This paper explores the possible impact of the recent legal developments on organizational whistleblowing on the autonomy and responsibility of whistleblowers. In the past thirty years numerous pieces of legislation have been passed to offer protection to whistleblowers from retaliation for disclosing organisational wrongdoing. An area that remains uncertain in relation to whistleblowing and its related policies in organisations, is whether these policies actually increase the individualisation of work, allowing employees to behave in accordance with their conscience (...) and in line with societal expectations or whether they are another management tool to control employees and protect organisations from them. The assumptions of whistleblower protection with regard to moral autonomy are examined in order to clarify the purpose of whistleblower protection at work. The two extreme positions in the discourse of whistleblowing are that whistleblowing legislation and policies either aim to enable individual responsibility and moral autonomy at work, or they aim to protect organisations by allowing them to control employees and make them liable for ethics at work. (shrink)

To be effective, whistleblowing policies should be adapted to the organisational culture. They need to be custom-made and not follow a one-size-fits-all logic, specifically when they are installed to stimulate responsible peer reporting, a highly sensitive and value-laden type of whistleblowing. This paper attempts to illustrate that grid-group cultural theory could help to construct a whistleblowing policy by linking reporting styles to the organisational culture. First, we will identify four types of policy measures (...) that are hypothesized to be effective in four types of organisational culture. Second, we develop the hypothesis that certain organisational cultures can induce peer reporting that is harmful for the organisation. The whistleblowing policy can then be used as a catalyst for cultural change. (shrink)

Bullying in organizations is receiving more attention by managers, public policy makers, and scholars. This paper adds to the literature by examining how the culture of an organization may influence the frequency and types of bullying behavior that are predicted to occur. We develop propositions and examine measurement instruments in preparation for an empirical study.

This paper explores the ethical dilemma of conflicting loyalties found in whistleblowing. Central to this dilemma is the internal/external disclosure dichotomy; disclosure of organisational wrongdoing to an external recipient is seen as disloyal, whilst disclosure to an internal recipient is seen as loyal. Understanding how the organisation and society have dealt with these problems over the last 30 years is undertaken through an analysis of Vandekerckhove’s project, which seeks to place the normative legitimisations of whistleblowing legislation and (...) organisational whistleblowing policies within a globalisation semantic able to contain this conflict between society and the organisation. This project fails, it is argued, because of Vandekerckhove’s particular understanding of the organisation as an autopoietic system, i.e. an operationally closed system. A case is made to understand organisations as complex systems, i.e. operationally open systems. Critical Complexity theory sees the identities of systems and components as coterminous. In the context of the organisation, this means that the identities of the corporation and its corporate members arise and die together. The whistleblower’s disclosure reconfigures the organisation by forcing the organisation to open up and make its boundaries flexible, making the designation ‘internal’ or ‘external’ to the organisation, and, therefore, who qualifies as a recipient of a disclosure of wrongdoing, flexible. The organisation is restrained from retailing against the whistleblower, because its identities are coterminous. Furthermore, as the disclosure cannot be categorically defined as either internal or external, the question of whether an external disclosure can qualify as an act of organisational loyalty becomes moot. (shrink)

Assisted dying is a divisive and controversial topic and it is therefore desirable that a broad range of interests inform any proposed policy changes. The purpose of this study is to collect and synthesize the views of an important stakeholder group—namely people with disabilities —as expressed by disability rights organisations in Great Britain. Parliamentary consultations were reviewed, together with an examination of the contemporary positions of a wide range of DROs. Our analysis revealed that the vast majority do not (...) have a clear public stance; those that do exhibit a significant diversity of opinion. DROs opposing legislation on assisted dying have argued that it would be premature, misguided, inequitable and culturally undesirable. Some specify conditions that would have to be satisfied before they could support legalisation, such as radical improvements in health and social care services and the elimination of discrimination against PwD. DROs supporting assisted dying maintain that a change in the law would promote autonomy, end intense suffering, can be delivered safely and is supported by the DRO’s membership. The discussion considers the reasons why several DROs adopt a neutral stance and the argument is made that, whatever their overarching stance on the issue, DROs need to be involved in the policy debate so that the crucial perspectives of PwD are heard and addressed. This is an important message for countries around the world that permit, or are considering legalising, assisted dying. (shrink)

The purpose of the study is to determine the internal organizational characteristics and parameters of personnel policy aimed at increasing the strategic competence of the organization. The article examines the opportunities that the management of modern organizations faces in the field of forming a strategically competent organization. The analysis of scientific literature shows that for this purpose it is important not only to develop the competencies of employees, but also to create an adequate organizational context that encourages them to (...) search and generate new knowledge, which in turn actualizes the problem of coordinating various elements and components of the organization: organizational culture, information management, digitalization of business processes, etc. At the same time, the importance of traditional personnel policy tools does not decrease, although it is undergoing some changes. The direction and nature of these changes is determined by the expediency of using the concept of a competency-based approach in practice. In this case, it is necessary to analyze business processes and identify the personnel core as the main link that forms the strategic competencies of the organization. The scientific novelty lies in the substantiation of the internal organizational characteristics and parameters of the personnel policy, which make it possible to increase the effectiveness of the use of employee competencies as a key factor in the development of the organization's competitiveness. (shrink)

