Rozprawy doktorskie na temat „Organizational psychology”

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.

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.

Organizational success and outcomes rely on good teamwork. The study question asked if teams can be more successful with a greater number of socially skilled team members? Evolving research indicates composing teams based on intrinsic social skills, such as personality, values, and psychological roles may generate greater team outcomes than teams based solely on vocational roles, competencies, and cognitive ability. When teams are first formed, people connect instinctively and warm to other team members using their social skills. Only later do people appraise others for competencies and skills. This study examined whether the number of strong emotive connectors (SEC) can increase team outcomes. The study hypothesis tested whether teams with a greater number of high SECs, a socioemotional role construct, would increase their team task-completion rates (TTCR). Regression analysis showed the low and high SEC with an adjusted R² = .52 correlation were both predictive of the TTCR. Additional analysis using 2 one-way ANOVAs for high and low SECs showed between-team (groups) and within teams (groups) results were statistically significant at the p = .00 level. The study found teams having 2 of 5 high SECs made a difference in team performance. Additional high SECs had no impact on team performance. An interesting study result found 2 of 5 low SECs had an adverse impact on team performance. Additional low SECs did not harm team performance. Ensuring at least 2 of 5 high SECs on teams can lessen gaps, diminish conflicts, and elevate team outcomes.

As authenticity and trust continue to be recognized as key pillars of effective leadership in today’s world (Avolio et al., 2004; Mayer et al., 1995; Peus et al., 2012), organizations need leaders who are willing to be vulnerable with those they lead. The purpose of current study was to explore the relationship between courage, other-centered calling, vulnerability, and leadership differentiation. The sample for the current study included 296 self-identified leaders who report being responsible for the work and development of others. Leaders were primarily Caucasian (83.7%), male (55.9%), and from a church/ministry setting (41.2%). The study occurred over a year span within an online leadership development tool. Moderated mediation in Hayes (2013) PROCESS Macro was used to test the hypotheses. Courage was positively related to vulnerability (B = .226, p = .000), and the relationship between courage and vulnerability was significantly moderated by other-centered calling (B = .112, p = .032). Additionally, the relationship between vulnerability and leadership differentiation was examined and found to be nonsignificant (B = -.004, p = .901). Findings from this study indicate that courage and other-centered calling are key factors in allowing leaders to choose vulnerability with those they lead.

The purpose of the current research is to contribute to the VE community’s understanding of how the dynamics of temporary teams may influence participant engagement, by answering the question, “what factors impact individual team member engagement on a VE study team?” In today’s business environment, the traditional permanent work team is no longer a reality for many employees (Jacobssen & Hallgren, 2016). Even those who do maintain membership in a permanent team are often tasked with serving on additional committees, task forces and decision-making teams to aid their organization in developing new products or navigating change. Value Engineering (VE) study teams present a unique scenario in which small, in-person teams of technical subject matter experts must solve complex problems in just a few days, having had no previous interaction. These teams can be classified as “temporary.” To understand what factors contribute to a participant’s engagement during a VE study, ten, semi-structured interviews were conducted with VE study team members. Themes from the interview data aligned with the literature’s framing of intellectual, social and affective engagement (Soane et al., 2012). Technical expertise, direct engagement by the facilitator, clear roles, prioritization of teambuilding, and viability of the project, were among the factors cited as impacting team member engagement. Recommendations were made related to prioritizing pre-study activities, creating a VE team member cadre for continued team member development, and setting the tone for engagement. These findings and recommendations may be applied to temporary team settings other than VE teams as well, in terms of the importance of context setting, early team member interaction, psychological membership and psychological safety for team success.

Earlier organizational research neglected investigating the association between workplace spirituality and organizational citizenship behavior despite its importance. The present study examined the relationship between workplace spirituality and organizational citizenship behavior, which were conceptually related via transcendence of self-interest. The study also investigated whether affective, normative, and continuance organizational commitment mediated this relationship. This non-experimental research used convenience sampling and cross-sectional surveys. Survey responses were gathered from 198 general practice receptionists or medical receptionists who had been full-time, permanent employees in primary care offices across the United States for at least five years. The results from three Baron and Kenny analyses indicated a strong, positive, statistically significant relationship between workplace spirituality and organizational citizenship behavior, and Fry’s causal theory of spiritual leadership conceptually substantiated this relationship. The results from the three Baron and Kenny analyses also revealed that only normative organizational commitment partially mediated the relationship between workplace spirituality and organizational citizenship behavior. Future studies should pay considerable attention to the contextual nature of organizational commitment and, specifically, normative organizational commitment. Instead of a cross-sectional design, scholars should consider using a panel longitudinal design in future research.

