Cultural intelligence and employees’ creative performance: The moderating role of team conflict in interorganizational teams

2017 ◽  
Vol 25 (1) ◽  
pp. 96-116 ◽  
Author(s):  
Nan Hu ◽  
Jianlin Wu ◽  
Jibao Gu
Keyword(s):  
Organizational Culture ◽  
Hierarchical Linear Modeling ◽  
Cultural Intelligence ◽  
Positive Relationship ◽  
Creative Performance ◽  
Linear Modeling ◽  
Team Conflict ◽  
Collaborative Innovation ◽  
Interorganizational Teams ◽  
Culture Differences

AbstractRecently, an increasing number of organizations conduct collaborative innovation by establishing interorganizational teams comprising employees from different organizations. Given that employees face immense challenges because of organizational culture differences in interorganizational teams, this study focused considerably on cultural intelligence in the interorganizational context. This cultural intelligence refers to the ability of individuals to deal effectively with organizational culture differences. Our research particularly explored the effect of employees’ cultural intelligence on their creative performance and the moderating effects of two types of team conflicts through hierarchical linear modeling. The sample was obtained from 54 interorganizational teams that included 275 employees. Results confirmed a positive relationship between employees’ cultural intelligence and their creative performance and the positive relationship will be stronger in higher relationship conflicts and lower task conflicts. The theoretical and practical implications of this study were also discussed.

The emergence of servant leadership and its effectiveness in bureaucratic organizations

2020 ◽  
Vol 41 (8) ◽  
pp. 1235-1249
Author(s):  
Jungin Kim
Keyword(s):  
Organizational Culture ◽  
Servant Leadership ◽  
Organizational Structure ◽  
Social Exchange ◽  
Hierarchical Linear Modeling ◽  
Social Exchange Theory ◽  
Positive Influence ◽  
Linear Modeling ◽  
Content Type ◽  
Bureaucratic Organizations

PurposeBy following the leadership theory, social exchange theory and social learning theory, we aimed to examine the conditions under which servant leadership (SL) develops in bureaucratic organizations and explore its influences on organizational culture and member behavior.Design/methodology/approachBased on a survey of the South Korean Army, this study conducted the hierarchical linear modeling (HLM) analysis to investigate the research model.FindingsWe found that SL was positively associated with formalized organizational structure and negatively associated with centralized organizational structure. Additionally, SL created a relation-oriented organizational culture (ROOC) and significantly enhanced battalion members' organizational commitment (OC). Furthermore, ROOC significantly mediated the relationship between SL and OC.Originality/valueThese results suggest that SL could emerge in both formalized and decentralized bureaucratic organizations. Moreover, SL appears to create an organizational culture that promotes collaboration, and such a ROOC seems to mediate the positive influence of SL on followers' OC.

scholarly journals Exchange variables, organizational culture and their relationship with constructive deviance

2019 ◽  
Vol 42 (12) ◽  
pp. 1423-1446 ◽  
Author(s):  
Aaron Cohen ◽  
Sari Ehrlich
Keyword(s):  
Organizational Culture ◽  
Organizational Climate ◽  
Hierarchical Linear Modeling ◽  
Psychological Contract ◽  
Moral Identity ◽  
Mediation Effect ◽  
Linear Modeling ◽  
Contract Breach ◽  
Content Type ◽  
Dependent Variables

Purpose Constructive deviance is a behavior that can contribute to the effectiveness of an organization despite its problematic nature. Too few studies have examined the correlates of this behavior. The purpose of this study is to examine variables that represent exchange and organizational culture and their relationship to supervisor-reported and self-reported constructive deviance. Design/methodology/approach The survey data were collected from 602 employees (a response rate of 67 per cent) in a large municipality in central Israel. Hierarchical linear modeling (HLM) analyses were performed for each of the dependent variables (three self-reported constructive deviances and three supervisor-reported constructive deviance) controlling for divisions and departments. Findings The findings showed that self-reported constructive deviance was explained much better by the independent variables than supervisor-reported deviance. Organizational justice and moral identity had a strong direct effect on constructive deviance (self-reported). The mediation effect showed that an organizational climate for innovation had the strongest mediation effect among the mediators. Psychological contract breach was found to have a limited effect on constructive deviance. Practical implications Organizations should encourage procedural justice to encourage their employees to act in support of the organization, whether openly (formal performance) or more secretly (constructive deviance). Also, organizations should support innovation climate if they want to increase constructive deviance of their employees. Originality/value In a time when innovation and creativity are gaining increasing importance as behaviors that contribute to organizational success, more research on constructive deviance is expected. This study increases our understanding of this important concept stimulates additional studies of it.

scholarly journals Cross Level Analysis: The Role of Knowledge Management Mediates the Effect of Organizational Culture on Job Performance

2020 ◽  
Vol 7 (1) ◽  
pp. 53
Author(s):  
Fahmi Jahidah Islamy ◽  
Tjutju Yuniarsih ◽  
Eeng Ahman ◽  
Kusnendi Kusnendi
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Hierarchical Linear Modeling ◽  
Positive Impact ◽  
Linear Modeling ◽  
Study Program ◽  
The City ◽  
Positive Effect ◽  
Level Analysis

This study aims to examine the influence of organizational culture on performance through knowledge management. The sample in this study amounted to 259 lecturers at private universities in the city of Bandung. Two-level hierarchical linear modeling (HLM) is used to analyze hierarchical structure data in this study, namely at the lecturer level as an individual and at the study program as a group level. The results showed that organizational culture had a significant positive effect on knowledge management, knowledge management had a significant positive impact on performance, and organizational culture had a positive and significant impact on performance directly or indirectly.

scholarly journals Blame It on Individual or Organization Environment: What Predicts Workplace Deviance More?

