Bibliografie tematiche / Organizational behavior

Letteratura scientifica selezionata sul tema "Organizational behavior"

Autore: Grafiati
Pubblicato: 4 giugno 2021
Ultima modifica: 28 luglio 2024

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Articoli di riviste sul tema "Organizational behavior"

1

Sadeghi, Ghasem, Masoud Ahmadi e 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, n. 3 (15 settembre 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 e 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, n. 3 (15 settembre 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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GÜVEN, Bülent. "A RESEARCH ON DETERMINATION OF THE RELATIONSHIP BETWEEN ORGANIZATIONAL SUPPORT AND ORGANIZATIONAL CITIZENSHIP BEHAVIOR". Business & Management Studies: An International Journal 6, n. 3 (29 novembre 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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Guslina, Indri. "Impact of Positive Organizational Behavior on Self-Efficacy in Improving The Quality of Work of PT Kareta Sabila Employees". Eduvest - Journal of Universal Studies 3, n. 3 (20 marzo 2023): 647–55. http://dx.doi.org/10.59188/eduvest.v3i3.766.

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Positive Organizational Behavior has a wide reach, from the organization's past buried in by business ideology, through the present with urgent needs and emerging opportunities. This qualitative study aims to find out positive organizational behavior on self-efficacy. Positive Organizational Behavior is not just explicit knowledge, skills, and abilities that can only be built through educational and training programs, or even through work experience. Positive Organizational Behavior is also not equivalent to organization-specific tacit knowledge built by managers and employees over time by taking time and immersing themselves in the socialization process to build motivation in improving the quality of employee work. Positive Organizational Behavior also brings new and exciting opportunities above and above that are provided by social relationships and networks across individuals, departments, and organizations. Positive Organizational Behavior has triggered a paradigm shift far from just a negative emphasis on pathology that fills handbooks, dictionaries and classification systems of clinical psychologists. Similarly, Positive organizational behaviour offers organizational behaviour and human resource management researchers and practitioners a new positive perspective, far from the 'gloom and doom' focusing on dysfunctional employees, aggression in the workplace, incompetent leaders, stress and conflict, unethical behaviour, ineffective strategies and counterproductive organizational structures and cultures
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Schneider, Benjamin. "Organizational Behavior". Annual Review of Psychology 36, n. 1 (gennaio 1985): 573–611. http://dx.doi.org/10.1146/annurev.ps.36.020185.003041.

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Ilgen, D. R., e H. J. Klein. "Organizational Behavior". Annual Review of Psychology 40, n. 1 (gennaio 1989): 327–51. http://dx.doi.org/10.1146/annurev.ps.40.020189.001551.

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Wilpert, B. "Organizational Behavior". Annual Review of Psychology 46, n. 1 (gennaio 1995): 59–90. http://dx.doi.org/10.1146/annurev.ps.46.020195.000423.

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Ghanayem, Magd. "Exploring Organizational Behavior in Israeli Public Organizations During the War on Gaza". International Journal of Science and Research (IJSR) 13, n. 3 (5 marzo 2024): 269–71. http://dx.doi.org/10.21275/es24306111950.

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Yulfiantie Hartono, Syahla, Widya Parimita e Agung Wahyu Handaru. "Pengaruh Iklim Organisasi, Motivasi Kerja dan Keadilan Organisasi Terhadap Organizational Citizenship Behaviour Pada Karyawan Perusahaan Umum di Jakarta dan Banten". Jurnal Bisnis, Manajemen, dan Keuangan 3, n. 1 (21 ottobre 2022): 1–15. http://dx.doi.org/10.21009/jbmk.0301.01.

