.org/10.31315/jik.v18i2.3465.
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The Indonesian Movement Helps organization located in China helps Indonesian students while studying in China, but some Indonesian students initially had difficulty communicating with the organization. Many Indonesian students are victims of irresponsible scholarship agents. This research aims to analyze the communication barriers of the Indonesian Movement Helps organization in helping Indonesian students in China. This research method is qualitatively descriptive with data collection techniques through observation and in-depth interviews. Data analysis techniques using SWOT analysis. The results found a communication model of Indonesian student organizations in China through the internalization of the climate and culture of the word of mouth communication in Indonesian Movement Helps. The substance of this research is the communication model of Indonesian student organizations in China through the internalization of climate and culture of the word of mouth communication that can be applied to student organizations in other countries.
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Korsgaard, M. Audrey, Bruce M. Meglino, and Scott W. Lester. "Beyond helping: Do other-oriented values have broader implications in organizations?" Journal of Applied Psychology 82, no. 1 (1997): 160–77. http://dx.doi.org/10.1037/0021-9010.82.1.160.
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Yong Seo, Joon, and Debra L. Scammon. "Does feeling holier than others predict good deeds? Self-construal, self-enhancement and helping behavior." Journal of Consumer Marketing 31, no. 6/7 (November 4, 2014): 441–51. http://dx.doi.org/10.1108/jcm-06-2014-1029.
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Purpose – The purpose of this paper is to examine the relationship between self-enhancement and helping behavior/intentions. Some people are more inclined than others to engage in helping behaviors. Determining what individual characteristics are related to helping behavior could have important implications for both marketers and non-profit organizations. Drawing on research on self-enhancement, this paper examines the relationship between the “above-average effect” (the tendency of individuals to rate themselves more favorably than they rate others) specifically on altruistic traits and helping behavior. Design/methodology/approach – Data were collected through two surveys and analyzed with correlation analysis, path analysis and structural equation models. Findings – In two studies, we find a positive relationship between interdependence and self-enhancement and a positive relationship between self-enhancement and helping behavior (volunteering in Study 1 and donation behavior in Study 2). We further show that self-enhancement mediates the effect of interdependence on helping. Personal importance of altruistic traits is shown to underlie these relationships. Practical implications – By understanding the antecedents of helping behaviors, non-profit and charity organizations, social marketers and other advocates of pro-social behaviors can enhance the effectiveness of their appeals. Our findings provide insights for both messaging and targeting. Originality/value – This study examines the relationship between self-enhancement and helping behavior. In so doing, it contributes to the self-enhancement literature by identifying the relationship between self-construal and self-enhancement. It also extends understanding of the relationship between these two constructs and helping behavior by revealing the mediating role of self-enhancement on helping behavior.
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Bendapudi, Neeli, Surendra N. Singh, and Venkat Bendapudi. "Enhancing Helping Behavior: An Integrative Framework for Promotion Planning." Journal of Marketing 60, no. 3 (July 1996): 33–49. http://dx.doi.org/10.1177/002224299606000303.
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Charitable organizations play a vital role in our society, as is evidenced by their enormous economic and social impact. Yet, for many of them, soliciting adequate resources to carry out their mandates is a continuing struggle. Confronted with a growing need for their services, fierce competition from other charities, and shrinking support from government agencies, charities may turn to marketers for help in developing effective promotional strategies. Unfortunately, marketing literature is unable to provide meaningful guidance because scant research attention has hampered a fuller understanding of why people help. The authors integrate relevant research in marketing, economics, sociology, and social psychology to advance theoretical understanding of helping behavior. They develop research propositions regarding specific promotional strategies that charitable organizations can employ to elicit help.
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Cummings, Thomas G., and Chailin Cummings. "The Relevance Challenge in Management and Organization Studies: Bringing Organization Development Back In." Journal of Applied Behavioral Science 56, no. 4 (October 1, 2020): 521–46. http://dx.doi.org/10.1177/0021886320961855.
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We address management and organization studies’ (MOS) mounting relevance challenge of creating knowledge that matters far more to researchers than practitioners. Organization development (OD), a subfield of MOS, can help bridge the research–practice gap. OD was once a valued contributor to MOS creating applied knowledge to change and improve organizations. Yet that contribution gradually diminished and today OD is a marginal member of the MOS community. A historical–evolutionary analysis reveals the causes for that decline and suggests how to bring OD back in to address the relevance challenge. Our proposal involves the application of OD action research, an engaged and collaborative form of inquiry that creates knowledge in the service of helping organizations improve themselves.
