Relevant bibliographies by topics / Organizational behavoir

Academic literature on the topic 'Organizational behavoir'

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Published: 4 June 2021
Last updated: 20 February 2023

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Journal articles on the topic "Organizational behavoir"

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Sadeghi, Ghasem, Masoud Ahmadi, and Maryam Taghvaee Yazdi. "The relationship between organizational citizenship behavior and market orientation in organizations (case study: Agricultural Jihad Organization of Mazandaran Province)." Problems and Perspectives in Management 14, no. 3 (September 15, 2016): 372–79. http://dx.doi.org/10.21511/ppm.14(3-si).2016.10.

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The main purpose of this study is analyzing the relationship between organizational citizenship behavior and market orientation. This study is an applied research in terms of the purpose based on a descriptive correlational method. The statistical population included all employees of Agricultural Jihad Organization of Mazandaran province consisting of 1923 persons. 391 people (male and female) were selected using random stratified sample. Data were collected through two standard questionnaires: Podsakoff’s (2003) organizational citizenship behavior and Kohli, Jaworski, Narver, and Slater’s (1990) market orientation. Validity of questionnaires was confirmed by experts and reliability of them was confirmed using Cronbach’s coefficient alphabet. Cronbach’s alpha for the organizational citizenship behavior and market orientation was calculated by 0.80 and 0.91. Components of organizational citizenship behavior included civic virtue, altruism, conscientiousness, sportsmanship, and courtesy. Components of market orientation included customer orientation, competitor orientation, and intra-functional coordination. Data were analyzed using descriptive and inferential statistics through SPSS software. The results of the study showed that there is a significant relationship between organizational citizenship behavior and market orientation in organizations. Keywords: organizational citizenship behavior, market orientation, employees, Agricultural Jihad, Mazandaran Province. JEL Classification: D23, M10, M12, M31
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Sadeghi, Ghasem, Masoud Ahmadi, and Maryam Taghvaee Yazdi. "The relationship between organizational citizenship behavior and organizational performance (case study: Agricultural Jihad Organization of Mazandaran Province)." Problems and Perspectives in Management 14, no. 3 (September 15, 2016): 317–24. http://dx.doi.org/10.21511/ppm.14(3-si).2016.03.

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The main purpose of this study is analyzing the relationship between organizational citizenship behavior and market orientation. This study is an applied research in terms of the purpose based on a descriptive correlational method. The statistical population included all employees of Agricultural Jihad Organization of Mazandaran province consisting of 1923 persons. 391 people (male and female) were selected using random stratified sample. Data were collected through two standard questionnaires: Podsakoff’s (2003) organizational citizenship behavior (24 questions) and Fazel’s (2012) organizational performance (13 questions). Validity of questionnaires was confirmed by experts and reliability of them was confirmed using Cronbach’s coefficient alphabet. Cronbach’s alpha for the organizational citizenship behavior and organizational performance was calculated by 0.80 and 0.87. Components of organizational citizenship behavior included civic virtue, altruism, conscientiousness, sportsmanship, and courtesy. Components of organizational performance included customer satisfaction, employee satisfaction, organizational effectiveness, and financial results and the market. Data were analyzed using descriptive and inferential statistics through SPSS software. The descriptive statistics included frequency, percentage, mean, and standard deviation and inferential statistics included Kolmogorov-Smirnov, Spearman’s rank correlation coefficient, Fisher’s z-distribution using SPSS software. Keywords: organizational citizenship behavior, employees, organizational performance, Agricultural Jihad, Mazandaran Province. JEL Classification: D23, M12, M10
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Sulaiman Almutlaq, Naif. "دور القيادة الخادمة في تعزيز سلوك المواطنة التنظيمية في المنظمات الأمنية." ARAB JOURNAL FOR SECURITY STUDIES 38, no. 2 (December 20, 2022): 230–48. http://dx.doi.org/10.26735/dmjq3965.

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هدفت هذه الدراسة إلى بناء نموذج مفاهيمي لتعزيز سلوك المواطنة التنظيمية من خلال تبني نمط القيادة الخادمة في المنظمات الأمنية. ومن أجل تحقيق ذلك قامت الدراسة بتحديد سمات سلوك المواطنة التنظيمية ومتطلباتها، واستعراض ماهية نموذج القيادة الخادمة، وأهميته، وتطبيقاته التنظيمية في عالم اليوم، والتعرف على مكونات نمط القيادة الخادمة المعززة لسلوك المواطنة التنظيمية، وتقديم رؤية تحليلية لنموذج القيادة الخادمة من منظور تعزيز سلوك المواطنة في المنظمات الأمنية، وقد اتخذت الدراسة المنهج الوصفي التحليلي من خلال الرؤية التحليلية الوصفية اعتمادًا على استقراء واستعراض لأدبيات الدراسة ذات العلاقة وتحليلها ضمن إطارها. وقد دعمت الدراسة قدرة نموذج القيادة الخادمة في تبني سلوك المواطنة التنظيمية في المنظمات الأمنية، خاصةً من خلال المقومات، وأبرز السمات، وأهم المراكز البحثية في هذا المجال، وأحدث تطبيقاتها في سياق المنظمات عامة والمنظمات الأمنية خاصة. وتوصلت الدراسة إلى أن تطبيق نمط القيادة الخادمة في المنظمات الأمنية يُحقّق مزايا مهمة من أهمها: تعزيز سلوك المواطنة التنظيمية؛ لكن يواجه النموذج تحديات مفاهيمية وتجريبية متعددة؛ وبناءً على ذلك قدمت الدراسة عددًا من التوصيات التي تسهم في تبني إطار منهجي لدراسات الحالة في المنظمات الأمنية من أجل توسيع تطبيقات نمط القيادة الخادمة لتعزيز ممارسات سلوك المواطنة التنظيمية في تلك المنظمات التي تواجه تحديات مختلفة.
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GÜVEN, Bülent. "A RESEARCH ON DETERMINATION OF THE RELATIONSHIP BETWEEN ORGANIZATIONAL SUPPORT AND ORGANIZATIONAL CITIZENSHIP BEHAVIOR." Business & Management Studies: An International Journal 6, no. 3 (November 29, 2018): 275–92. http://dx.doi.org/10.15295/bmij.v6i3.304.