Although theory refers to organizational culture as an important variable in corrupt organizations, only little empirical research has addressed the characteristics of a corrupt organizational culture. Besides some characteristics that go hand in hand with unethical behavior and other features of corrupt organizations, we are still not able to describe a corrupt organizational culture in terms of its underlying assumptions, values, and norms. With a qualitative approach, we studied similarities of organizational culture across different corrupt organizations. In this study, we (...) performed content analysis on interviews of 14 independent experts about their experience with corrupt organizations. With this approach, we gained insights about different corrupt organizations spanning different branches (e.g., government, foreign trade, pharmacy, sports, building industry). We found that corrupt organizations perceive themselves to fight in a war, which leads to their taken-for-granted assumption that “the end justifies the means”. This assumption inspires many values and norms of the organizational culture. An important value in a corrupt organization is “security”, and an important norm is punishment of deviant (i.e., non-corrupt) behavior. Furthermore, managers and employees differ in their perception of organizational culture. While the management endorses values, such as success, results, and performance, and implements these values in their norms of goal setting, employees make use of rationalization strategies and endorse values of security and team spirit. (shrink)

The institutionalization of ethics is an important task for today's organizations if they are to effectively counteract the increasingly frequent occurrences of blatantly unethical and often illegal behavior within large and often highly respected organizations. This article discusses the importance of institutionalizing organizational ethics and emphasizes the importance of several variables (psychological contract, organizational commitment, and an ethically-oriented culture) to the institutionalization of ethics within any organization.... institutionalizing ethics may sound ponderous, but its meaning is straightforward. It means getting ethics (...) formally and explicitly into daily business life. It means getting ethics into company policy formation at the board and top management levels and through a formal code, getting ethics into all daily decision making and work practices down the line, at all levels of employment. It means grafting a new branch on the corporate decision tree — a branch that reads right/wrong (Purcell and Weber, 1979, p. 6). (shrink)

We assess the organizational culture in the finance industry in relation to the global financial crisis and consider the potential of cultural change to improve the financial sector. To avoid biases, we build on the person–organization fit literature and develop a novel, indirect method for assessing organizational culture that revolves around relationships between employees’ personal traits and their career success in the industry or organization under study. We analyze personal values concerning the pursuit of private gain versus personal values concerning (...) caring for others and consider whether employees that value self-enhancement more and self-transcendence less enjoy more career success relative to their peers when working in finance than when working in other industries. Results do not reveal any sort of cross-industry differences that would implicate the finance industry’s culture in the financial crisis. Instead, we find the opposite, namely that strong self-enhancement values and weak self-transcendence values go together with less career success in the finance industry compared to other industries. Hence, if anything, the culture in the finance industry does not seem to resonate well with professionals that seek to pursue personal gain at the expense of clients’ welfare. Implication is that cultural change has little potential to improve the financial system. Meanwhile, the method for assessing organizational culture indirectly by analyzing relationships between employees’ traits and their career outcomes has wider applicability, particularly when relying on scores or measures obtained directly from the people concerned is likely to render biased evidence. (shrink)

Previous studies investigating reports of corporate or individual wrongdoing have failed to examine the effects of an organization's structure upon the decision to blow the whistle. This paper suggests that an organization's structure may perform a significant role in the decision to report versus not report an observed wrongdoing. Five organizational structures (that is, centralized, matrix, horizontal, hybrid, and divisional) were examined in regards to their effectiveness in encouraging or discouraging observers of unethical conduct channels for reporting such behavior. Discussion (...) and implications are provided. (shrink)

The purpose of this study is to analyze the current characteristics of organizational culture and climate in Kazakhstani higher educational institutions during the COVID-19 crisis. Materials for the study were collected from interviews and online discussions published on the website of Al-Farabi Kazakh National University. In addition, results from the social monitoring systems of the university’s educational activities as well as an official survey have been used. The study offers details of how Kazakhstani universities dealt with the crisis by presenting (...) KazNU case study. The paper presents the responsible actions developed at the university as well as the problems faced by students and teachers. One important lesson to be learnt is that educational organization needs to be more comprehensive, caring for appropriate technical equipment, helping develop skills for staff and students, and include vulnerable groups of the population. (shrink)

Research into innovative behavior is not new, but its importance for organizational effectiveness has become even more evident in recent years. However, the psychological processes and underlying mechanism concerning how and why innovative behavior occurs within an organization still invite more investigation. The present study considers ambidextrous organizational culture as a pro-innovation culture and proposes that it can be perceived by employees, which leads to their innovative behavior. This study adds clarity by exploring the impact of perceived ambidextrous organizational culture (...) on employees’ reactions related to innovation via the intermediate mechanism of psychological empowerment and the moderating condition of transformational leadership. Hypotheses are derived from a motivational perspective based on self-determination theory. Results are based on data collected from 647 Chinese employee-supervisor dyads. This study finds that employees’ perceptions of ambidextrous organizational culture have an indirect effect on innovative behavior through psychological empowerment. Specifically, the positive indirect relationship is amplified when transformational leadership is at a higher level. Our findings show how the mediating mechanism of psychological empowerment and the moderating condition of transformational leadership work together to improve innovation by individuals. The findings reveal several ways in which organizations can strategically focus on their cultural and supervisory training, such as applying this model to improve employees’ outcome related to innovation. (shrink)

