Psychological Climate for Caring and Work Outcomes: A Virtuous Cycle

The current literature’s focus on unidirectional effects of psychological and organizational climates at work on work outcomes fails to capture the full relationship between these factors. This article examines whether a psychological climate for caring contributes to specific work outcomes and investigates whether work outcomes support the climate for caring, creating a feedback loop. Results confirm a bi-directional, temporal association between perceived climate for caring and two of the four explored work outcomes: self-reported productivity and self-reported work quality. The effect of a perceived caring climate on these work outcomes was stronger than the effect in the opposite direction. The perception that the work climate was caring was also found to affect work engagement, but the reverse relationship was not identified. We did not find any evidence for a link between job satisfaction and a climate for caring at work in either direction.

Corporate Social Irresponsibility in Spite of Efforts to Act Responsibly

Corporate social irresponsibility (CSiR) can occur even as organizations strive to be socially responsible. Research has sought to achieve a better understanding of CSiR, its antecedents and consequences, including its interrelationship with corporate social responsibility. This chapter reviews some of this work with a focus on its nature, measurement, and contextual antecedents. It reviews research on the roles of organizational climates, organizational culture, incentives, leadership, governance, and regulation; concluding with research and practical implications with a focus on these factors.

Organizational Climate and Knowledge Sharing towards Employees’ Innovative Behavior in Design Industry

This study examined factors affecting innovative behavior amongst employees in Chinese design industry with the mediating effect of knowledge sharing. Its purpose is to motivate employees to work actively and stimulate their desire for innovation. The examined motivational factors were collective effective belief, freedom in decision. Knowledge sharing was included in the framework as the mediating variable. The survey data used in this empirical study were collected from 432 employees engaged in design work (that is, designers working in graphic design company in Shanxi province of China were the main research objects). Multiple regressions were used to analyses the hypotheses. The findings showed that the effect of collective effective belief on employees’ innovative behavior was high. Practical enlightenment is to discover the theory, how to stimulate and promote the employees’ innovative behavior in the organizational climates, and the organic symbiosis between individuals and collective development in the organizational environment.