The boundaries within our workplace continue to disappear and employees at all levels are impacted by the cultural and technological differences among generations. The gaps in values, beliefs, life experiences and attitudes are increasing. Leadership is essential in bridging these gaps to achieve top performance and operational excellence. There is no single strategy to provide support for developing leaders, each business must implement what works for them. Executive coaching, as an increasingly popular leader development strategy, seems to maximize employee engagement while fostering collaboration and teamwork. This exploratory research study explores how executive coaches are preparing leaders to succeed in managing the multigenerational workplace. Through a virtual interview process, the researcher explores the experiences, discussions and perceptions of 88 executive coaches about different generational cohorts, as it relates to leadership development and the workplace. Most of the coaches responding to the survey belong to the Baby Boomer generation (72%, n = 55), followed by Generation X (19%, n = 14) and Traditionalists (9%, n = 7). The respondents claim to have coached on average 105 individuals during the last five years. The vast majority of them hold an executive coaching credential (72%, n = 55). Through a rigorous textual analysis process five themes emerged from the data: (a) developmental assignments, (b) feedback processes, (c) formal programs, (d) self-development assignments, and (e) developmental relationship assignments. The information gathered provides a better understanding of these best practices as well as areas of opportunity in developing leaders in a multigenerational setting. These findings suggest that although executive coaches are aware of the need their clients have for being prepared to successfully lead a multigenerational workplace; executive coaches still need to develop ways to tailor their specific coaching approaches considering the growing impact of the multigenerational workplace phenomena. In addition, findings suggest the need for organizations to have a clear strategy for addressing the multigenerational workplace phenomena and that in doing so, they can start by implementing effective leader development programs.

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.

This study examined the relationship of sales employees' emotional intelligence (EI) to their organizational justice (OJ) perceptions, and examined if sales employees' job satisfaction (JS) moderated the strength of the relationship between their EI and OJ perceptions. Three assessments were administered electronically and completed by 135 participants. The Job In General (JIG) assessment measured overall JS of employees. The assessment used to measure employee EI was the Emotional Quotient Inventory (EQ-i 2.0). The assessment used to measure employee justice perceptions was the Perceived Overall Justice scale. Hierarchical moderated multiple regression analysis (MRA) was used to identify any relationships. No statistically significant finding between EI, JS, and OJ were found when using hierarchical moderated MRA. Because of the violations of assumptions for MRA, it was determined that follow-up non-parametric testing was required. Non-parametric testing found a significant relationship between employees' EI and their OJ perceptions. The non-parametric testing confirmed previous findings of significant relationship between EI and OJ. Recommendations for future research include examining individual facets of EI and OJ, using different assessment to measure EI and OJ, and using a controlled environment to recruit participants.

Relational capacity within cross-functional groups is increasingly understood to mediate a variety of performance outcomes. Relational coordination, a specific measure and theory of organizational performance in interdependent cross-functional groups with integrated tasks, has been associated with better performance outcomes especially under conditions of uncertainty and time pressure (Gittell, 2016). Understanding underlying factors and processes that contribute to increased relational coordination in terms of opportunity tension (Lichtenstein, 2014), focus theory (Feld, 1981), and positive organizational scholarship (Dutton & Ragins, 2007) from a multilevel research perspective (Kozlowski & Klein, 2000) may extend the theory and offers the possibility of designing more effective change interventions.

This single exploratory case study focused on a hospital Intensive Care Unit (ICU) that had demonstrated increased relational coordination as a result of change interventions. Case study method was suited to this “how” and “why” research question. During a single week, 15 ICU participants were interviewed on-site. Video interviews of 8 consultants, expert in relational coordination interventions from a variety of settings, situated the case in a larger context.

Transcripts were coded producing 35 descriptors that were ranked by frequency. The following 5 analytic categories of significant factors and processes emerged: (a) opportunity tension, (b) relational factors, (c) sensemaking, (d) focal activity, and (e) contextual factors. Additionally, 2 emergent themes developed: (a) factors and processes are causally linked in a mesh of interdependency, and (b) occur at multiple levels and multiple scales.

The major contribution of this study was an interoperability model of the 5 analytic categories of factors as a multilevel causal mesh to increase relational coordination. Contextual factors help create the container for focal activities that build relationships and the safety for continuous learning and sensemaking. At every point in the process, opportunity tension stimulated action. The analytic category model led to 22 recommendations that inform future change intervention designs. More specific research into each of the 5 analytic categories is needed to validate the findings and increase the resolution of how the factors are involved in the processes. Exciting future directions include leveraging positive organizational scholarship and harvesting relational coordination field practices to deepen theory.