We assess the organizational culture in the finance industry in relation to the global financial crisis and consider the potential of cultural change to improve the financial sector. To avoid biases, we build on the person–organization fit literature and develop a novel, indirect method for assessing organizational culture that revolves around relationships between employees’ personal traits and their career success in the industry or organization under study. We analyze personal values concerning the pursuit of private gain versus personal values concerning (...) caring for others and consider whether employees that value self-enhancement more and self-transcendence less enjoy more career success relative to their peers when working in finance than when working in other industries. Results do not reveal any sort of cross-industry differences that would implicate the finance industry’s culture in the financial crisis. Instead, we find the opposite, namely that strong self-enhancement values and weak self-transcendence values go together with less career success in the finance industry compared to other industries. Hence, if anything, the culture in the finance industry does not seem to resonate well with professionals that seek to pursue personal gain at the expense of clients’ welfare. Implication is that cultural change has little potential to improve the financial system. Meanwhile, the method for assessing organizational culture indirectly by analyzing relationships between employees’ traits and their career outcomes has wider applicability, particularly when relying on scores or measures obtained directly from the people concerned is likely to render biased evidence. (shrink)

The aim of the present longitudinal study was to quantitatively examine whether an ethical organizational culture predicts turnover among managers. To complement the quantitative results, a further important aim was to examine the self-reported reasons behind manager turnover, and the associations of ethical organizational culture with these reasons. The participants were Finnish managers working in technical and commercial fields. Logistic regression analyses indicated that, of the eight virtues investigated, congruency of supervisors, congruency of senior management, discussability, and sanctionability were negatively (...) related to manager turnover. The results also revealed that the turnover group is not homogeneous, and that there are several different reasons for leaving. The reasons given for turnover were grouped into five different categories: lay-off, career challenges, dissatisfaction with the job or organization, organizational change, and decreased well-being/motivation. ANCOVA analyses showed that those managers who stayed in their organization perceived their ethical culture to be stronger than those in turnover groups, and especially compared to groups 3 and 5. The results acquired through different methods complemented and confirmed each other, showing that by nurturing ethical virtues an organization can decrease job changes and encourage managers and supervisors to want to remain in their organization. (shrink)

Survey responses from Fortune 1000 firms were examined to assess whether firms changed their whistleblowing policies to response to changes in state statutes concerning whistleblowing. We predicted that firms might have created internal channels for whistleblowing in response to new legislation that increased their vulnerability to whistleblowing claims by employees. In fact, very few firms indicated that they had created their policies in responses to legal changes.

There is an increasing recognition of the need to provide ways for people to raise concerns about suspected wrongdoing by promoting internal policies and procedures which offer proper safeguards to actual and potential whistleblowers. Many organisations in both the public and private sectors now have such measures and these display a wide variety of operating modalities: in-house or outsourced, anonymous/confidential/identified, multi or single tiered, specified or open subject matter, etc. As a result of this development, a number of guidelines and (...) policy documents have been produced by authoritative bodies. This article reviews the following five documents from a management perspective, the first two deal with the principles upon which legislation might be based and the others describing good management practice: the Council of Europe Resolution 1729 (COER); Transparency International ‘Recommended Principles for Whistleblowing Legislation’ (TI); European Union Article 29 Data Protection Working Party Opinion (EUWP); International Chamber of Commerce ‘Guidelines on Whistleblowing’ (ICC); and the British Standards Institute ‘Whistleblowing arrangements Code of Practice 2008 (BSI). (shrink)

Previous studies investigating reports of corporate or individual wrongdoing have failed to examine the effects of an organization's structure upon the decision to blow the whistle. This paper suggests that an organization's structure may perform a significant role in the decision to report versus not report an observed wrongdoing. Five organizational structures were examined in regards to their effectiveness in encouraging or discouraging observers of unethical conduct channels for reporting such behavior. Discussion and implications are provided.

Food safety, ultimately, is a human-centred work. No matter how regulations are coercively released and implemented, the free will and behaviors of human actors (e.g., employees) leads to a real result in food safety. A real motivator of such free will and behaviors is organizational culture that stimulates meaningful organizational actions. Based on such rationale, this conceptual paper with Walmart as an example case sets to discuss the relationships between green organizational culture, corporate social responsibility, and food safety. As organizational (...) culture has been largely discussed in Management and Business literature, green organizational culture and its impacts on socially and environmentally friendly organizational behaviors, as well as public health outcomes like food safety, is wanted. With the clarification of the relationships between these three important constructs, theoretical implications for future research and practical implications for governance and policy-making are well generated. (shrink)

Exposure to bullying at work is a serious social stressor, having important consequences for the victim, the co-workers, and the whole organization. Bullying can be understood as a multi-causal phenomenon: the result of individual differences between workers, deficiencies in the work environment or an interaction between individual and situational factors. The results of the previous studies confirmed that some characteristics within an individual may predispose to bullying others and/or being bullied. In the present study, we intend to clarify the relationships (...) between workplace bullying considered from the victim’s and the perpetrator’s points of view, the employee Machiavellianism as a personality factor and the perceptions of organizational culture as depicted by Cameron and Quinn. The sample consisted of 117 workers, employed in different organizations in Poland. The empirical data regarding both being exposed to bullying as well as being a perpetrator of bullying were obtained by the use of self-reports from participants. According to the expectations, Machiavellianism predicted involvement in bullying others. The groups of bullies and bully-victims had a higher Machiavellianism level compared to the groups of victims and persons non-involved in bullying. The results showed that being bullied was negatively related to the perceptions of clan and adhocracy cultures and positively related to the perceptions of hierarchy culture. The results of a moderated regression analysis demonstrated that Machiavellianism was a significant moderator of the relationships between the perceptions of adhocracy and hierarchy cultures and being bullied. Theoretical and practical implications of the results were discussed. (shrink)

