International Journal of Organizational Analysis最新文献

Purpose

This paper aims to investigate how the construct of digital citizenship is approached in the field of organizational studies.

Design/methodology/approach

A scoping review was conducted following the PRISMA-ScR recommendations. Six bibliographic databases were searched without time restrictions to identify primary studies that addressed the concept of digital citizenship and its biases in the field of organizational studies.

Findings

Twenty studies met the inclusion criteria. The results suggest that the field of organizational studies has not yet carried out an in-depth analysis of the topic. Research opportunities include understanding the meanings of digital citizenship from citizens' perspectives, examining differences between citizens' and government views on digital citizenship and exploring how organizational contexts impact digital citizenship practices.

Originality/value

The results provide a valuable effort to frame this topic in a field of knowledge that has an intrinsically interdisciplinary nature and evolves to understand increasingly complex organizational processes.

Purpose

This study aims to examine the interplay between person–environment fit (PE fit), empowerment and leader–member exchange (LMX) in the United Arab Emirates (UAE).

Design/methodology/approach

The final sample consisted of 733 respondents collected randomly from various business sectors in the UAE. Data was analysed and tested for moderation using Smart-PLS.

Findings

This study’s results show LMX to be a negative moderator. They reveal that LMX plays a crucial role in the relationship between PE Fit and job satisfaction, particularly when the fit is poor. Moreover, LMX was found to be a significant negative moderator between empowerment and satisfaction, highlighting its importance when empowerment is lacking.

Research limitations/implications

It is important to note that the current study is cross-sectional, which means it cannot establish causation. Only a pure experimental design can provide such conclusive evidence. This limitation should be considered when interpreting the findings.

Practical implications

This research highlights a significant finding in turbulent times when PE fit and empowering practices are often lacking: LMX can play a compensatory role. This insight can be invaluable for human resources managers, offering a practical solution to maintaining employee satisfaction in challenging times.

Social implications

The positive impact of enhanced job satisfaction and improved work relationships extends beyond the organization to stakeholders and society at large.

Originality/value

This research fills a gap in the existing literature by investigating the interaction between the PE fit variable and other variables, such as LMX. This novel approach offers a new perspective for HR managers, potentially enabling them to enhance their strategies for improving employee satisfaction.

Purpose

The purpose of this research is to test the unexplored association between diversity climate and employee innovation. To fully understand this association, this research aims to explore the mediating role of domain-relevant skills and the moderating role of openness to experience.

Design/methodology/approach

This research gathered data from 367 full-time employees working at information organisations in Vietnam. Structural equation modelling was used to test hypotheses.

Findings

The results showed that diversity climate positively impacted employee innovation directly and indirectly through domain-relevant skills. In addition, openness experience moderated the relationship between diversity climate and employee innovation.

Originality/value

This is one of the first studies to explore how a diversity climate influences employee innovation. This research also investigates how domain-relevant skills link diversity climate with employee innovation. Finally, this research provides further evidence that openness to experience reinforces the effect of diversity climate on employee innovation.

Purpose

The purpose of this study is to investigate the key characteristics of artificial intelligence (AI) in organizational settings, analyze its capacity to reduce customer service jobs in favor of more advanced roles and analyze its efficacy in candidate screening by emphasizing performance.

Design/methodology/approach

A comprehensive analysis of 40 papers is performed using the PRISMA method based on data from Web of Science, Scopus, Emerald and Google Scholar.

Findings

The findings show optimized human resource management operations such as recruiting and performance monitoring, resulting in increased precision in hiring and decreased employee turnover. Customer service automation redistributes human labor to more intricate positions that need analytical reasoning and empathetic skills.

Practical implications

The study has two key implications. First, AI can streamline customer service, freeing up human workers for more complex tasks. Second, AI may increase candidate screening accuracy and efficiency, improving recruiting outcomes and organizational performance.

Originality/value

The study adds to the current literature by shedding light on the intricate relationships between AI and organizational performance and providing insights into the processes underpinning trust-building in AI technology.