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Organizational support has become an increasingly important issue for organizations to become more productive and reaching targets. Members of the organization provide a significant contribution to the extent they feel they are supported by their organizations. However, an organization member who thinks that organizational support has been provided is one step ahead of their work. Organizational citizenship behavior (OCB) covers a number of factors based on voluntary but non-compulsory behaviors and attitudes of the organization's members. Whether the organizational support that employees perceive affects organizational citizenship behavior or not is subject worth to study. This study on the relationship between organizational citizenship behavior with its dimensions and perceived organizational support was revealed by a survey among glass factory employees operating in Ankara. In the study conducted, it was concluded that there is a positive relationship between organizational citizenship behaviors and perceived organizational support. In this context, as the perceptions of organizational support increase, the exhibitions of organizational citizenship behaviors towards the organization and individual also increase.
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METE, Yar Ali, and Hüseyin SERİN. "Örgütsel adalet ve örgütsel güven algısının örgütsel bağlılık davranışına etkisi." Journal of Educational Sciences Research 4, no. 2 (October 15, 2014): 265–86. http://dx.doi.org/10.12973/jesr.2014.42.15.

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Soelton, Mochamad. "The THE IMPLICATION OF JOB SATISFACTION THAT INFLUENCE WORKERS TO PRACTICE ORGANIZATIONAL CITIZENSHIP BEHAVIOR (OCB) IN THE WORK PLACE." Archives of Business Research 8, no. 5 (May 10, 2020): 33–48. http://dx.doi.org/10.14738/abr.85.8139.

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This research aims to examine and analyze the political organization, organizational climate and organizational culture with organizational citizenship behavior (OCB) and job satisfaction as an intervening variable for employees of Distributor Company. The object of this research is 73 employees of Distributor Company. The approach used in this research is Component or Variance Based Structural Equation Model with analysis tool Smart-PLS. The results showed Political organizationa that has positive significant effect on job satisfaction. Organizational climate that has positive significant effect on job satisfaction to employees Distributor Company. Organizational culture that has positive significant effect on job satisfaction. Political organization does not affect organizational citizenship behavior (OCB). Organizational climate that has positive significant effect on organizational citizenship behavior (OCB). Organizationa culture that has positive significant effect on organizational citizenship behavior (OCB). Job satisfaction that has positive significant effect on organizational citizenship behavior (OCB).
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Ismail Bakan, Ismail Bakan, Tuba Buyukbese, Burcu Ersahan, and Ilker Kefe Ilker Kefe. "The Effect of Organizational Commitment on Women Employees’ Organizational Citizenship Behavior." Indian Journal of Applied Research 3, no. 2 (October 1, 2011): 202–4. http://dx.doi.org/10.15373/2249555x/feb2013/70.

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Nosratabadi, Saeed, Hamid Khedry, and Parvaneh Bahrami. "A Survey on the Relationship of Organizational Commitment and Organizational Citizenship Behavior." SIJ Transactions on Advances in Space Research & Earth Exploration 7, no. 2 (April 5, 2019): 5–13. http://dx.doi.org/10.9756/sijasree/v7i2/03050170201.

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Tutugo, Ahmad Habibi, and Much Riyadus Solichin. "Pengaruh Kepribadian dan Budaya Organisasi Terhadap Organizational Citizenship Behavior dengan Komitmen Organisasi sebagai Variabel Intervening." Jurnal Ilmiah Mahasiswa Manajemen, Bisnis dan Akuntansi (JIMMBA) 2, no. 3 (June 30, 2020): 392–410. http://dx.doi.org/10.32639/jimmba.v2i3.483.

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This research aims to test the influence of organizational personality and culture on organizational citizenship behavior through the organization's commitment as a intervening variable. The sampling method used is a non-probability sampling technique i.e. saturated sampling i.e. taking the whole sample or all members of the population are used as samples. Respondents in this study were the permanent teachers of Pondok Pesantren SahabatQu Sleman amounting to 60 people. This research uses the methods of descriptive analysis and statistics carried out validity tests, the test of relibility, multicolinearity test, heteroskedastisity test, normality test, correlation test, coefficient of determination, test T, analysis of pathways, calculation of Influence and Test Sobel. Testing in test T shows that the personality affects the Organization's commitment to the teacher of Pondok Pesantren SahabatQu Sleman. Organizational culture has a significant effect on the organization's commitment to the teachers remain in Pondok Pesantren SahabatQu Sleman. Personality has a significant influence on organizational citizenship behavior on the teachers remained SahabatQu Pondok Pesantren Sleman. The organizational culture has a significant effect on the teachers staying at the Pondok Pesantren SahabatQu Sleman. The commitment of the Organization has a significant effect on the teachers remained the Pondok Pesantren SahabatQu Sleman. Organizational commitments can be radiated between personality and organizational citizenship behavior based on the Sobel test. Organizational commitments cannot be intermediate between organizational cultures and organizational citizenship behavior based on Sobel tests.
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HM, Muhdar, and St Rahma. "The Influence of Spiritual Intelligence,Leadership, and Organizational Culture on Organizational Citizenship Behavior: A Study To Islamic Bank in Makassar City." Al-Ulum 15, no. 1 (December 21, 2017): 135. http://dx.doi.org/10.30603/au.v15i1.219.