Organizational culture paves the way for employees, shows how one should function in a given organization – it aims to keep it together by adhering to similar values. Thanks to conditions prevailing there, specific rules employees know how they can perform their duties, properly cooperate with others and also how looks like the possibility of professional development, which is very important in the development of human capital. Human capital is people, their skills, creativity and qualifications. Development of capital through competence (...) development has a positive impact on further functioning of the organization, but also on the satisfaction of employees themselves. In the case of retired officers of the Polish Army, who acquired specialized knowledge and valuable skills during their service, it is important to use their capital after the end of service. They can be supplemented with additional courses, training that will enrich their existing potential, and also enable them to find work in the civilian market. A survey was conducted among retired Army officers and employers/supervisors hiring retired officers from 2019 to 2021. The snowball method was used. A qualitative method was used – a survey questionnaire. (shrink)

Purpose This paper aims to develop a system view of the organizational culture, given entropy of theoretical and methodological outlooks on the phenomenon alongside simultaneous growth of number of research reports. -/- Design/methodology/approach Sequential structural and ontological analysis of the Schein’s (2004) point of view on organization culture enabled to form a way of system comprehension of the respective object field on conscious and unconscious levels. -/- Findings Structural ontology of organizational culture represented by the mythopoetic concept of organization, which (...) is a composition of unconscious motives reflecting standard and management peculiarities of functioning characteristic of a certain group. -/- Research limitations/implications The proposed methodological discourse actualizes a hypothesis on organizational unconscious as a specific factor of organizational culture and begets a respective direction of the further researches. -/- Originality/value This is the first methodological concept, that provides a system comprehension of the object field of organizational culture. The concept has important implications for methodological designs of further researches and systematization of already obtained data within the domain. (shrink)

The purpose of the article was to determine the relationship between the organizational culture and the institutional management of the "Enrique López Albújar" Educational Institution, Piura. Work is worked under a quantitative approach, descriptive and correlational scope, 40 teachers participated as a sample. Among the results, it was found that there is no significant relationship between organizational culture and institutional management, which did not allow validating the research hypothesis; However, a significant relationship between norms and customs with institutional management was (...) found; which concludes in compliance with the norms and good customs based on values. (shrink)

A firm's ability to shape its policies to meet societal demands depends on how it perceives the opportunities and risks in its environment. The authors hypothesized that corporate culture plays a significant role in shaping organizational percep-tions. This article summarizes the findings of a study on how the organizational culture of a chemical firm headquartered in West Germany affected the evolution of its social and personnel policy from 1950 to 1989 given the changes in its sociopolitical environment during this (...) period. The study shows that the culture of a company, by shaping its perceptions, plays a central role in determining the areas in which the organization is likely to be able to learn easily and those in which it is likely to resist changing its policies. (shrink)

The lack of concrete guidance provided by managerial moral standards and the ambiguity of the expectations they create are discussed in terms of the moral stress experienced by many managers. It is argued that requisite clarity and feelings of obligation with respect to moral standards derive ultimately from public discussion of moral issues within organizations and from shared public agreement about appropriate behavior. Suggestions are made about ways in which the moral dimension of an organization's culture can be more effectively (...) managed. This is the third in a research series of three papers. (shrink)

To address the multiple grand challenges facing humanity, there is an urgent need for businesses to become more sustainable. This study explores the implementation of sustainability initiatives through an interview-based single case study of an organization in the food and beverage industry. Specifically, this study adopts a Natural-Resource-Based View of the firm to examine the role of organizational culture and structure in the implementation process. It argues that to successfully implement sustainability initiatives, a flexible structure and a green organizational culture (...) grounded in a shared sustainability vision are essential. The findings reveal that, despite the in-practice flat organizational structure of the case organization, there was limited knowledge of the organization's sustainability vision among organizational members across all organizational levels. This could be attributed to a lack of internal communication within the organization, which constitutes a barrier to the successful dissemination of green values throughout the organization's family-like, inclusive, and diverse work environment. This study proposes a three-part approach for practitioners attempting to implement sustainability initiatives: (1) enhance organizational awareness and communication of the sustainability vision; (2) cultivate a green organizational culture; and (3) advocate for a collaborative, inclusive and decentralized approach to fostering sustainability. This approach is vital not only for sustaining the organization's competitive advantage but also for achieving improved environmental and social outcomes. (shrink)

A multidimensional measure of ethical culture was examined for its relationship to person–organization fit, ethical intent and organizational citizenship behavior, using a sample of 525 employees from the financial industry in Spain. As hypothesized, relative to studies using unidimensional assessments, our measure of EC was more strongly related to ethical intent and organizational citizenship. Also, significant differences were found in the degree to which each the EC dimensions related to both ethical intent and OCB. Finally, in a first for the (...) literature, we demonstrated the important role of overall P–O fit in connection with EC, ethical intent, and organizational citizenship. Specifically, as hypothesized, P–O fit moderated positively the association between EC and ethical intent, but mediated the EC–OCB relationship. (shrink)