Purpose

This study aims to discuss whether the lasting Confucian philosophy could be used in responding to the consequences of technological impacts on jobs in the Age of Robots from a human resource management and development (HRMD) perspective.

Design/methodology/approach

Related literature concerning traditional Confucian philosophy and the power of Confucianism was examined. Key perspectives on this topic relating to smart technology were analyzed. Whether Confucian humanity could be used to promote ethical behavior and continuous improvement in the workplace in the Age of Robots was then discussed.

Findings

Three propositions were made: humans can better coexist with artificial intelligence (AI) and robots if humanity is valued, cultivated and practiced; some concepts of traditional Confucian philosophy can be applied to support management, employees and organizations to go through the technology-driven social change; and managements and human resource professionals can be the change agent and adopt Confucian paradigm for employees’ and organizational effectiveness in the Age of Robots.

Research limitations/implications

Future research on human–machine interactions and strategic plans to apply Confucian humanity on job restructuring in robotic workplace is recommended.

Practical implications

For organizational development implication, human resource professionals may identify business opportunities, develop human–machine interactions strategic plans, build out creative process and promote moral behaviors and ethical conduct with a growth mindset.

Social implications

For corporate social responsibility, management and human resource professionals can upskill and reskill employees to develop talents, avoid technology unemployment and advance their human skills to be competitive in the robotic workplace.

Originality/value

This study highlighted how human workers should work like a human, not as a robot, by building a lifelong character through a moral refinement process for self-fulfillment, social responsibility and social stability.

Purpose

This study aims to understand the phenomenon of organisational anthropomorphism, a psychological process in which employees attribute personality characteristics to organisations. Anthropomorphism, a psychological concept, after making its mark in consumer behavioural studies, is emerging into the domain of organisational behaviour. This less deliberated concept is explored through the lens of psychological cues and motives leading to the identification of its managerial antecedents of organisational citizenship behaviour (OCB) and corporate social responsibility (CSR) and their confluence into organisational culture. Further, the relationship between organisational culture and organisational anthropomorphism is established through literature review with a number of propositions and a framework.

Design/methodology/approach

This paper explores the available literature on organisational anthropomorphism and the constructs of organisational culture by employing literature review methodology. On the basis of selected research studies sourced from high ranked journals from Web of Science, Scopus and journal homepages, domain-based and theory-based reviews were performed to comprehend the concept of organisational anthropomorphism.

Findings

This study identifies OCB and CSR as the antecedents of organisational anthropomorphism through the psychological cues and motives, comes out with a number of propositions and recommends a framework based on the same.

Practical implications

This paper helps managers study employee behaviours and observe the organisation’s connections with society. Moreover, this study benefits organisations to brand themselves better amongst employees and external stakeholders.

Originality/value

This paper helps managers study employees’ citizenship behaviours through anthropomorphic cues exhibited by employees and improve organisation-employee association. It also suggests organisations to brand themselves using anthropomorphic social traits to stage itself as a socially responsible entity among external stakeholders. The empirical validation of proposed framework through quantitative and qualitative methods is proposed to be the future scope of the study.

Purpose

The economic, financial and social crisis has heightened researchers' interest in the importance of organizational sustainability and resources (e.g. work engagement and psychological capital) for performance. Despite some studies demonstrating the significance of resources, such as work engagement and psychological capital, for workers’ performance, there is limited knowledge regarding the role of organizational sustainability practices (OSP) in the relationship mentioned above. Therefore, this study drew upon the social identity theory to conceptualize and test the mediating role of work engagement in the relationship between OSP and performance (both task and adaptive). Based on the conservation of resources theory, it was hypothesized that a worker's resource – psychological capital – would moderate the indirect relationship between social responsibility practices and performance (both task and adaptive).

Design/methodology/approach

To test the proposed model, 304 adults participated in a two-wave study.