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The aims of this study are to find out and to analys: (1) the influence of spiritual intelligence on organizational citizenship behavior; (2) the influence of leadership on organizational citizenship behavior; (3) the influence of organizationan culture on organizational citizenship behaviorThe population included all employees of Islamic Bank in Makassar City. There were 178 samples determined by using Slovin formula. The samples were selected in two stages: proportional and purposive sampling. The data were analyzed by using path analysis with the AMOS 21 program. The results show that: spiritual intelligence has a positive and significant influence on organizational citizenship behavior; leadership has a positive and significant influence on organizational citizenship behavior; organizational culture has a positive and significant influence on organizational citizenship behavior.
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Dissertations / Theses on the topic "Organizational behavoir"

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Townsend, Keith, and n/a. "Teams, Control, Cooperation and Resistance in New Workplaces." Griffith University. Griffith Business School, 2005. http://www4.gu.edu.au:8080/adt-root/public/adt-QGU20060105.175835.

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The study of work teams has captured the attention of academics and practitioners throughout the latter stages of the twentieth century and into the twenty-first century. There has been much debate and one could be forgiven for thinking that we 'know' the answers. However, there are still substantial gaps in our knowledge of the practical operations of work teams.

The are many complications involved in the study of work teams, including the lack of suitable and consistently used definitions and the failure amongst researchers to distinguish between the nature of different forms of teamworking. Furthermore, the labelling of formal work groups is rather ambiguous, even clichéd. Academics and practitioners hold different perceptions about what makes a team and much of the literature reflects production processes within manufacturing organisations. With the growing size of the service economy further research must be undertaken to understand teams within this context.

On the basis of these difficulties, one may expect that it is impossible to compare teams that exist in different organisations, different product markets, different labour markets and indeed, different sectors of the economy. However, reflecting upon earlier industrial sociology that compares diverse industries this thesis makes such a comparison. A Government-owned call centre and a food-processing organisation are compared throughout this thesis. Both are smaller worksites of larger organisations. The intent of this thesis is to examine such diverse teams to consider how teams influence factors such as control, cooperation and resistance within organisations.

This thesis was developed to consider all employee actions in the workplace. This includes actions that would be viewed by management as positive and actions that would be considered by management as deviant or negative. Hence, a research methodology was required that was able to investigate actions that occur below the surface of formal and consensual rules and uncover any covert actions that were present in the workplace. To investigate such actions it was essential for the researcher to develop relationships with the research subjects that allowed a free exchange of information. Consequently, an ethnographic case study method was determined to be the most appropriate form of data collection. With the majority of fieldwork taking place over a period of eight months, the researcher was able to uncover some interesting actions in each workplace. Hence, a contribution to the literature can be made considering employee acts of resistance in new workplaces that are not changing to, but begin with a team structure.

This thesis investigates how work teams influence the level of control, cooperation and resistance within new organisations. It has been found that the work teams have little clear influence on aspects of worker control; this is primarily driven by managerial strategy. Where management maintain a hierarchical decision-making structure (even if it is flatter than the structure could be), then limited control will be devolved to the members of the work teams. The levels of both cooperation and resistance on the other hand are influenced primarily by the amount of off-task time that the team members have. Where employees have a greater level of off-task time, they have the scope and opportunity to engage in higher levels of cooperative acts, as well as higher levels of resistance. Furthermore, this thesis adds support to the notion that teams can exist in organisations without there being a high level of teamworking present. Teams in these organisations are a structure of social organisation and managerial control rather than employee empowerment. The notion of the managerially constructed work team seems to have some longevity and hence, cannot be completely dismissed as a managerial fad.

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Townsend, Keith. "Teams, Control, Cooperation and Resistance in New Workplaces." Thesis, Griffith University, 2005. http://hdl.handle.net/10072/366560.