The article presents the study of the effectiveness of pedagogical conditions of organizational culture formation of future border guard officers, as well as the essence and features of its content. It has been found out that organizational culture is a professionally important quality of future border guard officers, which covers knowledge about the mission and values of the border guard agency, ability to maintain and contribute to the harmonized work of the border guard unit and is expressed through adhering to (...) professional standards in interpersonal interaction and in performing border security tasks, as well as in self-organization and mobilization. In the conditions of higher military educational institution it is recommended to intensify the value-motivational attitude of cadets to learn current issues of organizational culture of the border guard officers; to develop their abilities and skills of team work by introduction of social and psychological training; to apply modern dialogic forms, methods and interactive technologies of training for the development of skills of professional communicative interaction; to develop cadets’ organizational abilities, managerial decision making skills and leadership by gradually introducing into the educational process professionally oriented situational tasks, gradually complicating content with each course. The results of the pedagogical experiment regarding formation of organizational culture of future border guard officers in the course of their professional training are described in detail. (shrink)

Introduction. The article is focused on possibilities of measuring the efficiency of organizational culture, which is relevant when planning and justifying the expenditures for personnel management. The aim of the study is to formulate an algorithm of actions which makes it possible to move from assessing the existing organizational culture to assessing the expected economic effects from measures to maintain or develop it. Methods. In the course of the research, the methods of comparative analysis, system analysis, functional analysis, desk research (...) were used. Scientific novelty. In works devoted to measuring organizational culture, the emphasis is made on diagnosing its state, its features in any specific organizations, recorded, as a rule, on the basis of a number of well-known author’s methods. Researches on HR analytics and practical recommendations are focused on building a system of HR metrics and identifying their correlation with an organization economic performance in order to see solutions - “insights” in human resource management. At the same time, there are no works reflecting the relationship between the characteristics of organizational culture and the expected economic effects of its functioning, which would justify the necessity of expenditures for managing organizational culture for each specific organization. The article describes the possibility of transition from measuring the culture characteristics to the indicator of return on investment in human capital. Conclusions. The practice of assessing the economic efficiency of decisions related to the expenditures for organizational culture is accompanied by a number of difficulties in justifying the expected results. In our opinion, the variant of measuring the effectiveness of organizational culture described in the article has the right to exist. It should be noted that the correlations between culture indicators, HR metrics and economic effects can vary for different organizations, which is established empirically by observing changes in all indicators and their relationships over time. (shrink)

We propose a research program grounded in cultural theory and believe that this theory enables researchers to gain traction in Business and Society research. Grid-group cultural theory is a useful tool for examining organizational behavior. Organizational culture governs organizational social expression. Corporate Social Responsibility is a specific domain which benefits from exploration using cultural theory. Finally, objectives and aspirations of this research program are outlined.

Turning around and changing an organization's culture does not happen by chance. The purpose of this paper is to offer insights into what is needed for an organization to successfully transform itself from a culture and experience that does not support individual ethical behavior. The recent bond trading scandal at Salomon Brothers will be used to demonstrate that a successful ethical turnaround does not just happen spontaneously. In particular, we argue that new leadership, altering policies, structure, behavior, and beliefs are (...) paramount to successfully change to an organizational culture that supports ethical behavior. Schein's five primary mechanisms available to leaders for embedding and reinforcing culture will be used to systematically analyze efforts to change Salomon Brothers' culture. (shrink)

Today’s organizations are operating in a highly competitive and changing environment that pushes them to continuously adapt their organizational structures to such environment. However, the success of change initiatives may face a barrier in the response of employees, especially when they lack readiness to change. While leadership can shape the culture of an organization and a culture of effectiveness can help increase employees’ readiness to change, ethical leaders, who serve as a guide and offer support, can also make a difference (...) by reducing uncertainty. Yet existing research on the role of ethical leadership in the enhancement of the employees’ readiness to change is practically non-existent. Far less is the research that analyses the mechanisms that ethical leadership can use to foster employees’ readiness to change. This study aims to investigate whether the ethical leadership of middle-lower echelons influences on employees’ readiness to change positively (H1) and if this relationship is mediated through shaping an organizational culture of effectiveness (H2). Using data from 270 direct reports of middle–lower managers in public foreign trade Egyptian companies, the findings reveal that ethical leadership enhances employees’ readiness to change and that this impact is partially mediated by an organizational culture of effectiveness. Thus, with these findings, new light is shed on the positive role of ethical leadership and the mechanisms it uses to enhance employees’ readiness to change. (shrink)