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The purpose of the study was to find out whether the organization's climate, work motivation, and organizational fairness had an effect on organizational citizenship behavior. This study took a sample of 111 employees of Perum Bulog Kanwil DKI Jakarta and Banten. This study used descriptive and multiple linear regression analysis. The results of this study indicate that organizational climate has a positive and significant effect on organizational citizenship behavior, work motivation has a positive and significant effect on organizational citizenship behavior and organizational justice has a positive and significant impact organizational citizenship behavior. Simultaneously organizational climate, work motivation and organizational justice has an impact on organizational citizenship behavior. Tujuan penelitian ini adalah untuk mengetahui apakah iklim organisasi, motivasi kerja dan keadilan organisasi berpengaruh terhadap organizational citizenship behaviour. Penelitian ini mengambil sampel sebanyak 111 karyawan Perum Bulog Kanwil DKI Jakarta dan Banten Penelitian ini menggunakan analisis deskriptif dan analisis regresi berganda. Hasil penelitian ini menunjukan bahwa iklim organisasi memiliki pengaruh positif dan signifikan terhadap organizational citizenship behavior, motivasi kerja memiliki pengaruh positif dan signifikan terhadap organizational citizenship behavior, dan keadilan organisasi memiliki pengaruh positif dan signifikan terhadap organizational citizenship behavior. Secara simultan, iklim organisasi, motivasi kerja, dan keadilan organisasi berpengaruh secara signifikan terhadap organizational citizenship behavior.
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Elçin qızı Fərzəliyeva, Ülkər. "Organizational behavior and approaches". SCIENTIFIC WORK 70, n. 09 (21 settembre 2021): 68–73. http://dx.doi.org/10.36719/2663-4619/70/68-73.

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The purpose of this article is to identify and analyze the factors that influence the formation of organizational behavior, how to organize organizational behavior in enterprises. This article, which examines organizational behavior, is a qualitative study and has been interpreted using a document analysis approach. Through the analysis of the document, different sources related to organizational behavior were investigated and a number of definitions of organizational behavior were reflected.This article also discusses the importance of the organization in society. The impact of individuals, groups, and the formal structure of the organization on the behavior of organizations to work more effectively is reflected in the study. Key words: organizational behaviour, organization, personality, group, management process
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Tesi sul tema "Organizational behavior"

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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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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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Delich, Joshua T. "Organizational Behavior: Perceptions Analysis of Micro and Macro Organizational Behavior in an Organizational Setting". Thesis, University of North Texas, 2015. https://digital.library.unt.edu/ark:/67531/metadc822756/.

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Understanding organizational behavior (OB) has profoundly influenced organizational performance and how people behave in organizations. Researchers have suggested various micro and macro organizational behaviors to be the impetus for high-performing organizations. Through a policy capturing approach this study builds on these findings by specifically examining the perceptions of micro and macro organizational behaviors in an organizational setting. The participants (n =181) completed a Micro and Macro Organizational Behavior Perceptions Questionnaire. Results showed perception differences exist between subordinates and supervisors. Additionally, participants perceived job satisfaction to be the most important micro organizational behavior, whereas organizational design was perceived to be the most important macro organizational behavior. However when comparing hierarchal positions in the organization, supervisors weighted leadership as the most important and subordinates weighted job satisfaction as the most important organizational behavior. While these findings only scratch the surface as to how organizational behavior is perceived, the implications challenge leaders to close the OB perception gap. Correspondingly, organizational behavior thinking may result in improving individual and organizational performance.
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Wiard, Theodore John. "Leadership Behaviors in the Midst of an Organizational Change Initiative| A Case Study". Thesis, Grand Canyon University, 2018. http://pqdtopen.proquest.com/#viewpdf?dispub=10826393.

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The purpose of this qualitative, single case study was to understand leadership behaviors that motivate internal stakeholders to trust a leader’s vision, embrace change, facilitate employee willingness to passionately implement actions needed for an organizational change initiative and willingly sustain a change initiative. A sample of 20 internal stakeholders was studied, five leaders and 15 followers within an organization of 800+ employees, located in the southwestern region of the United States, which is currently undergoing a change initiative. The research questions were based upon Kurt Lewin’s three-step model of change: unfreezing, transitioning, and refreezing. This research asked how leadership behaviors facilitated employee willingness to trust a leader’s vision and embrace change, passionately implement actions needed for a change, and sustain a change initiative, making an implemented initiative the new normal for the organization. Three themes emerged to address the research questions: 1) know your audience and walk your talk; 2) communication, vision, trust, and buy-in; and 3) residual passion and perseverance. Findings suggested that leadership behaviors influence internal stakeholders in relation to a change initiative and that leaders who are hands-on, consistent, and demonstrate a clear vision increased the possibility of gleaning passion and trust to increase the potential for success during an organizational change initiative.

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Lee, Jooa. "Essays in Organizational Behavior". Thesis, Harvard University, 2015. http://nrs.harvard.edu/urn-3:HUL.InstRepos:14226103.