Leadership found the best form of communication and behaviors challenging and elusive during all phases of Merger and Acquisitions, (M&A). The majority of M&A resulted in lower than expected shareholder value as measured by yearly profits. A qualitative Delphi design was used to identify the key descriptors of leadership communication and behaviors witnessed that influenced motivation, morale, and productivity during mergers and acquisitions. The participants engaged by email in two rounds of behavior and communication key descriptor creation, and a telephonic interview that presented the witnessed M&A. The 25 participants were experts because of their knowledge of the PLM and software industry, knowledge of the industry’s history of mergers and acquisitions, and witnessed leadership communication and behavior during merger and acquisitions. In addition, the majority of the participants experienced multiple mergers and acquisitions under change leaders. This positioned the participants as experts that identified the successful leadership communication and behavior in a merger and acquisition. The Delphi results introduced the criticality in regard to knowledge in the art of leadership regarding adaptability to change and appropriate application of communication and behaviors during M&A. NVivo 10 a qualitative analysis tool helped produce organization, and broader meaning to the key descriptors. Once the key descriptors were categorized as leadership qualities, behaviors, and processes themes were extracted from the collected data that produced consensus in regard to best communication and behaviors, which positively influenced motivation, morale, and productivity of employees.

This study investigated the knowledge, motivation, and organizational elements necessary for understanding the implications of happiness on performance in the workplace. Using the Clark and Estes (2008) gap analysis, a set of knowledge, motivation, and organizational assumed influences were documented based on the support of literature and generated hypotheses. Subsequently, data was collected through interviews and surveys and triangulated via observations. A subset of the assumed influences were validated based on collected data, indicating that while happiness is not a clear indicator of performance, it does have a direct correlation with an individual’s desire to go above and beyond expected responsibilities, particularly as it relates to embedding creativity in assignments.

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.

This study explores the basic assumptions, beliefs, and occupational values of California Fire Technology Directors as they influence and socialize the next generation of firefighters entering the fire service. Definitions of industry culture, occupational culture, and organizational culture were applied to the fire service as well as the influence that heritage, traditions, values, meaning, and context play in the socialization process. Research methodology included emic and etic data collection techniques that documented the opinions and observations of the study group. Data from the Organizational Culture Assessment Instrument (OCAI) along with descriptive data collected during an ethnographic interview provides a window to the world of firefighting. Findings show that the beliefs and core-values of the Fire Technology Directors are influencing the next generation of emergency responders. Their ideas and beliefs opens the conversation on how to best adapt the industry to accommodate the incoming generation who own a different set of values, experiences, and beliefs.

Innovation is essential for organizational survival and effectiveness and often requires a balance between managing existing competencies, skills, and resources, and pursuing newer and radical aspirations. Organizational leaders play an important role in fostering innovation in the workplace and striking a unique equilibrium between these competing priorities to maximize individual creativity and organizational innovation outcomes. By employing path analyses, this study examined the relationship between two leadership styles—transformational leadership (TFL) and leader-member exchange (LMX) and two forms of organizational innovation (exploration and exploitation). The study also investigated the role that individual and organizational variables played in explaining the leadership-innovation relationship.

Results suggested positive but non-significant relationships between leadership styles and organizational innovation due to the high correlations and overlap between the two leadership styles. Follower autonomy was positively and significantly related to exploration innovation. When analyzed separately, positive and significant associations were found for both leadership styles and organizational innovation. Results of this study suggest the equal importance of transformational and relational styles of leadership towards fostering both forms of organizational innovation. In particular, organizational support for innovation was found to mediate the leadership-innovation relationship, suggesting the importance of social mechanisms in translating the effects of leadership into innovation outcomes for the organization.

The quantitative correlational research study addressed the problem of a lack of knowledge on the predictive nature or strength of the independent variables; trust in immediate supervisor, trust in top management, and organizational trust precursors for producing organizational effectiveness (OE) that can also lead to a sustainable competitive advantage. The study was conducted on a research division of a federal government agency via electronic survey format. The study revealed that in addition to significant and positive correlations among the trust and OE variables, the results of a multiple regression analysis for the model as a whole showed an adjusted R² value of .6630, indicating that 66.3% of the variation in the dependent variable, OE, was explained by the independent variables. An F-value of 134.8, significant at the .05 level (p-value < .0001), indicated that the overall regression model was a good fit. All three levels of trust experienced by subordinate employees were positive and significant predictors of OE. Hierarchical multiple regression also showed that organizational trust precursors (B^a = .379, β^b = .573, t-value = 8.310, and p-value < .0001), and not trust in top management (B^a = .096, β^b = .128, t-value = 1.970, and p-value = .0508) or trust in immediate supervisor (B ^a = .120, β^b = .245, t-value = 5.370, and p-value < .0001) was a stronger positive predictor of OE. Managers and supervisors will be able to gain practical knowledge that will aid in positive and productive interactions with subordinate employees within organizations.