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The study of work teams has captured the attention of academics and practitioners throughout the latter stages of the twentieth century and into the twenty-first century. There has been much debate and one could be forgiven for thinking that we 'know' the answers. However, there are still substantial gaps in our knowledge of the practical operations of work teams. The are many complications involved in the study of work teams, including the lack of suitable and consistently used definitions and the failure amongst researchers to distinguish between the nature of different forms of teamworking. Furthermore, the labelling of formal work groups is rather ambiguous, even clichéd. Academics and practitioners hold different perceptions about what makes a team and much of the literature reflects production processes within manufacturing organisations. With the growing size of the service economy further research must be undertaken to understand teams within this context. On the basis of these difficulties, one may expect that it is impossible to compare teams that exist in different organisations, different product markets, different labour markets and indeed, different sectors of the economy. However, reflecting upon earlier industrial sociology that compares diverse industries this thesis makes such a comparison. A Government-owned call centre and a food-processing organisation are compared throughout this thesis. Both are smaller worksites of larger organisations. The intent of this thesis is to examine such diverse teams to consider how teams influence factors such as control, cooperation and resistance within organisations. This thesis was developed to consider all employee actions in the workplace. This includes actions that would be viewed by management as positive and actions that would be considered by management as deviant or negative. Hence, a research methodology was required that was able to investigate actions that occur below the surface of formal and consensual rules and uncover any covert actions that were present in the workplace. To investigate such actions it was essential for the researcher to develop relationships with the research subjects that allowed a free exchange of information. Consequently, an ethnographic case study method was determined to be the most appropriate form of data collection. With the majority of fieldwork taking place over a period of eight months, the researcher was able to uncover some interesting actions in each workplace. Hence, a contribution to the literature can be made considering employee acts of resistance in new workplaces that are not changing to, but begin with a team structure. This thesis investigates how work teams influence the level of control, cooperation and resistance within new organisations. It has been found that the work teams have little clear influence on aspects of worker control; this is primarily driven by managerial strategy. Where management maintain a hierarchical decision-making structure (even if it is flatter than the structure could be), then limited control will be devolved to the members of the work teams. The levels of both cooperation and resistance on the other hand are influenced primarily by the amount of off-task time that the team members have. Where employees have a greater level of off-task time, they have the scope and opportunity to engage in higher levels of cooperative acts, as well as higher levels of resistance. Furthermore, this thesis adds support to the notion that teams can exist in organisations without there being a high level of teamworking present. Teams in these organisations are a structure of social organisation and managerial control rather than employee empowerment. The notion of the managerially constructed work team seems to have some longevity and hence, cannot be completely dismissed as a managerial fad.
Thesis (PhD Doctorate)
Doctor of Philosophy (PhD)
Griffith Business School
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Warren, Taryn R. "Person-organization fit and organizational outcomes." Diss., Georgia Institute of Technology, 1996. http://hdl.handle.net/1853/29186.

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Newland, Sarah J. "Organizational Citizenship Behavior- Individual or Organizational Citizenship Behavior- Organization: Does the Underlying Motive Matter?" TopSCHOLAR®, 2012. http://digitalcommons.wku.edu/theses/1159.

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Organizational Citizenship Behavior (OCB) is considered behavior that benefits others, but is not a part of the employee’s job description. Research has indicated that OCB can be divided into two categories, behavior that is directed towards other individuals (OCBI) and behavior that is directed towards the organization (OCBO). Research has also suggested that there are three different motives behind OCB, impression management, prosocial values, and organizational concern. This study examines the relationship between the motives and the type of OCB that is performed. The results failed to indicate that motives matter in determining which type of OCB is performed. Additionally, participants in all three motives were more likely to engage in OCBO behavior than in OCBI behavior.
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Schroeder, S. Tyler. "An organizational assessment of Department A of University XYZ." Menomonie, WI : University of Wisconsin--Stout, 2005. http://www.uwstout.edu/lib/thesis/2005/2005schroeders.pdf.

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Davis, Charlotte d. "Exploring the bases of organizational culture within college student organizations /." The Ohio State University, 1985. http://rave.ohiolink.edu/etdc/view?acc_num=osu1487259125219938.

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Cole, Tami. "Impact of an organization identity intervention on employees' organizational commitment." Thesis, Pepperdine University, 2016. http://pqdtopen.proquest.com/#viewpdf?dispub=10133149.

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This project examined the impacts of an organization identity intervention on workers’ commitment during large-scale transformational change at a financial services company. A 21-member information technology team was recruited for the study. Commitment was measured using a quantitative instrument and the events and data collected during the identity intervention were described. Participants generally enjoyed the intervention, although team members grew increasingly negative over the course of the event due to past experiences with similar interventions. Commitment was consistent across both groups and remained unchanged across the study period. The study organization is advised to assure that its leaders support and are prepared to respond to the results of any interventions conducted and take measures to nurture participants’ existing affective commitment. Continued research is needed to evaluate the impacts of the identity intervention on commitment. Such studies are advised to utilize a larger sample and to measure organizational commitment using mixed methods.

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Tilcsik, Andras. "Remembrance of Things Past: Individual Imprinting in Organizations." Thesis, Harvard University, 2012. http://dissertations.umi.com/gsas.harvard:10503.

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This dissertation seeks to understand how formative experiences during organizational socialization exert a longstanding influence on individuals’ performance. Although there is evidence that conditions experienced early in a career or in the initial period of organizational tenure can leave a lasting imprint on individuals’ work-related cognition and behavior, little is known about the performance implications that result from such imprints. Moreover, despite increasing interest in imprinting processes at the individual level, much research in this area has been narrow in scope, focusing mostly on the imprinted influence of early mentors and coworkers, and giving little attention to other factors that contribute to the formation of imprints. To address these gaps, I develop theory about the lasting performance implications of two key features of the context in which socialization takes place: (1) the intra-organizational resource environment upon a newcomer’s entry; and (2) the initial structural position that a newcomer occupies within the network of work relationships in the organization. My core proposition is that imprints created by these conditions enhance or hinder subsequent performance depending on the extent of fit between the imprint and current conditions. This proposition has novel implications for the determinants of individual attainment in organizations; for the paradoxical relationship between initial resource conditions and subsequent performance; and for the nature of network structures that produce individual advantage. Unique longitudinal data and qualitative interviews in two professional service firms provide evidence for this framework.
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Padilla, Carla Raineri. "An archival study of leadership requirements of combined emergency management/fire departments." Thesis, Capella University, 2015. http://pqdtopen.proquest.com/#viewpdf?dispub=3712785.