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Allyn Piliavin, Jane. "Altruism and Helping: The Evolution of a Field: The 2008 Cooley-Mead Presentation1." Social Psychology Quarterly 72, no. 3 (September 2009): 209–25. http://dx.doi.org/10.1177/019027250907200305.
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I present a selective history of the evolution of the study of altruism and helping behavior, using a series of questions and answers. Some of the topics covered include the motives for helping, the origins of helping and altruism in evolution and child development, the relationship of organizations to helping, and the psychological and health consequences for the helper. A framework within which to view the current structure of the field is presented, and a challenge is issued for scholars in the areas of social movements and helping behavior to come together to synthesize the two fields.
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Cloutier, Esther, Élise Ledoux, and Pierre-Sébastien Fournier. "Knowledge Transmission in Light of Recent Transformations in the Workplace." Articles 67, no. 2 (May 4, 2012): 304–24. http://dx.doi.org/10.7202/1009089ar.
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In a context of changing demographics and transformations to the world of work, concerns about age management are gradually turning into concerns about knowledge management. The vast experiential knowledge and diverse skills developed by workers to cope with the numerous situations encountered in the course of their work and to protect themselves against risks to their health and safety constitute part of the intangible assets vital to the sustainability of worker expertise and even the survival of the organization. Management practices play an important role in helping safeguard experiential knowledge in organizations. However, the transformations that have been taking place in recent years in response to an unstable economic climate have driven organizations to introduce a number of changes in workplaces. Three case studies, conducted in Quebec, each focused on the study of a specific occupation (film technicians, food service helpers, and homecare nurses), and based on interviews and observations made in the field, will be presented in an effort to describe the impact of some of these changes, namely precarious employment, flexible management practices and work intensification, on knowledge sharing in real work situations. The results suggest that by undermining work teams and increasing the workload of experienced workers, these changes actually hinder the knowledge sharing process. In fact, in such a context, the work teams are continually being reconfigured, which can demotivate experienced workers who constantly have to initiate new recruits despite already having a work overload. Possible avenues for research are proposed with a view to helping organizations cope with these changes in a way that supports the experiential knowledge transfer and sharing process so vital to organizational performance and the preservation of worker health.
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Hussein, Bassam, and Ayman Dayekh. "Business Process Reengineering (BPR) Key Success Factors." International Journal of Applied Management Sciences and Engineering 1, no. 1 (January 2014): 58–66. http://dx.doi.org/10.4018/ijamse.2014010104.
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Several authors and researchers have questioned the effectiveness of business process reengineering (BPR) as a holistic organizational approach especially after the demise of giant organizations all over the world. However, at a time of economic turbulence and uncertainty, BPR becomes instrumental in helping organizations reengineer existing processes and optimize them to better stay competitive and accelerate business. This paper addresses this criticism and proposes a framework that encompasses key factors that must be considered in any BPR initiative in order to ensure its success. As well as providing executives with a practical guide to consult when starting, planning, implementing and controlling the different activities needed to complete a reengineering project. The paper also identifies and elaborates on the key success BPR factors: 1) Organization wide commitment, 2) BPR team composition, 3) Business needs analysis, 4) Adequate IT infrastructure, 5) Effective change management, and 6) Ongoing continuous improvement. These key factors are presented in light of supporting literature.
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Franco, Mário, and Augusto Antunes. "Understanding servant leadership dimensions." Nankai Business Review International 11, no. 3 (January 31, 2020): 345–69. http://dx.doi.org/10.1108/nbri-08-2019-0038.
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Purpose This paper aims to identify and discuss the concept of servant leadership, find some dimensions and understand how staffs in organizations make sense of this style of leadership. Design/methodology/approach Multiple exploratory case studies in six Portuguese organizations/firms were performed. As data-collecting instruments, several interviews, direct observations made on-site and documentary analysis were used. Findings From thematic analysis, the authors found nine dimensions associated with servant leadership in the organizations/firms studied: empowering, helping subordinates grow and succeed, putting subordinates first, ethical behaviour, altruistic calling, wisdom or vision, organizational stewardship, family atmosphere and identification with the leader. Practical implications Based on these dimensions identified, the authors constructed an analytical framework for servant leadership. This study contributes to theoretical development by integrating the servant leadership literature and organizational behaviour literature and should help servant leadership gain legitimacy as an important and relevant leadership theory. Originality/value This study is innovative because contributes to knowledge about organizations that follow a servant style of leadership, and in so doing form consistent dimensions that can represent benchmarking for other organizational structures.