Findings

The results supported the hypotheses, revealing that OSP had a positive and significant relationship with task and adaptive performance, occurring through work engagement. Furthermore, the indirect relationship between OSP and performance task and adaptive through work engagement was moderated by psychological capital, such that the relationship became stronger for workers with lower levels of psychological capital.

Originality/value

The relevance of this research lies in its ability to identify the conditions and mechanisms in which corporate social responsibility initiatives are most effective, thereby enabling a more nuanced application of these practices across different sectors and organizational cultures. This study's theoretical and practical implications may assist organizations in devising strategies for implementing social responsibility practices to enhance their outcomes.

Purpose

This paper aims to investigate the concept of VUCA (volatility, uncertainty, complexity and ambiguity) in the field of cross-cultural management.

Design/methodology/approach

The related literature has been analysed from various paradigmatic lenses.

Findings

As the VUCA world concept originates from business circles, several key articles were published in non-academic journals. Two distinct groups of publications can be identified: consulting literature and academic literature on the VUCA world. While both consulting literature and academic literature about the VUCA world can be associated with functionalism, alternative research paradigms can easily accommodate new studies in connection with the VUCA world: interpretive, critical and postmodern works would fit the features of the VUCA world, along with multi-paradigm studies.

Research limitations/implications

It is advisable to investigate emergent contemporary issues, often labelled VUCA, according to multiple paradigms and to conduct multi-paradigmatic research.

Originality/value

While consulting literature on the VUCA world implicitly assumes functionalist paradigms, academic literature might provide alternative assumptions. Interpretative, critical and postmodern paradigms more accurately address the issues raised by VUCA.

Purpose

The study aims to explore the mediating role of organizational culture in the relationship between on-the-job training (OJT), induction training and employee job performance. This study is conceptually grounded in Albert Bandura’s Social Cognitive Theory. The function that organizational culture plays as a mediator in the links between employee performance and on-the-job training and induction is a unique aspect of this study.

Design/methodology/approach

An industry-wide representation was ensured in the study by using a stratified random sampling technique to choose participants. The main characteristics pertaining to organizational culture, training initiatives and worker job performance were measured by using validated scales from earlier studies. For the purpose of validating the measurement model, factor loadings, internal consistency reliability and discriminant validity were evaluated through the use of partial least squares structural equation modelling in SmartPLS.

Findings

In support of Bandura’s Social Cognitive Theory, the study’s results show a strong association between work performance, organizational culture, on-the-job training and induction training. The study highlights the positive synergistic effect that supportive organizational culture and well-designed training programmes have on improving employee job performance. The unique contribution of this study is the provision of empirical support for these correlations across a wide range of industries, highlighting the crucial roles that organizational culture plays in promoting employee success.

Originality/value

Authors’ knowledge of how organizations may create environments that maximize worker productivity and potential is expanded by the study’s practical insights.

Purpose

This study aims to examine the impact of digital health technology adoption on female physicians’ work–life balance (WLB) in Bahrain. This study also examines the impact of two moderating variables: career stage, based on the kaleidoscope career model (KCM) and the presence of domestic workers, based on Becker’s theory of the allocation of time.

Design/methodology/approach

An electronic quantitative survey was administered to female physicians working in Bahrain. The survey gathered data on various aspects of digital health technology, WLB and demographic characteristics such as age and the presence of domestic workers. From a target population of approximately 1,000 female physicians in Bahrain, 102 participated in the survey.

Findings

The authors found that the effect of digital health technologies on WLB is positive in general and specifically for the early-career stage; however, it harms WLB in the middle and late-career stages. This is consistent with KCM predictions. In addition, there is no moderating effect of having domestic helpers.

Originality/value

This paper contributes to the theoretical understanding of the effect of technology on WLB by expanding the traditional model (KCM) to include an economic model of how female physicians allocate their time between work and home responsibilities, including the effect that a domestic worker can have on this allocation. Beyond these theoretical contributions, this paper is also the first to study technology and WLB in the health sector in Bahrain following the COVID-19 pandemic.