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A nation-wide study of the leadership requirements for combined emergency management and fire departments from medium-sized municipalities was conducted. It has been widely recognized by the emergency management community and the federal government that emergency management should be professionalized. The first step in professionalization is standardization. The study disclosed that there was an extremely high variability in the training, education and experience requirements for each of the leadership ranks. Not only was there high variability in the requirements for holding each of the ranks, the ranks themselves varied greatly from department to department. The single rank present in all departments was that of chief, and even for that rank, 30% were appointees with no concrete position requirements. Furthermore, the actual requirements for each of the leadership ranks was compared to recommendations from three professional organizations, the International Association of Emergency Managers, the International Association of Fire Chiefs and the National Fire Protection Association. Not only did the actual requirements for each rank vary greatly from the recommendations from each organization, the recommendations between the organizations varied greatly. It is quite clear that even the professional organizations have not come to a consensus of opinion or agreement on requirements, nor are they even close to doing so. Two departmental models were also examined, and once again there was a high variability of requirements for each leadership rank. Although standardization is the first step in professionalization, there has been little movement in that direction. Emergency management has a long way to go if it is to be professionalized, and the safety of the public and nation stand in the balance.

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Pannabecker, Bradford W. "Natural Leaders| How Interacting with Nature Impacts Leadership Practices." Thesis, Saint Mary's College of California, 2019. http://pqdtopen.proquest.com/#viewpdf?dispub=13807233.

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Within today's technologically enmeshed world, people are spending more and more time in front of screens (both large and small). This comes at a cost; time spent outdoors is becoming scarce. How does engaging with nature impact our practice of leadership? A Collaborative Inquiry carried out by four individuals with personal leadership practices explored this question. We found that our leadership practices were improved through spending time in nature. A significant impact we identified was that our experiences in nature had an ego-reductive influence, turning our focus outwards and improving our ability to navigate complex situations with greater fluidity. We recommend that leaders looking to alter their perspective adopt a practice of intentional reflective time in nature.

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Books on the topic "Organizational behavoir"

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Lapygin, YUriy. Organization theory and organizational behavior. ru: INFRA-M Academic Publishing LLC., 2017. http://dx.doi.org/10.12737/23755.

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Gregory, Moorhead, ed. Organizational behavior: Managing people and organizations. Mason, OH: South-Western/Cengage Learning, 2012.

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W, Griffin Ricky, ed. Organizational behavior: Managing people and organizations. 6th ed. Boston: Houghton Mifflin, 2001.

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Moorhead, Gregory. Organizational behavior: Managing people and organizations. 5th ed. Boston: Houghton Mifflin, 1998.

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Moorhead, Gregory. Organizational behavior: Managing people and organizations. 4th ed. Boston: Houghton Mifflin, 1995.

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Moorhead, Gregory. Organizational behavior: Managing people and organizations. 3rd ed. Boston: Houghton Mifflin, 1992.

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Moorhead, Gregory. Organizational behavior: Managing people and organizations. 3rd ed. Boston: Houghton Mifflin, 1992.

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Moorhead, Gregory. Organizational behavior: Managing people and organizations. 3rd ed. Boston: Houghton Mifflin, 1992.

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Nahavandi, Afsaneh. Organizational behavior: The person-organization fit. Upper Saddle River, N.J: Prentice Hall, 1999.

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Organizational behavior: Integrating individuals, groups, and organizations. 4th ed. New York: Routledge, 2010.

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Book chapters on the topic "Organizational behavoir"

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Wagner, John A., and John R. Hollenbeck. "Organizational Behavior." In Organizational Behavior, 3–14. Third Edition. | New York : Routledge, 2021. | Revised edition of the authors’ Organizational behavior, 2015.: Routledge, 2020. http://dx.doi.org/10.4324/9781003009580-2.

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Wagner, John A., and John R. Hollenbeck. "Efficiency, Motivation, and Quality in Work Design." In Organizational Behavior, 161–85. Third Edition. | New York : Routledge, 2021. | Revised edition of the authors’ Organizational behavior, 2015.: Routledge, 2020. http://dx.doi.org/10.4324/9781003009580-10.

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Wagner, John A., and John R. Hollenbeck. "Interdependence and Role Relationships." In Organizational Behavior, 187–219. Third Edition. | New York : Routledge, 2021. | Revised edition of the authors’ Organizational behavior, 2015.: Routledge, 2020. http://dx.doi.org/10.4324/9781003009580-11.

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Wagner, John A., and John R. Hollenbeck. "Group Dynamics and Team Effectiveness." In Organizational Behavior, 221–53. Third Edition. | New York : Routledge, 2021. | Revised edition of the authors’ Organizational behavior, 2015.: Routledge, 2020. http://dx.doi.org/10.4324/9781003009580-12.

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Wagner, John A., and John R. Hollenbeck. "Leadership of Groups and Organizations." In Organizational Behavior, 255–83. Third Edition. | New York : Routledge, 2021. | Revised edition of the authors’ Organizational behavior, 2015.: Routledge, 2020. http://dx.doi.org/10.4324/9781003009580-13.

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Wagner, John A., and John R. Hollenbeck. "Power, Politics, and Conflict." In Organizational Behavior, 287–313. Third Edition. | New York : Routledge, 2021. | Revised edition of the authors’ Organizational behavior, 2015.: Routledge, 2020. http://dx.doi.org/10.4324/9781003009580-15.