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Doyle, Sarah P., Robert B. Lount, Steffanie L. Wilk, and Nathan C. Pettit. "Helping Others Most When They Are Not Too Close: Status Distance as a Determinant of Interpersonal Helping in Organizations." Academy of Management Discoveries 2, no. 2 (June 2016): 155–74. http://dx.doi.org/10.5465/amd.2014.0104.
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Sapat, Alka, Ann-Margaret Esnard, and Aleksey Kolpakov. "Understanding Collaboration in Disaster Assistance Networks: Organizational Homophily or Resource Dependency?" American Review of Public Administration 49, no. 8 (July 10, 2019): 957–72. http://dx.doi.org/10.1177/0275074019861347.
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Greater collaboration among nongovernmental organizations (NGOs) after disasters is important in helping them deliver services, share information, and avoid resource duplication. Following a disaster, numerous NGOs, including a large number of faith-based NGOs, typically offer disaster assistance. But to what extent do these NGOs providing disaster assistance collaborate with each other? Does organizational homophily prevail? Or is the need to acquire resources an incentive for collaboration? Are collaborations characterized by relationships of dependency? To answer these questions, we analyze collaboration between international NGOs, local NGOs, faith-based organizations, and other organizations providing disaster assistance in Haiti in the 3-year period following the 2010 earthquake. Data on these organizations and their networks were analyzed using social network analysis methods. The major findings are that most organizations collaborate within sectoral boundaries and that homophily is one of the main drivers of collaboration, illuminating power relationships in disaster assistance networks.
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Bullis, Connie, and Betsy Wackernagel Bach. "Are mentor relationships helping organizations? An exploration of developing mentee‐mentor‐organizational identifications using turning point analysis." Communication Quarterly 37, no. 3 (June 1989): 199–213. http://dx.doi.org/10.1080/01463378909385540.
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Islami, Xhavit, Marija Topuzovska Latkovikj, Ljubomir Drakulevski, and Mirjana Borota Popovska. "DOES DIFFERENTIATION STRATEGY MODEL MATTER? DESIGNATION OF ORGANIZATIONAL PERFORMANCE USING DIFFERENTIATION STRATEGY INSTRUMENTS – AN EMPIRICAL ANALYSIS." Business: Theory and Practice 21, no. 1 (March 6, 2020): 158–77. http://dx.doi.org/10.3846/btp.2020.11648.
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Considering pursuing the differentiation strategy makes enable the organization to earn its success and to create, capture and sustain economic value. Despite this importance, it is relatively absentminded in empirical studies at the conceptual level. In response to this gap, the purpose of this paper is conceptualizing differentiation strategy model, developing the instruments of differentiation strategy, and testing the relationship between dimensions of the value chain, differentiation in the supply, competitive advantages, and organizational performance, using data from a sample of 123 manufacturing organizations. On this study, quantitative methods were applied to measure the proposed relationships, and questionnaires were used as a tool in gathering primary data. Relationships proposed in the framework were tested using structural equation modeling. The results of this study indicated that pursuing the differentiation strategy leads on increasing competitive advantage and improving organizational performance. Also, it pointed out that the manufacture organizations’ success is determined by their ability to be flexible on strategic planning and on integrating internal and industrial settings factors on differentiation strategy creating. This research contributes to strategic literature clarifying a successful differentiation model helping the practitioners on increasing the ability and knowledge on pursuing the differentiation strategy.
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Efyanti, Yasni. "PERAN KESBANGPOL LINMAS DALAM PEMBINAAN ORGANISASI SOSIAL POLITIK DAN ORGANISASI KEMASYARAKATAN." Islamika : Jurnal Ilmu-Ilmu Keislaman 18, no. 02 (January 2, 2019): 65. http://dx.doi.org/10.32939/islamika.v18i02.311.
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Abstract: Development in the socio-political field and stabilization of political awareness of life are necessary for every citizen, in order to achieve Pancasila Democracy so that it can guarantee the smooth running of the business to achieve the national goals. This research uses a practical juridical approach. The data obtained will then be analyzed qualitatively by drawing conclusions using inductive methods. The results of this study include: 1) the efforts made by KESBANGPOL LINMAS Sungai Penuh City to maintain political stability in the field of social politics is to provide guidance to existing community organizations, such training is carried out through training in the field of political social. Whereas for social and political power organizations, guidance in the implementation of elections is conducted by conducting scale meetings twice a year to administrators of social political organizations, helping to solve problems faced by these organizations in facing general elections and helping to hold operational facilities.
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Cochrane, Bonnie S., Debbie Ritchie, Daniela Lockhard, Gino Picciano, John A. King, and Brian Nelson. "A culture of compassion: How timeless principles of kindness and empathy become powerful tools for confronting today’s most pressing healthcare challenges." Healthcare Management Forum 32, no. 3 (April 26, 2019): 120–27. http://dx.doi.org/10.1177/0840470419836240.