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How do organizations create an environment to motivate their employees to be healthy, productive, and competent decision makers? My dissertation identifies the underlying factors that could prevent organizations from achieving their goals, and takes on three research projects to address such barriers to successful organizational functioning. To provide a theoretical foundation for my research, I bring together conceptual and methodological streams from various disciplines including organizational behavior, behavioral decision research, and cognitive and affective psychology. I then employ multiple methods, including laboratory experiments involving psychophysiology as well as field research. Three essays compose this dissertation. My first essay examines the role of emotion-regulation processes in moral decision making. That is, emotion-regulation strategies (concealing and rethinking emotions) influence the decision maker’s preference for utilitarian choice. Using a process-dissociation approach, I also show emotion regulation selectively reduces deontological inclinations, leading to greater preference for utilitarian decisions. My second essay utilizes data from a large-scale field data as well as data from laboratory and online labor market. This research shows how seemingly irrelevant, uncontrollable factors—such as rain—may influence employee productivity by eliminating potential cognitive distractions. My third essay focuses on an intervention designed to invoke individuals’ psychosocial resources. Using a method called the Reflected Best-Self Exercise, I empirically test a set of hypotheses at the individual and team level. This research demonstrates that this intervention not only has positive health and stress-buffering effects, but also has implications for individual-level creativity, team-level functioning and performance. Across three essays, I argue that organizational performance should be understood in terms of the functioning of individual employees and teams. Thus, my work lays groundwork for organizational leaders to counteract the three barriers to organizational functioning.
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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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Peters-Van, Havel Karla Ruth. "The sense of community in a geo-dispersed corporate functional subgroup". Thesis, Fielding Graduate University, 2016. http://pqdtopen.proquest.com/#viewpdf?dispub=10099664.

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The deep-seated qualities of the psychological sense of community (PSOC) are sometimes considered vital to human function and without them we would suffer isolation, loneliness, depression, and alienation (Sarason, 1974; Pretty, Andrews, & Collett, 1994). In the late 1980s and early 1990s studies of the psychological sense of community began in the workplace (Pretty & McCarthy, 1991; Klein & D’Aunno, 1986. Understanding this phenomenon, what it is, and the implications for those who feel a sense of community and those who do not can be a strength or benchmark for teams and groups of geographically dispersed organizations to build models for improvement. While PSOC is generally measured by an individual’s perception of a referent community to which they belong, cohesion is the collective look at PSOC (Buckner, 1988; E. E. Sampson, 1988; R. J. Sampson, 1991). This study evaluates the sense of community in the context of a geographically dispersed community, where PSOC is both relational and locational. A mixed methods approach to the case study is done through the use of surveys, ethnographic observation, and interviews. Key findings in this study include 16 unique descriptive characteristics for FSPSOC, a strong linear correlation between cohesion and the PSOC, and ambiguity in the term community. In addition, it was established that employees perceive geographic dispersion as directly impacting PSOC.

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Russomano, John. "A Grounded-Theory Study Exploring the Emergence of Leadership in Dispersed Teaming as Organizations Seek Effectiveness in an Increasingly Complex World". Thesis, The Chicago School of Professional Psychology, 2018. http://pqdtopen.proquest.com/#viewpdf?dispub=10838984.

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Complexity and turbulence create intensifying pressures on 21 st-century organizations seeking growth through globalization and operating efficiencies. Organizations are responding by engaging dispersed teams in expanding operations and enabling efficiencies from “anywhere, any time, any form” teaming. The use of dispersed teaming enables new opportunities for organizational growth; however, may introduce the need for change in the organization’s leadership mindset and approach to leading. The purpose of this qualitative grounded theory research study is to explore and seek a deeper understanding of the emergence of leadership in dispersed teams and the resulting points of tension that potentially affect the process of leading and team effectiveness as organizations address complexity. Findings from the study are based on the lived experiences of virtual team leaders and members and provide insights on the theoretical and practical guiding practices exploring the supportive and hindering forces that enable an ideal environment for the act of leading shifting from an entity or person to a shared process with members of dispersed teams. The findings explore the importance of relational leadership and the role of appointed leaders when fostering shared leading. The outcomes of the research provide insight to organizations, leaders, and members of dispersed teams on the importance of operating collectively in an environment where individuals can maximize their capabilities despite geographical separation; while understanding the importance of situational readiness and adaptability when seeking team effectiveness. The research study provides theory describing the ideal aspirational environment that will enable shared leading and guiding principles that introduce practical considerations reflecting the situational realities, ambiguities, and humanistic complexities influencing today’s organization when seeking growth and effective outcomes through dispersed teaming.

