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Exploring the link between Distributive Justice and Innovative Behavior: Organizational Learning Capacity as a Mediator
Abstract
Justice in an organization is related with several favorable outcomes at both individual and organizational levels. Employees with a perception of fairness in the workplace are likely to engage in more innovative behaviors. Innovation is considered as the key concept for organizational survival and success, and employees’ innovative behaviors may be the most important resource in this regard. In order for an organization to adopt an innovative climate, a learning capacity is required since information is essential to innovation. Therefore, the purpose of the present study is to determine whether distributive justice is related with innovative behaviors of employees and whether organizational learning capacity plays a mediating role in such relationship. The study data were obtained using questionnaires and analyzed in SPSS and AMOS software programs. The study results demonstrated a significantly positive relationship between distributive justice and innovative behavior as well as a mediating effect of organizational learning capacity on this relationship.
... Learning capacity mengacu pada proses memperoleh, menggabungkan dan mengembangkan informasi di antara para anggota organisasi (Lu et al., 2012;Momeni et al., 2014). Dari sudut pandang ini, proses pembelajaran organisasi terdiri dari elemen-elemen kunci yang mendukung kegiatankegiatan yang menghasilkan informasi, yang melibatkan pencarian, mengembangkan, memahami dan menghasilkan informasi baru tentang produk, layanan, metode dan dan teknik baru (Gozukara & Yildirim, 2016). ...
... Learning capacity dapat membantu individu untuk memperluas jangkauan pengetahuan individu mereka dan meningkatkan kemampuan pemecahan masalah dan hasil kerja mereka dengan cepat (Carrillo & Gaimon, 2004). Selain itu learning capacity dapat mengurangi efek negatif dari lingkungan kerja yang buruk dan mengarah pada employee innovative work behaviour (Gozukara & Yildirim, 2016). Oleh karena itu, di era yang penuh dengan pengetahuan, berbagi pengetahuan merupakan strategi pembelajaran yang sangat penting untuk meningkatkan employee innovative work behaviour (Akram et al., 2020;Kuo et al., 2014). ...
... Akram et al., (2020); Kuo et al., (2014) menejelaskan bahwa persepsi karyawan tentang tingkat keadilan yang diperlakukan oleh organisasi dan persepsi keadilan karyawan tergantung dari learning capacity yang dimiliki oleh karyawan melalui pengalaman kerja karyawan tersebut. Gozukara & Yildirim, (2016) menjelaskan bahwa keadilan dalam sebuah organisasi dapat memberikan hasil yang menguntungkan baik di tingkat individu maupun organisasi. Selain itu karyawan why generation yang memiliki persepsi keadilan di tempat kerja akan terlibat dalam employee innovative work behavior secara sukarela. ...
Employee innovation has become an important factor in ensuring organisational success in a dynamic and competitive business environment. The concept of organizational justice plays an important role in promoting employee innovative work behaviour in each employee. This study aims to explore the relationship between organizational justice and employee innovative work behaviour by adding the mediating effect of learning capacity variables and the moderating effect of blue ocean leadership variables to complete the gap of previous studies. This study sampled employees with why generation criteria in East Java with a total sample of 383. Analysis using process macros Hayes model 7. The results of this study indicate that organizational justice has a significant positive effect on employee innovative work behaviour, then organizational justice has a significant negative effect on learning capacity, besides the results of the analysis also show that blue ocean leadership as a moderator variable can strengthen the relationship between organizational justice and learning capacity, learning capacity has a significant positive effect on employee innovative work behaviour, and organizational justice affects employee innovative work behavior through learning capacity
... According to Adams (1965), employees decide their work contributions in the organizational social exchanges based on their perceptions of the fairness of the outcomes they receive in return. This is called distributive justice (DJ; Gozukara & Yildirim, 2016). Nevertheless, following the inability of equity theory to fully explain or predict employee reactions regarding perceived injustice, the focus was shifted toward the fairness of procedures used to allocate outcomes (procedural justice; PJ; Thibaut & Walker, 1975). ...