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Wagner, John A., and John R. Hollenbeck. "Structuring the Organization." In Organizational Behavior, 315–39. Third Edition. | New York : Routledge, 2021. | Revised edition of the authors’ Organizational behavior, 2015.: Routledge, 2020. http://dx.doi.org/10.4324/9781003009580-16.

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Wagner, John A., and John R. Hollenbeck. "Technology, Environment, and Organization Design." In Organizational Behavior, 341–68. Third Edition. | New York : Routledge, 2021. | Revised edition of the authors’ Organizational behavior, 2015.: Routledge, 2020. http://dx.doi.org/10.4324/9781003009580-17.

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Wagner, John A., and John R. Hollenbeck. "Culture, Change, and Organization Development." In Organizational Behavior, 369–97. Third Edition. | New York : Routledge, 2021. | Revised edition of the authors’ Organizational behavior, 2015.: Routledge, 2020. http://dx.doi.org/10.4324/9781003009580-18.

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Wagner, John A., and John R. Hollenbeck. "International Organizational Behavior." In Organizational Behavior, 401–19. Third Edition. | New York : Routledge, 2021. | Revised edition of the authors’ Organizational behavior, 2015.: Routledge, 2020. http://dx.doi.org/10.4324/9781003009580-20.

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Conference papers on the topic "Organizational behavoir"

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Al Majzoub, Khaled, and Vida Davidavičienė. "ORGANIZATION BEHAVIOR CHANGES CAUSED BY INFORMATION AND COMMUNICATION TECHNOLOGIES." In Business and Management 2018. VGTU Technika, 2018. http://dx.doi.org/10.3846/bm.2018.15.

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The development and use of Information and communication technology(ICT) is growing at a rapid speed across the world. The number of internet (as well as other technologies) users increased by 27,750% from 1993 (14 million) until 2017 (3,885,567,619) users according to internetworldstats. ICT is becoming essentials in all organization, and organizations cannot survive or compete without using these technologies. Although some researches were done on the effects of these technologies on organizations behaviours, they still in initial stages. The following article examine the effect of ICT on organizational behaviours, especially on Organizational Design how ICT changes the organizational structure and what are the organizations formed, Intelligence in what way knowledge is created and strategically used, and Decision Making how it will affect the speed and accuracy of decision making. Methods used in the article are scientific literature analysis, synthesis and comparison.
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Conger, Dorian S. "Can Safety Culture Be This Important?" In 2014 22nd International Conference on Nuclear Engineering. American Society of Mechanical Engineers, 2014. http://dx.doi.org/10.1115/icone22-31241.

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Organizational culture has been extensively studied since the 1950’s. The research consistently demonstrates that an organization’s culture has a direct and immediate impact on the behaviors of the people working within the organization. For many years, the culture of an organization was not a part of the evaluation process when performance deficiencies or incidents were evaluated. In some instances, organizations were even told specifically that such ‘soft’ issues were not to be considered. Now, it seems that the pendulum has swung completely in the opposite direction. Organizations are encouraged and sometimes even required to consider safety culture contributions to performance problems and accidents/incidents. Few systematic methods exist to evaluate the contributions of safety culture to incident and accidents as part of a root cause analysis. This paper explores several questions related to the importance of safety culture and how it can be evaluated and changed for the betterment of the organization(s) involved. Some of the critical questions are: 1) How is it possible that safety culture has become so important in evaluating the performance of an organization? 2) Whether in terms of deficiencies or accident/incidents — can safety culture be reliably measured, particularly during a root cause analysis? 3) If it can be measured, how can it be changed? 4) Does organizational culture change have to take years to accomplish?
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Aurelia, Inezia, and Soebowo Musa. "The Roles of Organizational Culture, Participative Leadership, Employee Satisfaction & Work Motivation Towards Organizational Capabilities." In 27th International Scientific Conference Strategic Management and Decision Support Systems in Strategic Management. University of Novi Sad, Faculty of Economics in Subotica, 2022. http://dx.doi.org/10.46541/978-86-7233-406-7_233.

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Many firms still fail to develop organizational agility. There are more than 40% of organizations think that they are low/not agile in facing market change. Organizational culture plays an important role in developing the organizations to be adaptive in order to manage the VUCA effectively. This study examines the relationships of organizational culture towards participative leadership, employee satisfaction, employee work motivation, organizational learning, and absorptive capacity in developing organizational agility in managing VUCA environment. 263 employees located from an international chemical-based company offices across the globe, who have worked more than three years were the respondents in this study. This study showed that organizational clan culture promotes the development of participative leadership, which it has an empowering effect towards people in the organization resulting in employee satisfaction. The study also confirms the role of organizational culture in creating organizational behavior within the organization that foster the organizational learning, absorptive capacity, and organizational agility; while the study also found that the relationship between participative leadership and employee work motivation is not significant.
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Ahmed, Yahya. "Insider Threats and The Security of Organizational Data: A Qualitative Analysis Using In-Vivo Algorithm." In 27th iSTEAMS-ACity-IEEE International Conference. Society for Multidisciplinary and Advanced Research Techniques - Creative Research Publishers, 2021. http://dx.doi.org/10.22624/aims/isteams-2021/v27p45.