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Arikan, Elif. "The Relationship Between Organizational Citizenship Behavior, Organizational Culture And Organizational Commitment". Thesis, METU, 2011. http://etd.lib.metu.edu.tr/upload/12613784/index.pdf.

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Organizational citizenship behaviors are extra-role behaviors that are neither enforced on the basis of formal role obligations nor guarantee compensation such as promotion or salary. Previous researches focused on organizational commitment as an antecedent and a predictor and organizational culture as a predictor of organizational citizenship behavior. However, there has not been any detailed research exploring the relationship between organizational citizenship behavior, organizational commitment, and organizational culture
which is the main purpose of this study. Moreover, this study searched the mediating effect of organizational commitment on the relationship between organizational culture and organizational commitment, organizational commitment as being one of the most prominent and potential mediators of the relationship between job characteristics and organizational citizenship behavior. A sample of 125 academicians from Middle East Technical University (METU), Ankara, was selected and conducted a survey. In accordance with the hypotheses, the results indicated, organizational culture with its several dimensions predicted organizational citizenship behavior and its dimension of civic virtue and sportsmanship. Organizational commitment predicted organizational citizenship behavior, whereas, only affective commitment dimension of organizational commitment predicted organizational citizenship behavior and the dimensions of OCB
altruism, civic virtue, conscientiousness, sportsmanship but not courtesy. The effect of organizational culture on organizational commitment was partially supported. It is supported that organizational culture and only its dimension of mission predicted organizational commitment, and its dimensions of affective and normative commitment. Finally, for the mediating role of organizational commitment, only affective commitment has a mediating role between organizational culture and organizational citizenship behavior.
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Griffith, Cameron. "Organizational Identity Dynamics| The Emergence of Micro-level Factors in Organizational Identity Processes for an Acquired Organization". Thesis, The George Washington University, 2015. http://pqdtopen.proquest.com/#viewpdf?dispub=3732580.

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This single case study examined the construct of organizational identity, defined as that which is central (i.e., fundamental to the organization), enduring (i.e., persisting over time), and distinctive (i.e., uniquely descriptive) about an organization’s character (Albert & Whetten, 1985). Specifically, the study addressed the research question: What are the organizational identity processes occurring in an acquired organization? While past research has addressed the construction of organizational identity, little research has examined this phenomenon after an organizational acquisition. The organizational identity dynamics model by Hatch and Schultz (2002) provided the theoretical underpinnings for this research and was utilized to establish the conceptual framework for this study.

This qualitative research study explored how organizational identity was constructed for members of an acquired organization as they initially learned of the acquisition and as they assimilated into their new organizational environment. Data were collected through semistructured interviews, document and archival review, and artifact review. This methodology maintained research integrity by establishing reliability and trustworthiness, with data triangulation used to validate study results and findings. The setting for this research was a private, family-owned transportation organization that had recently acquired a competing company.

This research study yielded three primary findings. First, individual-level variables such as personal anxiety or career status were significant factors in the organizational identity processes. Second, sensemaking was critical in the identity process for members of AcquiredCo. Findings indicated that sensemaking was enacted through several key factors, including organizational image, sensegiving by the acquiring organization, comparison processes, social learning, artifacts, and critical incidents. Last, the preacquisition environment of the acquired organization had a significant role in the identity-related processes.

This research study contributes to both theory and practice, expanding theoretical knowledge of identity construction for members of an acquired organization. Additionally, the research findings provide significant benefits to organizations that seek to more effectively assimilate members of an acquired organization into the acquiring organization, ultimately with a greater understanding of “who we are” (Gioia, 1998) as an organization.

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Libri sul tema "Organizational behavior"

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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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McShane, Steven Lattimore. Organizational behavior. New York: Irwin/McGraw-Hill, 2012.

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Kreitner, Robert. Organizational behavior. 4a ed. Boston, Mass: Irwin/McGraw-Hill, 1998.

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Vecchio, Robert P. Organizational behavior. 2a ed. Chicago: Dryden Press, 1991.

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Schermerhorn, John R. Organizational behavior. 7a ed. [Phoenix]: University of Phoenix, 2002.

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Reznik, Semen. Organizational behavior. ru: INFRA-M Academic Publishing LLC., 2020. http://dx.doi.org/10.12737/1089957.