Management decision-making is a daily task that managers of various levels solve in every organization. Degree of difficulty of this process depends on the scope of authority, responsibility level, manager’s position in organizational hierarchy; on the changes in the environment, unpredictability of which causes emergence of significant amounts of alternatives. For this reason, managers do not rely only on intuition or personal experience (which limited with selective perception, cognitive ability, ability to withstand stress and/or the presence of bias), but use (...) tools (methods) that have stood the test of time and practice; are based at the analysis of a significant amount of primary and secondary information; involve team-building to find the optimal option or to generate ideas. A significant amount of research papers are devoted to such methods, however, the author forms a synergetic approach which contains a detailed analysis of their correlation with the key factors of the competitiveness of enterprise, such as organizational culture and leadership. Existing decision-making practices, problems and style of management at the tourism enterprises are revealed from conducted survey (the first half of 2014) in tourism firms of Dnepropetrovsk and Zaporizhzhia regions of Ukraine, in which 729 tourism managers took part. The most popular decision-making practices in tourism branch were specified, among them are modeling and monitoring of previous results. The study proved the hypothesis of the author concerning strong connection of decision-making management and type of organizational culture. Moreover, 63% of managers were dissatisfied with low attention to organizational culture at their companies. The basis for future research and the synergetic matrix for decision-making management were worked out in the article which give preconditions for further studies and improvements in tourism management of Ukrainian enterprises. (shrink)

The success of an organization depends on its quality management (QM) and organizational culture (OC). While QM seeks to improve the caliber of products and services, OC consider to share beliefs and behaviors that impact working relationships. Together, they deliver excellent performance and a competitive advantage. The goal of the study is to evaluate how various OC factors affect QM methods and their effectiveness. The comprehensive evaluation provided by the study is based on data from 320 experts, validated questionnaires and (...) advanced statistical techniques like correlation analysis, ANOVA and multiple regression. The study shows a significant relationship between certain OC variables and QM outcomes, highlighting the advantages of process adherence, communication process and encouraging leadership style on the effectiveness of QM and customer satisfaction. OC must be in line with QM objectives to improve customer experiences and organizational success. The research highlights the significance of integrating OC elements into QM strategies to foster an environment that drives higher output and improved customer satisfaction. (shrink)

The recent trend in institutional communication research seems to foster the image of the University as a private organization significantly oriented towards a policy of customer satisfaction. Following the concept of organizational culture, institutional settings too are conceived as organizational contexts, where discourse is a privileged vehicle to convey and spread values, traditions and artifacts, both through internal and external communication practices. Thus, within academic discourse organizational culture is shaped and perpetuated by specific devices of rhetorical argumentation. The corpus (...) of data consists of two different examples of academic discourse: the self promotional endorsement letters of the academic candidates to the chancellor’s position on occasion of the elections and the inaugural speeches proclaimed by the chancellors in charge during the opening celebration of the academic year. The first kind of academic discourse could be meant as an example of political discourse since the candidates use communication strategically and manipulate their academic membership as a rhetorical device to support their aims. On the other hand, the second example is a mere celebration of academic culture which through linguistic rituals recalls and perpetuates the basic values of this microcosm. The data have been analysed with the critical discourse analysis and diatextual analysis which pay particular attention to the context of speech. Moreover, attention has been focused on the metaphors and on the meta-discursive cues. The results show that although with different purposes academic discourse use similar discursive and rhetorical strategies as both belong to the same organization. (shrink)

Leadership which lacks ethical conduct can be dangerous, destructive, and even toxic. Ethical leadership, though well discussed in the literature, has been tested empirically as a construct in very few studies. An empirical investigation of ethical leadership in Singapore's construction industry is reported. It is found that ethical leadership is positively and significantly associated with transformational leadership, transformational culture of organization, contingent reward dimension of transactional leadership, leader effectiveness, employee willingness to put in extra effort, and employee satisfaction with the (...) leader. However, it is also found that ethical leadership bears no correlations with transactional leadership. Also, it is negatively correlated with laissez-faire leadership and transactional culture of the organization. The findings also reveal that ethical leadership plays a mediating role in the relationship between employee outcomes and organizational culture. Practical implications of these findings are discussed. Directions for future research are also suggested. (shrink)

This work is a qualitative, exploratory study, on how the organizational culture is communicated in a Multinational Mexican company (CEMEX). It specifically analyses the creation of common meanings?culture?through formal communication. Based on an interpretative symbolic approach and using a non?obtrusive method, as is the analysis of documents (nine annual reports, two speeches by the CEO and a corporate video), a culture is discovered and an interpretation of the same is offered. For the analysis, a model was designed whose basic components (...) proceed from the assumption that the organizational culture is composed essentially of cultural substance and forms (Harrison and Beyer, 1993). Also, the ideas of Bantz (1993) were incorporated, as well as his methodology for understanding organizations, by analyzing their messages. The analysis starts from the message emitting sources up to reaching the center or content of the same through their language. In other words, the analysis begins with the form or external manifestation, up to reaching the substance or organizational ideology. This, through an examination of the vocabulary, the metaphors, the slogans, the themes and the stories, among several aspects, in order to reach the inference of meanings that can be taken as the basis or support of its culture. The study offers a different form of approach to organizations and is a case study that explores a blossoming phenomenon (the multinational is very young), which emerges and reveals itself with the investigative process. So, this is not a research for about proving a hypothesis or quantifying data, this is a discovery study. Finally, the findings reflect a possible interpretation of the culture; a picture built thanks to the language that sustains that symbolic reality called organization. (shrink)