... One possible explanation is that as Libya is a country that has witnessed a significant political and structural change that has reshaped the country particularly its public institutions, employees have probably started to express and discuss their opinions and problems with their managers more freely. For DJ, the result is consistent with Libyan's collectivistic and high power distance features (Hofstede, 2011) where employees tend to accept the unfair distribution of outcomes and rewards (Adamović, 2014), and is also consistent with the result of Almansour and Minai (2012) who found that DJ is not related to EIB, however, it is inconsistent with SET (Blau, 1964) and Asian context research (Akram et al., 2016;Gozukara & Yildirim, 2016;Lee & Kim, 2013;Momeni et al., 2014). For IJ, the result is inconsistent with all the aforementioned theory and research and in agreement with Libyan cultural values (collectivistic and high power distance), where employees are rolerestricted and less interested in and influenced by the quality of their social relationship with their managers (Adamović, 2014). ...
Innovative employees are the main source of an organization’s survival in a dynamic environment. Therefore, understanding how to stimulate and sustain employee innovative behaviors is of great importance for organizations. From this perspective, based on the social exchange theory, the current study seeks to investigate the influence of organizational justice on employee innovative behavior within the Libyan context. Through a pre-designed questionnaire, data were gathered from 295 employees working for 5 Libyan national oil companies and analyzed using partial least squares—structural equation modeling [PLS]. The results indicated that procedural justice is positively related to employee innovative behavior, whereas distributive justice and interactional justice are not. The findings foster the assumption that organizational justice perceptions and responses differ across cultures based on national values. The results and implications are discussed in light of the literature and the Libyan work environment and culture.
... Leaders build and nurture subordinates learning behaviour in their organisations which enables them to provide a foundation for organisational innovations (Garcia-Morales, Llorens-Montes, & Verd u-Jover, 2006). Results from the study of Gozukara and Yildirim (2016) display a significant and positive relationship between LWB and IWB. In another study by Pham, Pham, and Pham (2016) the interactions of LWB, IWB and leader/top management support significantly improves organisational performance in a sample of 120 companies. ...
... Third, this study focuses on LWB at an individual level, thus, contributing to the organisational learning literature which is dominated by firm and team level perspectives (Gozukara & Yildirim, 2016;Pham et al., 2016;Weerawardena et al., 2006). This research supports and expands the existing work on learning by suggesting a mechanism with which leaders, through their technical competence, can influence individual learning and innovative behaviour. ...
This study tests a conceptual model for understanding the relationship between subordinates’ ‘learning work behaviour’ and ‘innovative work behaviour’, with the moderating role of their leaders’ self-reported as well as subordinates’ rated ‘leader technical competence’. The study was conducted in the context of a high-tech, knowledge-based telecommunications industry. Based on the evaluation of job description, leaders/managers with responsibilities of not only managing internal and external stakeholders but also capable to lead engineers to resolve any technical issue multiple-source data were collected from the identified leaders and their respective subordinates working with telecommunication operator (n = 179). This study proposed a three-way interaction moderation model between the independent variable (subordinate learning work behaviour) and the moderator variables (that is, the self-assessed leaders’ ‘technical competence’ and subordinates’ rated ‘leader’ technical competence’) to predict the subordinates’ ‘innovative work behaviour’. Our results demonstrate that that subordinate learning work behaviour had the strongest positive relationship with subordinate innovative work behaviour when both the leader self-assessment of technical competence and the subordinates rated leader’s technical competence were high. This study fills an important gap in leadership literature by focussing on the technical competence of leaders which has received little attention from leadership research in knowledge-based industries.
... As for (Janssen, 2000), he sees that innovative behavior is a complex behavior that consists of three different behavioral tasks: generating ideas, promoting the idea, and implementing the idea (Janssen, 2000). Whereas, innovative behavior was defined by (Amo & Kolvereid, 2005) as an initiative of employees regarding the introduction of new processes, new products, new markets or such combinations within the organization (Gozukara & Yildirim, 2016). Innovative behavior can be defined from the point of view of Hsiao and colleagues (2011) as the worker's voluntary activities that exceed established role expectations (Hsiao et al., 2011: 31). ...