Most companies lack the ability to implement organizational change; over 70% of Organization Change Initiatives (OCIs) fail. This inability has negative economic and survival implications for companies. OCIs must be effective and rapid to match the high pace of change in the business environment. Transformational leadership (TL) has been linked to successful OCIs through its positive influence on employee commitment and reduced resistance to change, yet little research has been done to identify its association with OCI implementation speed. This study tested TL and change theory and their association with change implementation. It sought to determine if a relationship exists between TL behavior and OCI implementation time. Archival survey and change data from 98 domestic and international manufacturing plants were used to examine relationships between employees' perceptions of leadership communication and trustworthiness and the speed of change. Hierarchical linear regression was used to determine if these behaviors could predict the change speed of an OCI. The study confirmed the association between effective leadership communication and employee trust in leadership, but it found no significant relationship between TL behavior and the speed of change. This finding is inconsistent with the majority of TL literature; however, companies may still benefit from exploring the potential of the study's theoretical concepts to help them improve the speed of organizational change. The limitations of the study were also noted as a potential contributor to the lack of significant findings, and recommendations are offered to reduce validity risk for similar studies in the future.

Previous scholars have found that organizational members use various tactics to encourage their peer coworkers to voluntarily exit their organizations. These tactics are known as peer-influence exit tactics. What has been missing from the literature is clarity about the factors that influence organizational members' use of peer-influence exit tactics. This dissertation explored the construct of peer-influenced exit to develop greater clarity about the motives for encouraging peer coworkers to leave, the characteristics of the peer-influence exit tactic source and receiver, and the organizational influences on peer-influenced exit. Study 1 used an open-ended survey design to explore the motives, process, and means through which peer-influenced exit occurs and the success of using peer-influence exit tactics. Results indicated that organizational members use eight peer-influence exit tactics and have four overarching motives for using them. Organizational members also reported that they consciously planned their tactics and the tactics were used with some success. Study 2 used an experimental design to explore how certain tactic source and receiver characteristics and organizational characteristics affect the use of peer-influence exit tactics. Results of an exploratory factor analysis revealed that organizational members use affirmation, unprofessional, depersonalization, and professional peer-influence exit tactics. Results of the experiment indicated that organizational members use affirmation, unprofessional, depersonalization tactics more frequently with low performing peer coworkers than with high performing peer coworkers. No differences emerged regarding the use of peer-influence exit tactics based on the cohesiveness of the organizational culture. The results also revealed relationships between competitiveness, agreeableness, and self-esteem of the source and peer-influence exit tactics. Study 3 incorporated a correlational design in which working adults were surveyed about their personal experiences with peer-influenced exit. Results revealed that personal gain, altruistic, organizational enhancement, and climate improvement motives predicted the use of peer-influence exit tactics, as did the competitiveness, agreeableness, and self-esteem of the source, perceived similarity, work performance, liking, and organizational influence of the target, and the organizational climate, supervisor complicity, and coworker regard. The results provide greater insight into the antecedents and outcomes of organizational exit that are valuable for both organizational communication scholars and organizational practitioners.

Previously, a worker one set of skills for an occupational lifetime. In today's environment, the need for constant skill changes have created difficulties for individuals who must unlearn, store and use knowledge in new processes to update the old. Today's workers must keep pace with changes to maintain competency. The amount of wasted time, additional energy and resources required continues to increase when actions are not updated through unlearning. Confusion regarding unlearning remains a persistent problem because a clear definition does not exist. This study: 1) investigated and collected descriptive unlearning characteristics; 2) proposed a theory to define unlearning. Study results: Ninety-three interviews with 31 participants were conducted. The participants' responses were categorized into unlearning experiences and perceptions. One Hundred-Seven participant quotations referred to Experimentation in unlearning of their Windows-based system or application. Experimentation was divided into Subcategories: 1) Unstructured Experimentation, 2) Structured Experimentation, and, 3) Resource-Based Experimentation. Employee perceptions were identified as category with subcategories of Incompetence and Competence. The third category, factors, suggests participant unlearn with, availability of support, time constraints and opportunities for experimentation. This definition was proposed: Unlearning is the process of using experimentation and available resources to promote the disuse of previous actions. Additionally, to propose a new theory of the unlearning process, the force-field theory was used as a basis for this new unlearning theory. From the study results, organizations can develop effective employees to maintain a competitive advantage.