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The role of compassion in healthcare is receiving increased attention as emerging research demonstrates how compassionate patient care can improve health outcomes and reduce workplace stress and burnout. To date, proposals to encourage empathy, kindness, and compassion in healthcare have focused primarily on training individual care providers. This article argues that increasing the awareness and skills of individuals is necessary but insufficient. Compassionate care becomes an organizational norm only when health leaders create and nurture a “culture of compassion” that actively supports, develops, and recognizes the role of compassion in day-to-day management and practice. The article profiles four organizations that have adopted compassionate healthcare as an explicit organizational priority and implemented practical measures for building and sustaining a culture of compassion. Common principles and practices are identified. These organizations demonstrate how compassion can lead directly to improved outcomes of primary importance to healthcare organizations, including quality and safety, patient experience, employee and physician engagement, and financial performance. They show how compassion can be a powerful yet often underappreciated tool for helping organizations successfully manage current challenges.
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Zebal, Mostaque, Ahmed Ferdous, and Colin Chambers. "An integrated model of marketing knowledge – a tacit knowledge perspective." Journal of Research in Marketing and Entrepreneurship 21, no. 1 (July 8, 2019): 2–18. http://dx.doi.org/10.1108/jrme-03-2018-0018.
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Purpose The purpose of this paper is to develop and propose an integrated model of marketing knowledge from a tacit knowledge management perspective. This paper further aims at developing a linkage between explicit knowledge perspective (internal and external marketing) and tacit knowledge orientation of an organization, leading to improved business success. Design/methodology/approach This paper develops a conceptual model showing the integration of the internal, tacit and explicit knowledge perspectives that results in improved business success. The proposed model and associated propositions are drawn from the synthesis of relevant knowledge and marketing literature. Findings Five major associated propositions are offered in the paper, which inform both scholars and practitioners about what constitutes a holistic market orientation and how organizations can achieve business success by adopting both an internal and external orientation to tacit and explicit knowledge management. Originality/value The model makes an original contribution to theoretical and organizational marketing management knowledge. It does this by extending the conceptual and operational boundaries of existing models of internal and external marketing, aimed at helping organizations achieve competitive advantage and business success.
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Kyei-Poku, Ivy. "The benefits of belongingness and interactional fairness to interpersonal citizenship behavior." Leadership & Organization Development Journal 35, no. 8 (October 28, 2014): 691–709. http://dx.doi.org/10.1108/lodj-09-2012-0117.
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Purpose – The purpose of this paper is to examine the main and indirect effects of belongingness and interactional fairness on interpersonal citizenship behavior. Design/methodology/approach – Field data were obtained from 141 subordinate-supervisor dyads from diverse occupations and organizations within Canada. The study was cross-sectional in nature. Findings – Consistent with expectations the findings demonstrates that interactional fairness positively predicts employee sense of belongingness, and employees show more helping behavior (supervisor rated) when they have a stronger sense of belongingness at work. Belongingness partially mediates the relationship between interactional fairness and interpersonal behavior. Research limitations/implications – Future research could involve investigating a broader range of mediating mechanisms that might promote interpersonal citizenship behavior; for example, trust. As previously indicated, belongingness partially mediates the relationship between interactional fairness and interpersonal citizenship behavior, implying other possible mechanisms through which interactional fairness influences follower behaviors. Moreover, this research can be extended to include to other forms of prosocial behaviors (e.g. innovative behavior). Practical implications – Satisfying employees’ need for belonging is an important aspect of organizational life and useful in promoting helping behaviors among coworkers, it is essential for organizations to, therefore, create a work culture of inclusiveness. It is prudent for organizations to also expend greater effort to maximize interactional fairness by introducing programs intended for training organizational leaders how to be fair. Originality/value – Interpersonal citizenship behavior is important for group and organizational functioning; however, current psychological models are insufficient for understanding these behaviors. To advance the understanding, this study attempts to directly test individuals’ sense of belongingness as the psychological mechanism through which interactional justice can influence interpersonal citizenship behavior.
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Huss, MA, Sheila M., Abdul-Akeem Sadiq, PhD, and Christopher M. Weible, PhD. "Organizations and emergency management: Information, trust, and preparedness." Journal of Emergency Management 10, no. 5 (September 1, 2012): 359. http://dx.doi.org/10.5055/jem.2012.0113.