... Keičiantis ekonominei situacijai, stiprėjant globalizacijai ir konkurencijai tarp organizacijų, inovacijos padeda verslams išlikti konkurencingiems šiuolaikinėje rinkoje (Gozukara & Yildirim, 2016). Tyrimai, nagrinėjantys inovacijas organizacijose, atskleidžia, jog iki 80 % naujovių organizacijose pasiūlo ir įgyvendina patys darbuotojai, todėl teigiama, kad inovatyvus darbuotojų elgesys yra tiesiogiai susijęs su įmonių pelningumu ir verslumu (Newman et al., 2018;Mielniczuk & Laguna, 2020;Kong & Li, 2018). ...
In order for organizations to remain competitive and successful in the contemporary business environment, one of the fundamental prerequisites is innovative behavior of employes. Therefore, research analyzing the organizational and personal factors of this behavior is relevant, in which increasing attention is paid to the agility of employees. In general, agility can be described as a person’s ability to adapt quickly and efficiently to normal or new work situations, accept changes and respond appropriately to them. The study aimed to determine the relationship between employees agility, self-efficacy, and innovative behavior in the organization and to evaluate the mediating role of self-efficacy for the relations between agility and innovative behavior. The cross-sectional survey was conducted in the sample of 172 employees. 78% of them were women, the average age of the participants was 33.8 years. Scales measuring employee agility, innovative behavior and self-efficacy were applied in the study. For this study, a Lithuanian employee agility scale consisting of twenty items was prepared. The results were processed using correlational, regression, and mediation analysis. Main results: firstly, more expressed employee agility and self-efficacy predicts their higher involvement in innovative behavior, and secondly, self-efficacy acts as a mediator for the relationship between agility and innovative behavior. The importance of the employee’s personal characteristics – agility and self-efficacy – in predicting innovative behavior was confirmed, and the role of self-efficacy as a mediator for the relationship between agility and innovative behavior was revealed. Theoretical and practical implications of the study results are discussed.
... Organization learning is the process of acquiring knowledge (Gozukara and Yildirim 2016). Cyert and March (1963) describe organization learning as a process of creating, retaining, and transferring knowledge within an organization. ...
... Organizational learning capacity has a significant positive correlation with the behavior of innovative work and distribution of justice in the organization. In other words, organizational learning capacity is entirely mediator of relationship between innovative behavior and distributive justice (Gozukara & Yildirim, 2016). Acceptance of organizational learning and knowledge management has helped to orientation of organizational research toward in the form of questions and answers for the processes to create the expertise, use of knowledge and learning in order to improve its performance (Resort, Sandberg, Rouleau, Langley, Tsoukas, Collins, Peteraf, 2015). ...
The aim of this paper was to examine the impact of using Emirati methods with their axes, information technology and national innovation strategy on the creativity in the provision of services to tourism agencies from the point of view of the administrators on the quality of the services after applying these methods used from the point of view of the customers the study adopts a descriptive analytical approach and the study was conducted by a group of travel agencies in the Emirates and these agencies were randomly selected perfectly by the exchange and the research sample consisted of agency administrators and their number reached 100 respondents who were from a small sample were selected according to the type of respondents, and the second sample There were also 100 customers, equal to the number of administrators, and two questionnaires were prepared to collect the research data, the first for the administration and the second targeted at customers At travel agencies, it is oh What the our paper found from the results of the existence of the effect of the Information Technology application when providing the service with government tourism agencies from the point of view of administrators on the Performance Excellence of services after the application of those methods from the customers' point of view and the existence of the impact of the application of the National Innovation Strategy when providing the service with government tourism agencies from the point of view of administrators on Performance excellence of services after applying these methods from the customer's requirements.
The relationship between employees and the organization is not only transactional, which is regulated in formal contracts, but also involves informal and relational relationships as described in the social exchange theory. The formal relationship is in the form of organizational justice, while the informal relationship is in the psychological contract between the organization and employees. A fair relationship can positively affect job satisfaction, and can negatively affect employee behavior such as procrastination. Procrastination is behavior influenced by complex factors such as personal characteristics, task characteristics, and organizational environment. The relationship between organizational justice, psychological contract, job satisfaction, and procrastination is still a gap in the literature, as well as has become the motivation for this research. This article discusses the moderating role of psychological contract breach on the effect of organizational justice on job satisfaction and procrastination. This study contributes through a literature review on the effect of flexible and fair contracts on job satisfaction and procrastination behavior.