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The textbook discusses the processes of managing the labor behavior of personnel in a modern organization. Special attention is paid to the qualities and competencies of the Manager, organizational and administrative and socio-psychological methods of management, relationships with subordinates and managers, delegation of authority, conflict management, formation of the Manager's team, leadership, change management and reputation of the organization. Meets the requirements of the Federal state educational standards of higher education of the latest generation. For students studying in the areas of training "personnel Management", "Economics", "Management".
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Champoux, Joseph E. Organizational Behavior. 5 Edition. | New York : Routledge, 2016. | Revised edition of the author’s: Routledge, 2016. http://dx.doi.org/10.4324/9781315669304.

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Balabanova, Evgeniya. Organizational behavior. ru: INFRA-M Academic Publishing LLC., 2022. http://dx.doi.org/10.12737/1048688.

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The textbook presents the main classifications of people's behavior in the workplace and consistently examines groups of factors that affect labor behavior in the organization. These factors are grouped into individual-personal, organizational-managerial and institutional-cultural. Particular attention is paid to the contradictions between the economic and social efficiency of organizations. The results of modern research devoted to the search for a balance between the economic efficiency of management activities and the social well-being of employees are presented. Meets the requirements of the federal state educational standards of higher education of the latest generation. It is addressed to students studying in the direction of "Management", as well as to students of sociology to study the courses "Sociology of Labor" and "Sociology of Management". It may also be of interest to a wide range of readers whose professional activity involves working with people.
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Wagner, John A., e John R. Hollenbeck. Organizational Behavior. Third Edition. | New York : Routledge, 2021. | Revised edition of the authors’ Organizational behavior, 2015.: Routledge, 2020. http://dx.doi.org/10.4324/9781003009580.

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Kreitner, Robert. Organizational behavior. 3a ed. Chicago: Irwin, 1995.

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Capitoli di libri sul tema "Organizational behavior"

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Wagner, John A., e 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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Singh, Chandrani, e Aditi Khatri. "Organizational Behavior". In Principles and Practices of Management and Organizational Behavior, 295–323. London: Routledge India, 2023. http://dx.doi.org/10.4324/9781032634258-9.

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Hill, Peter C. "Organizational Behavior". In Encyclopedia of Sciences and Religions, 1576–79. Dordrecht: Springer Netherlands, 2013. http://dx.doi.org/10.1007/978-1-4020-8265-8_1482.

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Sapiro, Arão. "Organizational Behavior". In Classroom Companion: Business, 91–119. Cham: Springer International Publishing, 2024. http://dx.doi.org/10.1007/978-3-031-55669-2_5.

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Champoux, Joseph E. "Organizational Design". In Organizational Behavior, 436–60. Sixth edition. | New York, NY : Routledge, 2020.: Routledge, 2020. http://dx.doi.org/10.4324/9781003000587-26.

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Champoux, Joseph E. "Organizational Culture". In Organizational Behavior, 72–93. Sixth edition. | New York, NY : Routledge, 2020.: Routledge, 2020. http://dx.doi.org/10.4324/9781003000587-5.

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Champoux, Joseph E. "Organizational Socialization". In Organizational Behavior, 128–53. Sixth edition. | New York, NY : Routledge, 2020.: Routledge, 2020. http://dx.doi.org/10.4324/9781003000587-9.

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Dai, Xiaotian. "Organizational Processes". In Organizational Behavior, 217–41. Cham: Springer International Publishing, 2023. http://dx.doi.org/10.1007/978-3-031-31356-1_8.

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Wagner, John A., e 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., e 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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Atti di convegni sul tema "Organizational behavior"

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Tania Pratiwi, Rani, e Iyan Setiawan. "Organizational Citizenship Behavior". In 2nd International Conference on Economic Education and Entrepreneurship. SCITEPRESS - Science and Technology Publications, 2017. http://dx.doi.org/10.5220/0006889505590565.

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Prakoso, Benedictus. "Organizational Citizenship Behavior". In 2nd International Conference of Strategic Issues on Economics, Business and, Education (ICoSIEBE 2021). Paris, France: Atlantis Press, 2022. http://dx.doi.org/10.2991/aebmr.k.220104.027.