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In what ways do information and trust relate to the level of organizational preparedness for disasters? Interview and survey data on 227 organizations in Memphis/Shelby County, TN, were analyzed to assess the extent to which organizations use disaster-related information for decision making, and report the information as adequate and relevant. Organizations were also asked to identify their sources for disaster-related information, whom they trust for helping them prepare for disasters, and their level of preparedness for disasters. The results show that more than half of the organizations in Memphis/Shelby County relied on information for disaster management, and of these organizations, the overwhelming majority agreed that the information was both adequate and relevant. The police and fire departments, Memphis/Shelby County Emergency Management Agency, and the Center for Disease Control and Prevention were identified by responding organizations as major sources of information and as organizations that they trusted the most to help them prepare for disasters. Organizations that relied on the Memphis City Government for information were more likely than other organizations to report that they were prepared for disasters.Finally, organizations that relied on the media as one of their top three information sources were less likely than other organizations to report that they were prepared for disasters.
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Church, Jim. "Civil Society and the Open Data Movement." DttP: Documents to the People 45, no. 3 (November 8, 2017): 5. http://dx.doi.org/10.5860/dttp.v45i3.6486.
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The GODORT International Documents Task Force held a pre-conference at the 2013 ALA Annual Conference in Chicago titled “International Statistics: Helping Library Users Understand the Global Community,”1 with which I was only marginally involved. But I was asked by the committee if it was worth presenting on Nongovernmental Organization (NGO) data, to which I replied it was not: most civil society organizations were not yet in the business of repurposing publicly available data or publishing their own.
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Murgia, Annalisa, and Barbara Poggio. "Challenging Hegemonic Masculinities: Men's Stories on Gender Culture in Organizations." Organization 16, no. 3 (May 2009): 407–23. http://dx.doi.org/10.1177/1350508409102303.
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The article emphasizes the importance of storytelling in helping or hindering a change in organizational practices brought about by the entry into force of a legislative measure. It concentrates in particular on the introduction of a normative change intended to reshape the dominant gender order by giving fathers the same rights to parental leave as mothers. Whilst storytelling can be an instrument of change, it may also be perceived and used as a means to prevent such change and to consolidate dominant models. In the latter case, analysis of rebellious and marginal voices reveals hegemonic practices and brings out viewpoints silenced by the official versions. The stories of eight men, belonging to different organizations, who have experienced parental leave, enable analysis to be made of the ways in which organizational storytelling can support or prevent the introduction of a change which challenges the symbolic gender order within organizations.
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Ding, Chen, and Michael A. Schuett. "Predicting the Commitment of Volunteers’ Environmental Stewardship: Does Generativity Play a Role?" Sustainability 12, no. 17 (August 21, 2020): 6802. http://dx.doi.org/10.3390/su12176802.
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This study examined factors that contribute to the commitment of volunteers’ environmental stewardship through motivations, satisfaction, and generativity. Generativity, a focus on the next generation, has not been examined in the content of environmental stewardship. Volunteers for the Texas Parks & Wildlife Department (TPWD) were surveyed online from May to September of 2016 (n = 1111). Through structural equation modeling (SEM) analysis, our findings validated six categories of motivations (helping the environment, project organization, values, learning, career, and social), four dimensions of satisfaction (organizational support, project organization, sense of empowerment, and group integration), and two factors of commitment (affective commitment and normative commitment). Our findings showed positive and significant path correlations for four latent variables (motivations, satisfaction, commitment, and generativity). This study contributes to the literature by showing the potential for generativity to contribute to environmental stewardship, and by enhancing stewardship efforts for agencies and organizations in recruiting and engaging volunteers.
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Murphy, Pamela R., and Clinton Free. "Broadening the Fraud Triangle: Instrumental Climate and Fraud." Behavioral Research in Accounting 28, no. 1 (February 1, 2015): 41–56. http://dx.doi.org/10.2308/bria-51083.
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ABSTRACT We survey a unique respondent group of fraud perpetrators, auditors who investigated fraud, and employees who witnessed fraud within organizations, to identify whether, and how, an instrumental organizational climate is associated with fraud. We define an instrumental climate as one in which employees make decisions in their own or the organization's best interests to the exclusion of ethical concerns. We find that 39 percent of respondents agreed or strongly agreed that an instrumental climate was present when fraud was perpetrated. This climate is associated with particular elements of the fraud triangle including motives such as a malevolent work environment and social incentives and pressures, as well as rationalizations that are primarily oriented toward others. One specific rationalization—helping the company—draws attention to the phenomenon of unethical pro-organizational behavior. Our results suggest that fraud has an important social dimension that is largely neglected by current fraud triangle interpretations.