This paper aims at the fact that most organizations today suffer from a waste of time, effort, and cost, and they have difficulty in achieving the best performance situations and compete strongly. The researcher distributed 108 questionnaires as a statistical analyzable sample society where the sample intentionally consists of general managers, department head, and division head. The questionnaire was formulated according to the Likert scale. The use of personal interviews and observations are additional tools for data collection and a number of statistical methods is used for data analysis such as simple regression and correlation coefficient (Pearson). One of the most prominent conclusions is that the company has adequate and creative capabilities on the ground and for the production of Iraqi does not have competitive and creative capabilities and must work on the development of new methods in the administrative work within the company. The results also show the lack of conviction difficulties and turn them into opportunities that promote creative work, expand growth opportunities and create cadres that start creative work and experience the element of risk. Engaging employees in training courses can acquire or increase their skills
The research primarily seeks to understand how supervisor support can directly and indirectly enhance the service innovative behavior (SIB) of flight attendants via work engagement. Moreover, although there has been some research on the effect of group diversity on organizational performance, the results have not been consistent. Thus, this study addresses this gap by investigating how work group diversity can make variance in the relationship between work engagement and innovative behavior of flight attendants. The sample size of 242 flight attendants working at the central airport in Ho Chi Minh City, Vietnam, has been taken for the study. To test hypotheses, structural equation modeling and bootstrapping were employed. This study provided an evidence for the positive nexus between perceived supervisor support and SIB. Additionally, the results shed light on a mediation mechanism of work engagement for the association between flight attendants’ perception of their supervisor and innovative behavior. Furthermore, tenure diversity and job position diversity in a work group were proved to play a moderating role in the relationship between work engagement and service innovative behavior. Specifically, flight attendants are more willing to exhibit innovative behaviors when working in a homogeneous group in terms of tenure and job position rather than in a heterogeneous group. The empirical results contributed to the diversity management literature and broadened the understanding of how to activate the service innovative behavior of employees. From a managerial perspective, managers should pay attention to the characteristics of employees when organizing teamwork.
AcknowledgmentThe authors are grateful to the anonymous referees of the journal for their extremely useful suggestions for improving the quality of this paper.
The field of organizational justice continues to be marked by several important research questions, including the size of relationships among justice dimensions, the relative importance of different justice criteria, and the unique effects of justice dimensions on key outcomes. To address such questions, the authors conducted a meta-analytic review of 183 justice studies. The results suggest that although different justice dimensions are moderately to highly related, they contribute incremental variance explained in fairness perceptions. The results also illustrate the overall and unique relationships among distributive, procedural, interpersonal, and informational justice and several organizational outcomes (e.g., job satisfaction, organizational commitment, evaluation of authority, organizational citizenship behavior, withdrawal, performance). These findings are reviewed in terms of their implications for future research on organizational justice.
The main purpose of this study is analysis of the correlation between organizational justice and job satisfaction. This study also analyzes the impact of organizational justice components as encompassed by three specific forms of justice perceptions; distributive justice, procedural justice, and interactional justice on job satisfaction, which includes five dimensions: supervision, co-worker, pay, promotion and nature of job. It is essential that administrators and principals of educational institutions appreciate and understand factors that may influence teachers’ job satisfaction. In the survey method which was utilized to study the relationships between two constructs, questionnaires were used for data gathering and 120 teachers participated in this study. correlation coefficient and regression analysis was used to measure the relationship between organizational justice and job satisfaction. Findings indicated significant positive relationships between organizational justice and job satisfaction. Correlation analysis for the three components of organizational justice showed that two dimensions of organizational justice namely,distributive and interactional justice had positive relations with four dimensions of job satisfaction namely supervision, co-worker, pay and promotion and they didn’t have correlation with nature of job as a dimension of job satisfaction. Procedural justice demonstrated a significant correlation for all dimensions of job satisfaction. Multiple regression revealed significant impact of distributive justice and interactional justice with job satisfaction.