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Jorovlea, Elvira. "Some factors of organizational behavior in the formation of bidirectional relations". In 26th International Scientific Conference “Competitiveness and Innovation in the Knowledge Economy". Academy of Economic Studies of Moldova, 2023. http://dx.doi.org/10.53486/cike2022.10.

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Abstract (sommario):
People need to understand, anticipate, and influence the behavior of others in the workplace. Employees want to understand why certain events occur, what to expect in the future, in order to activate as efficiently as possible and benefit from the best results. The field of organizational behavior provides a scientific basis, which helps to improve anticipation of events in organizations under certain conditions. Identifying and explaining these events is more complex, because employee decisions and actions are driven by a multitude of factors and therefore require a specific response. Or, to the extent that a behavior can be explained and anticipated, it can also be influenced. If we enumerate and analyze the factors of organizational behavior, we will start from the idea that in the work process takes place the interaction between people, between organizational and technological structures, the elements being influenced by the external environment, and they, in turn, influence this. medium. Therefore, human nature, the nature of the organization, technology, the external environment are the factors that determine organizational behavior. We note, therefore, that organizational behavior means the study of human behavior, attitudes, and performance in the organizational environment. The study is based on the theory, methods and principles of disciplines such as psychology, sociology, cultural anthropology, etc. with which information is accumulated about individual perceptions, values, learning abilities and actions while working in groups and throughout the organization. Organizational behavior analyzes the effects of the external environment on the organization and its human resources, missions, objectives and strategies.
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Buga, Lorina. "Strengthening organizational behavior under the conditions of a turbulent environment". In The 8th International Conference "Management Strategies and Policies in the Contemporary Economy". Academy of Economic Studies of Moldova, 2023. http://dx.doi.org/10.53486/icspm2023.24.

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This paper examines how to strengthen organizational behavior in turbulent environments. A conceptual framework includes significant theories and models of organizational behavior, essential elements and dimensions of organizational behavior, and the importance of non-verbal communication and psychosomatic techniques. Techniques for strengthening organizational behavior are discussed, including building resilience and adaptability, enhancing communication and collaboration, fostering a positive organizational culture, and leveraging psychosomatic techniques. Case studies of successful strategies and techniques implemented by organizations operating in turbulent environments are also provided. The findings have implications for organizational behavior research and practice, as organizations can benefit from a holistic approach to strengthening organizational behavior. Future studies could investigate the effectiveness of different strategies and techniques for strengthening organizational behavior in different contexts and industries, with potential applications including the development of tailored training and development programs and employee wellness programs.
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de Andreis, Federico, e 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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Barriga Medina, Holger Raúl, Ronald Enrique Campoverde Aguirre, Milton Ismael Paredes Aguirre e Victor Hugo Gonzalez Jaramillo. "Absorptive Capacity, Organizational Citizenship Behavior and Innovative Behavior". In 20th LACCEI International Multi-Conference for Engineering, Education and Technology: “Education, Research and Leadership in Post-pandemic Engineering: Resilient, Inclusive and Sustainable Actions”. Latin American and Caribbean Consortium of Engineering Institutions, 2022. http://dx.doi.org/10.18687/laccei2022.1.1.605.

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Al Majzoub, Khaled, e 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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Gao, Wenyi. "Gender and Organizational Citizenship Behavior". In 5th International Symposium on Social Science (ISSS 2019). Paris, France: Atlantis Press, 2020. http://dx.doi.org/10.2991/assehr.k.200312.006.

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Prasetya, Richa, Lenny Nawangsari e Ahmad Sutawijaya. "Organizational Citizenship Behavior for Environment". In Proceedings of the 1st MICOSS Mercu Buana International Conference on Social Sciences, MICOSS 2020, September 28-29, 2020, Jakarta, Indonesia. EAI, 2021. http://dx.doi.org/10.4108/eai.28-9-2020.2307557.

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Sun, Zhan-Fang. "Collectivism and Organizational Citizenship Behavior". In 2015 International Conference on Management Science and Management Innovation (MSMI 2015). Paris, France: Atlantis Press, 2015. http://dx.doi.org/10.2991/msmi-15.2015.105.

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Rapporti di organizzazioni sul tema "Organizational behavior"

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Bauer, Travis L., e Tom Rego Brounstein. Inferring Organizational Structure from Behavior. Office of Scientific and Technical Information (OSTI), febbraio 2015. http://dx.doi.org/10.2172/1494636.