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The concern of organizational management is now towards protecting their data and information against the insider threat. Who uses the opportunities as employees to undertake malicious acts on organization information assets for one reason or the other? This paper looked into the definition of insider threat, responsibility misuse, insider threat phases, insider threat levels and ways to mitigate insider threat by organizational management. The paper use qualitative approach base on Nvivo software to find the relationship between the four variables insider intention, insider level of training and security awareness, insider level of technical expertise and insider role. The findings reveals the following:  There is relationships between the insider intention, insider’s level of technical expertise, level of training and awareness, user role with insider’s behavior.  The insider threat activities affects the organization because  Malicious activities will be carried out and at the end it will affect the organizations data integrity.  Organizations are put at high risk due to low level of training and awareness. Keywords: Insider Threats, Security, Organizational Data, Qualitative Analysis, In-Vivo Algorithm .
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Bîtca, Lucia. "Design of Experimental Research on the Formation of Nonverbal Communication Skills and Impression Management of Police Officers." In World Lumen Congress 2021, May 26-30, 2021, Iasi, Romania. LUMEN Publishing House, 2022. http://dx.doi.org/10.18662/wlc2021/06.

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Increasing competition in the organizational environment and strengthening human capital can greatly contribute to the ability to close existing gaps in the development process and ensure a more competitive level, and the professional development process includes not only setting career goals and training agreements, but also evaluations and the feedback needed to assess progress. By optimizing nonverbal skills and forming impression management strategies promoted by psychological training in enhancing the knowledge and skills of police employees, they serve as a basis for organizational projects designed to facilitate self-realization of internal potential and stimulate their involvement in the organization. Organizational behavior is the study of the behaviors of individuals, which involves understanding, predicting and controlling human behavior, models and structures, in order to improve the environment, performance and efficiency of the organization. The original of this paper is that the research results led to the identification of components and mechanisms for producing change at the macro-, meso- and microsocial level, which uses a perpetual mobilization of social actors in organizations. Another novelty, for a wider geographical area of ​​scientific research, is the application of an intervention methodology in the training impression management strategies through nonverbal communication, with the purpose and purpose in developing relational skills and optimizing professional activity. The information obtained in research on nonverbal communication and impression management tactics on the organizational environment, can be applied for the development of programs for organizational counseling activities, business coaching and large-scale developmental training, promoted through managerial and corporate profile.
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Koshetsyan, Lusine. "Research Issues of Exploring the Link Between Turnover Intention and Turnover Behavior with Organization’s Motivation Profile." In Contemporary Issues in Business, Management and Education. VGTU Technika, 2015. http://dx.doi.org/10.3846/cibme.2015.10.

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Employee turnover has always been a problem for both employees and employers. Replacing employees may be costly, both in recruiting and training employees to obtain satisfactory levels of performance over time. The main theme discussed in the paper is turnover intention and it’s connection with organization’s motivation profile. High levels of employee turnover may decrease the quality and stability of services that organizations provide and as a result, that will increase client dissatisfaction with the services provided by the organization. That’s why it is very important for organizations to control their turnover percentage. The purpose of the study is to analyze the turnover intention based on key variables and connect them with organization’s motivation profile. The main principal objectives in the research are: to differentiate factors that influence employee turnover; to reduce turnover by changing organization’s motivation profile.In the research as main methods content analysis, interviewing and case studies will be used. A survey will be conducted, questioners to collect information from respondents will be made. And as mentioned, for data collection case studies, interviewing will be used.
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"Organizational Commitment as Mediator of Antecendents of Organizational Citizenship Behavior in Sharia Organization." In International Conference on Economics, Education and Humanities. International Centre of Economics, Humanities and Management, 2014. http://dx.doi.org/10.15242/icehm.ed1214170.

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Zhou, Hongyun. "Organizational Citizenship Behavior: New Perspective of Building High-Performance Organization." In 2010 International Conference on E-Product E-Service and E-Entertainment (ICEEE 2010). IEEE, 2010. http://dx.doi.org/10.1109/iceee.2010.5661511.

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Eroğlu, Feyzullah, and Şeyma Gün Eroğlu. "Strategic Inconsistency and Organizational Hypocrisy in an Environment of Mass Culture: A Research on Dormitories of “Credit And Dormitories Instituti." In International Conference on Eurasian Economies. Eurasian Economists Association, 2014. http://dx.doi.org/10.36880/c05.00877.

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Societies with mass culture adopt organizational structures and management behaviors which are not based on rational thinking and scientific mentality. In contrast with the appearance of contemporary management approaches and applications, these societies are in a widespread management populism. In this context, the web pages, formal records and expressions of organizations about management contain items that sound and look “charming”. However, in the actual operation and management; management behaviors with serious internal management pathologies are dominant. While strategic plans and items of organizations in mass societies are equipped with concepts about contemporary management approaches, a post-modern process where all these concepts are meaningless is effective. For example, there might be serious inconsistencies among “vision, mission and values” stated in formal expressions and the organization’s actual management behaviors. If the impression shows that these inconsistencies are not incidental and temporary; but intentionally constructed by management; this situation should be accepted as organizational hypocrisy. The research part of this study planned to be conducted in dormitories of “Credit and Dormitories Institution” in Denizli, which were observed to be suitable for theoretical and conceptual explanations of the subject. The survey prepared to test the trust perceptions of the management officers and inhabitant university students did not accepted by the general management of Credits and Dormitories Institution so the research could not be done by that way. Instead, the information about strategic items on the organization’s web page was collected. The real and actual operations on these subjects were compared according to ethics approach.
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de Andreis, Federico, and Federico Leopardi. "SITUATIONAL LEADERSHIP AND ORGANIZATIONAL BEHAVIOR." In Sixth International Scientific-Business Conference LIMEN Leadership, Innovation, Management and Economics: Integrated Politics of Research. Association of Economists and Managers of the Balkans, Belgrade, Serbia, 2020. http://dx.doi.org/10.31410/limen.2020.223.