The correlates of distributive, procedural, and interactional justice were examined using 190 studies samples, totaling 64,757 participants. We found the distinction between the three justice types to be merited. While organizational practices and outcomes were related to the three justice types, demographic characteris-tics of the perceiver were, in large part, unrelated to perceived justice. Job performance and counterproductive work behaviors, considered to be outcomes of perceived justice, were mainly related to procedural justice, whereas organizational citizenship behavior was similarly predicted by distributive and procedural justice. Most satisfaction measures were similarly related to all justice types. Although organizational commitment and trust were mainly related to procedural justice, they were also substan-tially related to the other types of justice. Findings from labora-tory and field studies are not always in agreement. Future research agendas are discussed. ᭧ 2001 Academic Press The study of work-place justice has been proliferating in recent years. Whereas early studies on justice were conducted in the early 1960s (Adams, 1963, 1965), the majority of studies on justice in organizations were published We thank Dr. Dan Ilgen and three anonymous reviewers for their helpful and constructive comments. Address correspondence and reprint requests to Yochi Cohen-Charash, Institute
The objective of this article is to map the manyfacets of organizational learning into an integrative and parsimonious conceptual framework that can help researchers and practicioners identify, study, and introduce organizational learning to organizations. The article addresses the gap between theoryand practice of organizational learning byproviding a working definition of “productive organizational learning” and then describing the conditions under which organizations are likelyto learn. The model presented draws on scholarly organizational learning literature, practicioner accounts, and our own experiences as researchers and practitioners. It argues that learning by organization, as distinct from learning in organizations, requires the existence of organizational learning mechanisms. These mechanisms, which represent the “structural facet, ” are necessarybut not sufficient for generating productive organizational learning. The qualityof organizational learning depends on additional facets of organizational learning (cultural, psychological, policy, and contextual), which facilitate or inhibit learning and are also explored in this article.
This chapter provides a general review of the research conducted over the past two decades on individuals’ conceptions of equity and distributive justice and their reactions to inequity. Various theoretical formulations are identified and important topics for further theoretical development and empirical investigation are discussed. In conclusion, the authors suggest that micro-level concepts of distributive justice have certain limitations. Consideration of more macrolevel concepts suggests possibilities for integrating equity and distributive justice theories with sociological theories of power, conflict, and collective action. This integration, if achieved, would bring notions of justice to the forefront in the analysis of social change.
A basic problem of organizational learning is recombining members' knowledge into innovative solutions. This article shows that extant approaches tend to position this problem in the organizational members' minds, thereby neglecting the problem of limited rationality. In some approaches of this type, organizational learning is conceptualized as the result of members learning from each other. In contrast to these concepts, some authors are convinced that a mode of organizational learning that is dependent on cross-learning between specialists cannot be effective because of the limits of an individual's cognitive abilities. These authors therefore try to identify organizational mechanisms that partly substitute for or support cross-learning between specialists. This article builds on this approach by developing a concept of `transactive organizational learning', which takes organizational rules as repositories of knowledge and relies on organizational mechanisms that allow the direct transfer of specialists' knowledge into rules. Empirical support for this concept was found in case studies from two German companies.
Purpose
To provide an inventory of leader behaviours likely to enhance employees' innovative behaviour, including idea generation and application behaviour.
Design/methodology/approach
Based on a combination of literature research and in‐depth interviews, the paper explores leadership behaviours that stimulate employees' idea generation and application behaviour. The study was carried out in knowledge‐intensive service firms (e.g. consultants, researchers, engineers).
Findings
It was found that there were 13 relevant leadership behaviours. Although innovative behaviour is crucial in such firms, it has received very little attention from researchers. Leaders influence employees' innovative behaviour both through their deliberate actions aiming to stimulate idea generation and application as well as by their more general, daily behaviour.
Research limitations/implications
Future quantitative research could condense our overview of leader practices, explore which practices are most relevant to employees' idea generation and/or application behaviour, which contingency factors influence the leadership‐innovative behaviour connection and provide information as to whether different practices are relevant in other types of firms.