2020 ◽  
Vol 9 (6) ◽  
pp. 99
Author(s):  
Ivana Načinović Braje ◽  
Ana Aleksić ◽  
Sanda Rašić Jelavić
Keyword(s):  
Organizational Culture ◽  
Hierarchical Linear Modeling ◽  
Deviant Behavior ◽  
Organizational Factors ◽  
Working Environment ◽  
Linear Modeling ◽  
Workplace Behavior ◽  
Related Factors ◽  
And Gender ◽  
Deviant Workplace Behavior

Deviant workplace behavior is one of the widely present employee behaviors that create significant organizational cost, create an unhealthy working environment, and lead to various social and psychological job- and non-job-related consequences. Although various personality, situational, and organizational factors have been analyzed as instigators of such behavior, literature calls for a more comprehensive approach that analyzes interaction and mutual effects of different sources of deviant behavior. This paper explores organizational culture and individual personality as the antecedents of deviant workplace behavior. A multilevel perspective is applied in empirical research that was done on a sample of 251 employees from 11 organizations in Croatia. Results of our research and hierarchical linear modeling imply that individual-related factors, namely, age and gender, as well as personality traits, are greater predictors of both individual and organizational deviance as opposed to organizational culture.

Collective Pedagogical Teacher Culture and Teacher Satisfaction

2015 ◽  
Vol 117 (8) ◽  
pp. 1-32
Author(s):  
Elizabeth Stearns ◽  
Neena Banerjee ◽  
Stephanie Moller ◽  
Roslyn Arlin Mickelson
Keyword(s):  
Job Satisfaction ◽  
Organizational Culture ◽  
Hierarchical Linear Modeling ◽  
Teacher Collaboration ◽  
Professional Community ◽  
Teacher Job Satisfaction ◽  
Professional Communities ◽  
Linear Modeling ◽  
Teacher Control ◽  
Early Childhood Longitudinal Survey

Background/Context Teacher job satisfaction is critical to schools’ success. As organizations, schools need teachers who are satisfied with their jobs and who work with one another to build school community and increase student achievement. School organizational culture shapes teacher job satisfaction in many ways, but it is still unclear which facets of organizational culture have the greatest influence on teacher job satisfaction and whether some of these facets may have moderating effects on others. Purpose of Study This study investigates the association among two aspects of organizational culture (professional community and teacher collaboration), teacher control over school and classroom policy, and teacher job satisfaction. We use the term Collective Pedagogical Teacher Culture to refer to those schools with strong norms of professional community and teacher collaboration. Research Design We use a nationally representative sample of U.S. kindergarten teachers from the Early Childhood Longitudinal Survey in 1998–1999 and hierarchical linear modeling to examine the association between aspects of school organizational culture and teacher job satisfaction. Findings We find that professional community, collaboration, and teacher control are predictive of satisfaction and they also have interactive influences. The association between teacher collaboration and job satisfaction, as well as that between control over classroom policy and job satisfaction, is most pronounced in schools with weaker professional communities. Recommendations Future reform efforts that foster greater professional communities, teacher collaboration, and control over classrooms can exist alongside more conventional reforms such as raising curricular standards and instituting greater accountability. Fostering a strong teacher pedagogical culture will help to bolster teacher job satisfaction.

The Relationship Between Leader–Member Exchange and Employees’ Proactive Behaviors

2019 ◽  
Vol 18 (2) ◽  
pp. 106-111
Author(s):  
Fong-Yi Lai ◽  
Szu-Chi Lu ◽  
Cheng-Chen Lin ◽  
Yu-Chin Lee
Keyword(s):  
Hierarchical Linear Modeling ◽  
Future Research ◽  
Leader Member Exchange ◽  
Voice Behavior ◽  
Linear Modeling ◽  
Team Members ◽  
Member Exchange ◽  
Multi Temporal ◽  
The Relationship ◽  
Practical Implications

Abstract. The present study proposed that, unlike prior leader–member exchange (LMX) research which often implicitly assumed that each leader develops equal-quality relationships with their supervisors (leader’s LMX; LLX), every leader develops different relationships with their supervisors and, in turn, receive different amounts of resources. Moreover, these differentiated relationships with superiors will influence how leader–member relationship quality affects team members’ voice and creativity. We adopted a multi-temporal (three wave) and multi-source (leaders and employees) research design. Hypotheses were tested on a sample of 227 bank employees working in 52 departments. Results of the hierarchical linear modeling (HLM) analysis showed that LLX moderates the relationship between LMX and team members’ voice behavior and creative performance. Strengths, limitations, practical implications, and directions for future research are discussed.

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