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In the organizations and their management, an important fundamental role is played by the "leadership style", since administrating the working relationships in complex organizations, influences their final results. The decision-making process, in fact, within the organization is influenced by managerial leadership. Before going into the analysis of the various models through which we can propose to read the phenomenal complexity of leadership within business management, this research aims to identify what is leadership and also the roles and dimensions within an organization. The goal of the analysis is to explore the study of leadership styles, from the more formal and authoritarian to the more participative, and to demonstrate the situational leadership approach, which does not presume a unique approach to every situation in order to be successful.
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Reports on the topic "Organizational behavoir"

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Deal, Jennifer, Kristin Cullen, Sarah Stawiski, William Gentry, and Marian Ruderman. World Leadership Survey Biannual Report on Employee Commitment and Engagement 2013–2014. Center for Creative Leadership, 2015. http://dx.doi.org/10.35613/ccl.2015.2048.

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" From the Executive Summary: ""The purpose of the World Leadership Survey (WLS) is to provide a window into how professionals, managers, and executives view their life within the organization. This view of the employee experience will help leaders of organizations understand what employees experience, and what the organization can do to improve commitment and reduce turnover. The good news for organizations in the United States and Canada (the sample for this report) is that respondents are mostly committed to their organizations, satisfied with their jobs and their pay, work more than the typical 40-hour workweek, and do not currently intend to leave their jobs. The professionals, managers, and executives surveyed feel supported by their organization and by their direct supervisor, and think that their organizations are economically stable. Unfortunately they also feel overloaded, with their work disproportionately interfering with the rest of life, and that there is a high level of political behavior within their organization. Both overload and overt political behavior can reduce individual and organizational effectiveness. This report describes the current employee experience, and what organizations can focus on to maintain and improve commitment and engagement."
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Bauer, Travis L., and Tom Rego Brounstein. Inferring Organizational Structure from Behavior. Office of Scientific and Technical Information (OSTI), February 2015. http://dx.doi.org/10.2172/1494636.

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Herrera, Cristian. How do strategies to change organizational culture affect healthcare performance? SUPPORT, 2016. http://dx.doi.org/10.30846/1608114.

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‘Organizational culture’ refers to characteristics shared by people who work within the same organization. These characteristics may include beliefs, values, norms of behaviour, routines, and traditions. The management of organizational culture is viewed increasingly as a necessary part of health system reform. It is therefore important for policymakers to be aware how strategies to improve organizational culture affect healthcare performance.
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Grupen, Roderic A. A Developmental Organization for Robot Behavior. Fort Belvoir, VA: Defense Technical Information Center, January 2005. http://dx.doi.org/10.21236/ada439094.

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SUN, JUNJIANG, GUOPING QIAN, Shuqi Yue, and Anna szumilewicz. Factors influencing physical activity in pregnant women from the perspective of a socio-ecological model: A systematic review. INPLASY - International Platform of Registered Systematic Review and Meta-analysis Protocols, November 2022. http://dx.doi.org/10.37766/inplasy2022.11.0073.

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Review question / Objective: The main aim of this review is to analyse the impact factors of material physical activity in an ecological model and to analyse differences in influencing factors between pregnant women's PA and moderate-to-vigorous intensity physical activity (MVPA) , provide a reference for the research, intervention, and policy designation of maternal physical activity. Rationale: In combination with McLeroy et al. (1988)behavior is viewed as being determined by the following: (1) Personal level: the internal factors of the individual characteristics,(sociodemographic and biological, behavior, psychological ); (2) interpersonal level: interpersonal processes and primary groups-formal and informal social network and social support systems,(eg: family、public, etc.); (3)organization level: social institutions with organizational characteristics, such as health services, gyms and may also include influences from health care providers and Physical activity consultant, etc.; (4) community level: relationships among organizations, institutions, and informal networks within defined boundaries，（eg： appropriate facilities、living environment, etc.); and finally (5) public policy level: local, state, and national laws and policies.
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Hoang, Thu. Reconceptualizing Organizational Commitment Using the Theory of Reasoned Action: Testing Antecedents of Multiple Organizational Behaviors. Portland State University Library, January 2000. http://dx.doi.org/10.15760/etd.109.

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Agyeman, Dominic, and John Casterline. Social organization and reproductive behavior in southern Ghana. Population Council, 2002. http://dx.doi.org/10.31899/pgy6.1070.

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Peñaloza, Blanca. Do external inspections of compliance with standards improve quality of care in healthcare organisations? SUPPORT, 2016. http://dx.doi.org/10.30846/161111.

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External inspection systems are used in healthcare to improve adherence to quality standards. They are intended to promote changes in organizational structures or processes, in healthcare provider behavior and consequently in patient outcomes.
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Santa Florez, Ricardo Alberto. Base de datos PlosOne-EI-OCB-Lidership-O. Editorial CESA, 2023. http://dx.doi.org/10.57130/cesa.4947.

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Base de datos para en formato SPSS para el artículo de la revista científica Plos One titulado: The impact of emotional intelligence on operational effectiveness: The mediating role of organizational citizenship behavior and leadership
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Sanchez, Rudolph. The Role of Trust, Leader-Member Exchange, and Organizational Justice in Employee Attitudes and Behaviors: A Laboratory and Field Investigation. Portland State University Library, January 2000. http://dx.doi.org/10.15760/etd.5612.

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