A vision of a living code of ethics is proposed to counter the emphasis on negative phenomena in the study of organizational ethics. The living code results from the harmonious interaction of authentic leadership, five key organizational processes (attraction–selection–attrition, socialization, reward systems, decision-making and organizational learning), and an ethical organizational culture (characterized by heightened levels of ethical awareness and a positive climate regarding ethics). The living code is the cognitive, affective, and behavioral manifestation of an ethical organizational identity. We draw (...) on business ethics literature, positive organizational scholarship, and management literature to outline the elements of positive ethical organizations as those exemplary organizations consistently practicing the highest levels of organizational ethics. In a positive ethical organization, the right thing to do is the only thing to do. (shrink)

Innovation and organizational environment are greatly influenced by leadership styles. Innovation-friendly workplaces are fostered by leaders because of their emphasis on inspiration and vision. The leaders place more emphasis on structure and compensation, which might have a distinct effect on organizational environment (OE) and creativity. The variations in leadership styles and how they are applied in various organizational settings. The connection among organizational environment, innovative creativity and leadership styles might be influenced by industry-specific aspects. The study’s aim is to comprehend (...) how various leadership styles affect the organizational environment and corporate innovations (CI). This study included a total of 233 participants, including male (120) female (110) and non-binary/other (3) for leadership styles. Utilizing SPSS software, a statistical analysis of the data was carried out. The data was analyzed using a t-test, ANOVA, and regression analyses. These analysis demonstrated the leadership style fostering an innovative organization.The studyemphasizes the organizational environment and corporate innovationstrongly influenced by leadership styles. Creating an atmosphere that encourages creative thinking and a collaborative culture through leadership styles. (shrink)

The purpose of this article is to discuss an external whistleblowing event that occurred after all internal whistleblowing through the hierarchy of the organization had failed. It is argued that an organization that does not support those that whistle blow because of violation of professional standards is indicative of a failure of organizational ethics. Several ways to build an ethics infrastructure that could reduce the need to resort to external whistleblowing are discussed. A relational ethics approach is (...) presented as a way to eliminate the negative consequences of whistleblowing by fostering an interdependent moral community to address ethical concerns. (shrink)

For over half a century there have been concerns about increases in the occurrence of academic misconduct by higher education students and this is now claimed to have reached crisis proportions (e.g. Mostrous & Kenber, 2016a ). This study explores the extent to which multi-national faculty judge the effectiveness of higher education institutions in dealing with such misconduct. A survey of multi-national higher education faculty was conducted to explore the perceived barriers to the implementation of academic integrity processes. It asked (...) faculty how likely some hypothetical scenarios of failures of such processes were to occur in the real world of higher education institutions. 63% of our participants perceived there to be institutional and/or faculty barriers to effectively dealing with academic misconduct. Mostly, they blamed the higher education model for this which, in the interests of mass education, has come to prioritise the need for institutions to focus more on their quantity of output as corporate business enterprises than on the integrity of their output as educators. In discussing participants’ comments, about the relationship of faculty to their employing institutions, Schein and Scheins’ ( 2016 ) theory of three levels of organisational culture was used. Participants’ comments suggested that, at the deepest level of organisational culture i.e. basic underlying taken-for-granted assumptions about beliefs and values, inadequate integrity measures have tended to become normalised. Despite the often considerable, efforts of the institutions, organisational barriers were noted which mitigate against faculty behaving professionally i.e. from doing a ‘good job’ in respect of student academic misconduct. Some blame was also placed on faculty. We argue that apparent institutional inability to effectively manage the integrity process, has potentially significant consequences for wider society. We discuss ways in which this situation might be improved including a recommendation that governments regulate this aspect of the corporate social responsibility of higher education institutions as they do other aspects, requiring that it be managed effectively. (shrink)

This paper is an outcome of the business ethics course conducted during the third semester of the MBA course and aims to examine how a subordinate employee’s response, either by raising a concern or being quiet to repeated misbehavior of the leader, impacts an organization. Primary data was collected from the employees of mid-sized IT companies in India using a five-point Likert scale questionnaire. Structural equation modeling has been used to analyze the data. Mediation analysis has been conducted to verify (...) the mediating role of organizational culture. It is found that if an employee feels safe in an environment, they open up to suggestions or else suppress their thoughts to escape repercussion. The analysis shows that silence and voice in an organization have an impact on the organization’s culture. The implications of this study show that leaders violate the integrity of the organization by vandalizing the organization's objectives, outcomes, assets, and well-being of the co-employees. Previous studies have not focused on the mediating role of organizational culture on employee voice or silence. (shrink)

The duty to protect patient welfare underpins undergraduate medical ethics and patient safety teaching. The current syllabus for patient safety emphasises the significance of organisational contribution to healthcare failures. However, the ongoing over-reliance on whistleblowing disproportionately emphasises individual contributions, alongside promoting a culture of blame and defensiveness among practitioners. Diane Vaughan’s ‘Normalisation of Deviance’ provides a counterpoise to such individualism, describing how signals of potential danger are collectively misinterpreted and incorporated into the accepted margins of safe operation. NoD (...) is an insidious process that often goes unnoticed, thus minimising the efficacy of whistleblowing as a defence against inevitable disaster. In this paper, we illustrate what can be learnt by greater attention to the collective, organisational contributions to healthcare failings by applying NoD to The Morecambe Bay Investigation. By focusing on a cluster of five ‘serious untoward incidents’ occurring in 2008, we describe a cycle of NoD affecting trust handling of events that allowed poor standards of care to persist for several years, before concluding with a poignant example of the limitations of whistleblowing, whereby the raising of concerns by a senior consultant failed to generate a response at trust board level. We suggest that greater space in medical education is needed to develop a thorough understanding of the cultural and organisational processes that underpin healthcare failures, and that medical education would benefit from integrating the teaching of medical ethics and patient safety to resolve the tension between systems approaches to safety and the individualism of whistleblowing. Data sharing not applicable as no datasets generated and/or analysed for this study. (shrink)