Originality/value
Neither the innovation nor the leadership field provides a detailed overview of specific behaviours that leaders might use to stimulate innovation by individual employees. This paper fills that void.
Contends that being a learning organization involves more than a willingness to try new strategies. Successful companies map out strategies on the basis of customer needs, market activities, and what the competition is doing. Not all strategies will work, but companies can learn from failures and become stronger in the long term. The best companies, it is concluded, display flexibility and adaptability. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
The authors differentiate among 4 kinds of organizational learning and describe the associated policies, practices, and possibilities for action. They argue that learning organizations must be willing to uncover their assumptions about themselves and their environment. Organizational learning is about more than simply acquiring new knowledge and insights; it requires managers to unlearn old practices that have outlived their usefulness and discard ways of processing experiences that have worked in the past. Unlearning makes way for new experiences and new ways of experiencing. It is the necessary precursor to learning. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Organizational justice is concerned with people's fairness perceptions in organizations and has been a popular field of study in the social sciences for at least 25 years. This paper reviews the core concepts, models and questions of organizational justice research. Four research areas that are particularly critical for the future of the field will be highlighted: concept clarification, social context integration, time and links with morality. These areas have received increased attention lately, but there are still relatively few empirical studies and theoretical frameworks that grapple with these issues. Concept clarification is vital for improved consistency of the field and for internal validity of studies. Situating organizational justice in social contexts and in time will be crucial to improve external validity and the usability of organizational justice findings in organizations. Understanding the links between morality and justice at an individual level, and at the organizational and societal levels is necessary if justice researchers want to live up to the promise of their field for society. For each of these four areas, recent developments will be reviewed and avenues for future research discussed.
The speed of change in competitive environments has prompted firms to develop processes directed at enabling organizational adaptation. This is captured by the concept of dynamic capabilities. We focus on a particular form of business organization, that is, the family firm. Specifically, we argue that knowledge integration—a dynamic capability through which family members' specialized knowledge is recombined—guides the evolution of capabilities. We present a general framework illustrating factors that affect knowledge integration in family firms. We conclude that only those family firms that are able to effectively integrate individual family members' specialized knowledge will be successful in dynamic markets by changing their capabilities over time.
Our understanding of how organizations process market information can be advanced substantially on the basis of principles derived from models of organizational learning. Accordingly, the author examines the extant literature on organizational learning, proposes a hierarchy of market sense making, and provides research propositions that will enhance marketers’ understanding of information processing and knowledge creation in organizations.
Introduction The Psychology of Social Justice Relative Deprivation Is Justice Important To Peoples Feelings And Attitudes? Distributive Justice Procedural Justice Retributive Justice Behaviorial Reactions To Justice And Injustice Psychological Versus Behavioral Responses to Injustice Behavioral Reactions to Injustice Why Do People Care About Justice? The Nature of the Justice Motive When Does Justice Matter? Social Structural Influences Culture
The present study integrated a number of streams of research on the antecedents of innovation to develop and test a model of individual innovative behavior. Hypothesizing that leadership, individual problem-solving style, and work group relations affect innovative behavior directly and indirectly through their influence on perceptions of the climate for innovation, we used structural equation analysis to test the parameters of the proposed model simultaneously and also explored the moderating effect of task characteristics. The model explained approximately 37 percent of the variance in innovative behavior. Tasktype moderated the relationship between leader role expectations and innovative behavior.
Recently, new work practices such as virtual work system, have been introduced in various fields. These contracts for new work practices have changed from the existing face-to-face management practices to the autonomous work systems. Existing work contracts are based on the Weber's theory (1947), in which the bureaucratic and impersonal structure is the most effective means to achieve organization's goals. However, such contracts have been challenged from various fields and there are lacks of new researches on the practices until now. So, we examined the effects of new contracts through the performance of virtual teams. To do so, in this study, the effects of distributional justice, procedural justice and interactive justice on organizational commitment and innovative work behavior are analyzed on the virtual organizations. The results are as followed. First, organizational justice has significant effect on organizational commitment and innovation work behavior. Secondly, the result between organizational commitment and innovation work behavior has significant effect on. Thirdly, we examined the mediating effects of organizational commitment in relationship between organizational justice and innovative work behavior on the virtual organizations. Finally, the results of this study emphasize on the effect of the distributional, procedural and interactive justice through the mediating effect of organizational commitment justice on the virtual organization's performance. Future study will be discussed.