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Deal, Jennifer, Kristin Cullen, Sarah Stawiski, William Gentry e 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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Santa, Ricardo. The impact of emotional intelligence on operational effectiveness: the mediating role of organizational citizenship behavior and leadership. CESA, febbraio 2023. http://dx.doi.org/10.57130/fk2/jjzx3r.

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SUN, JUNJIANG, GUOPING QIAN, Shuqi Yue e 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, novembre 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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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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Maceira, Daniel, e Maria Victoria Murillo. Social Sector Reform in Latin America and the Role of Unions. Inter-American Development Bank, luglio 2001. http://dx.doi.org/10.18235/0010797.

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This paper analyzes the reaction of teachers' and doctors' unions to a series of social sector reforms in the region, including administrative decentralization, provider payment mechanisms, and the introduction of performance evaluation and private provision. It combines the literature of economics and political science to understand the conditions that shape different patterns of union behavior and their effect on policy implementation. The paper suggests that the main conditions influencing union behavior in the health sector are related to the structure of the market (size and level of competition) due to the predominance of the private-public mix in its employment. In education, where the public sector is the main employer, political alignments and the organizational features of teachers' associations also play an important role in explaining the behavior of providers' organizations. Considering the exogenous character of most of these variables, the paper concludes by making some policy suggestions to align the objectives of unions and policymakers through regulatory reforms.
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Spilimbergo, Antonio. Testing the Hypothesis of Collusive Behavior Among Organization of the Petroleum Exporting Countries (OPEC) Members. Inter-American Development Bank, settembre 1995. http://dx.doi.org/10.18235/0011610.

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This paper presents a test to discriminate among behaviors of producers of exhaustible resources. The behavior of a competitive producer of an exhaustible resource should follow an Euler equation. The existence of futures markets allows us to sidestep the difficult issues related to estimating future prices and demand. This theoretical framework is used to test the hypothesis of collusive Organization of the Petroleum Exporting Countries (OPEC) behavior between 1983 and 1991.
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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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West, George, Marco Velarde e Alejandro Soriano. IDB-9: Operational Performance and Budget. Inter-American Development Bank, marzo 2013. http://dx.doi.org/10.18235/0010526.

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In IDB-9 the Board of Governors of the Inter-American Development Bank (IDB) mandated the adoption of a results-based budgeting process (RBB) that would be aligned to and would help achieve the key performance targets of the Corporate Results Framework (CRF), as well as improve accountability and transparency. In addition, they mandated the use of a Balanced Score Card Performance Management System (BSC) that would incorporate the results from an External Feedback System (EFS). The Governors also requested that the Bank continue its efforts to improve organizational efficiency. The IDB has made significant progress in improving the quality and availability of information related to the budget and the associated work program, and in developing and enhancing the systems to support the budget planning and monitoring process. Many of the actions defined in the RBB Framework document can be considered complete from a technical perspective, but the RBB is still a work in process. One major area that RBB planners underestimated was the effort and time it would take to create an organization that uses data to manage for results. This effort must involve all levels of Management and be accompanied by appropriate incentives. Work on this cultural change has started but will extend beyond the planned three-year RBB implementation period. The BSC effort resulted in organizational learning and the development of a number of performance indicators, but it failed to achieve its objective of implementing a BSC that would provide the Bank with a Strategic Planning and Management system to help ensure the alignment of business activities with organizational strategy and provide a focused, comprehensive perspective of the Bank¿s organizational performance.The EFS is just being restarted, and preliminary results are expected in early 2013. Work is under way to improve operational efficiency, but the RBB data provide limited support to this activity, as most of the efficiency indicators are related to cycle times and not budget. OVE provides several suggestions for future work: (i) increase the focus, attention, and resources devoted to the RBB change management process to help achieve the culture change needed to create an organization that "manages for results"; (ii) plan for the involvement of all levels of Management, use internal and external experts in this process, and recognize that the process will take time; (iii) with Human Resources, create and implement incentives to recognize and reward behavior and good practices that can change the Bank¿s culture; (iv) consider raising the sponsorship level of the RBB, possibly combining it with the Program Optima governance structure; (v) focus on creating a limited set of performance indicators that drive the Bank¿s business and that link to its strategy, objectives and priorities; and (vi) reexamine the budget process to identify key constraints (for example, the head count ceiling) and reexamine the timing of performance reporting and budget allocations/reallocations to ensure alignment.
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