What factors in the organizational culture of an ethically exemplary corporation are responsible for encouraging ethical decision making? This question was analyzed through an exploratory case study of a top pharmaceutical company that is a global leader in ethics. The participating organization is renowned in public opinion polls of ethics, credibility, and trust. This research explored organizational culture, communication in issues management and public relations, management theory, and deontological or utilitarian moral philosophy as factors that might encourage ethical analysis. Our (...) understanding of organiza tional ethics is enhanced by elucidating factors the case revealed as encouraging ethical analysisan organizational culture that emphasizes the importance of ethics, Theory Y management, a symmetrical worldview valuing innovation and dialogue, a counseling role for issues management or public relations in the dominant coalition, rewarding ethical behavior, ethical analysis using moral philosophy, consistency between individual values and organizational philosophy, and ethics training. These factors, and perhaps others as yet unidentified, worked together to create an environment that encouraged ethical decision making at the exemplar organization. (shrink)

Through an analysis of two National Organization for Women chapters, the author finds that members construct multiple feminist identities that vary in collective definitions of feminism, the overall strategies adopted, and organizational culture. To explain these variations, the author analyzes meso-level relations between the organization and the environment, issues of diversity, and leadership continuity. This study illustrates how organizational factors intertwine to shape how participants come to view themselves and the political and cultural environment surrounding them. With the current research (...) focus either on the larger political environment or individual characteristics, meso-level factors are often overlooked in examinations of social movement dynamics. (shrink)

The main aim of the present study was to examine whether an ethical organizational culture is associated with sickness absence in a Finnish public sector organization at both the individual and work unit levels. The underlying assumption was that employees working for organizations that are characterized by a strong ethical organizational culture report less sickness absence. The sample consisted of 2192 employees from one public sector city organization that included 246 different work units. Ethical organizational culture was measured with the (...) Corporate Ethical Virtues scale covering eight sub-dimensions. Sickness absence was inquired by asking the participants to report how many days they had been absent from work because of their own sickness over the past year. Multilevel structural equation modelling showed that, at the individual level, perceptions of a strong ethical organizational culture were associated with less sickness absences after controlling for the background factors. This link was not found at the work-unit level. The findings indicate that an ethical organizational culture plays a significant role in enhancing employee well-being measured as sickness absence. It seems that especially supervisor’s ethical role modeling and possibilities to discuss about ethical issues are important factors in preventing sickness absence in the organizations. (shrink)

Whistleblowing by employees to regulatory agencies and other parties external to the organization can have serious consequences both for the whistleblower and the company involved. Research has largely focused on individual and group variables that affect individuals'' decision to blow the whistle on perceived wrongdoing.This study examined the relationship between selected organizational characteristics and the perceived level of external whistleblowing by employees in 240 organizations. Data collected in a nationwide survey of human resource executives were analyzed using analysis (...) of variance. (shrink)

This study participates in the discussion of the ethical culture of organizations by deepening the knowledge and understanding of the meaning of organizational ethical virtues in organizational innovativeness. The aim in this study was to explore how an organization’s ethical culture and, more specifically, organization’s ethical virtues support organizational innovativeness. The ethical culture of an organization is defined as the virtuousness of an organization. Organizational innovativeness is conceptualized as an organization’s behavioral propensity to produce innovative products and services. The empirical (...) data consisted of a total of 39 interviews from specialist organizations. Qualitative content analysis was used to analyze the data. The findings indicate that the organizational ethical virtues of feasibility, discussability, supportability, and congruency of management are those that support organizational innovativeness. The findings also show which specific elements of these virtues and related organizational practices are important to innovativeness. In addition, this study showed that the features of organizational innovativeness are not necessarily dichotomous but rather follow the ideas of virtues and are versatile in nature. (shrink)

Leadership studies on corporate ethical behavior and practices have grown considerably, contributing significant knowledge on ethical leadership challenges that are organizational and industry focused. However, complex socio-ecological systems are placing pressure on organizational culture and old patterns of leadership behavior that play a role in organizational justice. In this study, we argue that scholars of business ethics must consider the role of organizational justice and use person-organization fit (P–O fit). To address this, our study investigates the mediating effect of organizational (...) justice on the relationship between ethical leadership and employees’ ethical behavior. We also examine the moderating role of P–O fit on the relationship between organizational justice and employee’s ethical behavior. The study survey focused on 295 employees belonging to organizations in Iraq. We show that ethical leadership positively influences employees’ ethical behavior, and this relationship is shaped by organizational justice. The findings reflect the positive impact of organizational justice on ethical behavior, and this relationship is more pronounced in employees with high rather than low P–O fit. This study clarifies the importance of employee’s P–O fit and its impact on organizational processes for creating a positive impact on ethical behavior in the workplace. We also share practical implications of the study and recommend systemic research that explores this area. (shrink)