To cope with the strict challenge of hospitality business environments, domestic hospitality businesses need to concern about the market products being innovative and the employees have to actively present innovative behaviors in order to break through the deadlock for enhancing the competitiveness and business performance. Taking hospitality industry in Taiwan as the research subject, the correlations among employees’ Perceived Organizational Justice (Distributive Justice, Procedural Justice, and Interactional Justice), Innovative Behavior, and Organizational Support are explored in this study. With random sampling, 500 copies of questionnaires are distributed to and collected from the employees of The Landis Group on-site, and 263 valid ones are retrieved, with the retrieval rate 53%. The research results are concluded as below. 1. Organizational Justice presents significantly positive correlations with Idea Generation in Innovative Behavior. 2. Organizational Justice reveals remarkably positive correlations with Idea Marketing in Innovative Behavior. 3. Organizational Justice shows notably positive correlations with Idea Practice in Innovative Behavior. 4. Organizational Support appears outstanding moderating effects on the correlations between Organizational Justice and Innovative Behavior.
The process of exchange is almost continual in human interactions, and appears to have characteristics peculiar to itself, and to generate affect, motivation, and behavior that cannot be predicted unless exchange processes are understood. This chapter describes two major concepts relating to the perception of justice and injustice; the concept of relative deprivation and the complementary concept of relative gratification. All dissatisfaction and low morale are related to a person's suffering injustice in social exchanges. However, a significant portion of cases can be usefully explained by invoking injustice as an explanatory concept. In the theory of inequity, both the antecedents and consequences of perceived injustice have been stated in terms that permit quite specific predictions to be made about the behavior of persons entering social exchanges. Relative deprivation and distributive justice, as theoretical concepts, specify some of the conditions that arouse perceptions of injustice and complementarily, the conditions that lead men to feel that their relations with others are just. The need for much additional research notwithstanding, the theoretical analyses that have been made of injustice in social exchanges should result not only in a better general understanding of the phenomenon, but should lead to a degree of social control not previously possible. The experience of injustice need not be an accepted fact of life.
An increasing number of new venture firms are internationalizing their business operations early in their life cycles. Previous explanations of this trend have focused on the importance of technological knowledge, skills, and resources for new ventures' international expansion. However, little is known about how these firms use the technological learning gained through internationalization. This study examined the effects of international expansion, as measured by international diversity and mode of market entry, on a firm's technological learning and the effects of this learning on the firm's financial performance.
Purpose
– The purpose of this study is to investigate the mediating effect of work engagement on the relationship between learning organization and innovative behavior.
Design/methodology/approach
– This study used surveys as a data collection tool and implemented structural equation modeling for empirically testing the proposed research model.
Findings
– The study found that learning organization culture makes a direct and indirect impact on employees' innovative work behaviors. Results from hierarchical multiple regressions and structural equation modeling supported that work engagement fully mediates the relationship between the learning organization and innovative work behaviors.
Practical implications
– HRD practitioners can develop effective interventions to enhance their employees' innovative behavior by devoting efforts to create a workplace that promotes collaborative learning culture and work engagement.
Originality/value
– This study is valuable to HRD specialists interested in developing effective interventions that encourage employees to engage in innovative behavior.
Purpose
– The purpose of this paper to aim at exploring the links between employees’ perceptions of distributive, procedural and interactional justice on one hand and innovation climate and readiness to innovate on the other hand. The role of innovation climate in predicting readiness to innovate is also examined. Further, the study attempts to test the mediating role of innovation climate in justice-readiness to innovate relationship.
Design/methodology/approach
– This paper aims at exploring the links between employees’ perceptions of distributive, procedural and interactional justice on one hand and innovation climate and readiness to innovate on the other hand. The role of innovation climate in predicting readiness to innovate is also examined. Further, the study attempts to test the mediating role of innovation climate in justice-readiness to innovate relationship.
Findings
– The findings revealed that perception of justice played a key role in employees’ perception of innovation climate. Innovation climate was found to be positively and significantly related to readiness to innovate. Employees’ readiness to try new ways of doing things and question the existing habits of the work tended to show significant and positive relationship to organizational justice. Innovation climate played a significant yet a partial role in mediating the link between justice and readiness to innovate.
Research limitations/implications
– The sample represented only governmental sector and only one emirate of the UAE's seven emirates. The implications of the findings for researchers together with some future guidelines are discussed in the paper.
Practical implications
– The paper provides practitioners with some advice about understanding and managing justice and innovation.
Originality/value
– The paper is the first study in the UAE and the Middle East that examines the links between justice, innovation climate and readiness to innovate.
Purpose
The paper investigates the relationships among learning orientation (LO), market orientation (MO), human resource practices (HRPs) and innovation and their association with organisational performance. The aim is to show that HRPs and innovation are important mechanisms for transmitting the benefit of LO and MO into performance outcomes.
Design/methodology/approach
Building on extensive literature, a model of the relationships is developed and empirically tested using survey data collected from 220 businesses. Data are analysed through structural equation modelling and/or path modelling. The primary aim is to assess direct, indirect and total effects of LO and MO on performance outcomes through HRPs and innovation (conceptualised as administrative, process and product innovation) as mediators. The study carefully traces the effects of each variable to distinguish between indirect effects and mediated effects.
Findings
HRPs are a major mechanism for transmitting the benefits of LO and MO. In some models this is even more important than innovation. The results also suggest that LO should be viewed as exploration while MO is the interface between exploration and exploitation and, finally, HRPs and innovation must be viewed as exploitation or implementation issues.
Practical implications
The study suggests that marketers should include HRPs in models of LO, MO, and innovation to enhance the explanations of these to organisational performance. This study suggests HRPs and innovation are important mediators.
Originality/value
The paper suggests that marketers need to consider the impact of HRPs on achievement of marketing goals and organisational performance.
Investment in R&D spawns innovations, which in turn, foster economic growth. In recent years, researchers have become increasingly aware of the role of industrial innovation in the rate of regional development and economic growth. In order to innovate, firms must invest in R&D (in-house or out-sourcing), and engage highly skilled labor that is able to cope with complex technological problems.The plethora of empirical studies on the determinants influencing R&D expenditure, and thus the rate of innovation, suggests that this investment is related, in different degrees, to firm size, organizational structure, ownership type, industrial branch and location.Large firms tend to invest more in R&D than do small ones. Numerous studies have found that R&D tends to be concentrated in large urban areas, and it plays a more vital role in creating innovation in central than in peripheral areas.This paper presents a model whose assumption is that expenditure on R&D is influenced by a firm’s characteristics—primarily its size, type of industrial branch, ownership type and location. The results obtained in the empirical analysis are based on data collected through personal interviews involving 209 industrial firms in the northern part of Israel.
Purpose
This study aims to investigate the negative impacts of innovative work behavior (IWB) on conflict with coworkers and turnover intention. It also aims to test the moderating effect of perceived distributive fairness on these relationships.
Design/methodology/approach
A total of 460 employees who were working in production and marketing teams at manufacturing and pharmaceutical companies in Indonesia were asked to complete the questionnaire. The final sample consisted of 135 sets of paired data of supervisor and subordinate. The multiple hierarchical regressions were used to test the developed hypotheses.
Findings
Findings of this study indicated that innovative work behavior had a positive and significant relationship with conflict with coworkers and turnover intention respectively. Moreover, the findings also found that perceived distributive fairness negatively moderated the relationship between IWB and both conflict with coworkers and turnover intention.
Research limitations/implications
The study involved relatively a small sample selected from employees who were working in production and marketing teams in manufacturing and pharmaceutical companies in Indonesia. Future research should consider extending the sample to other industries and locations to test the arguments as well as exploring other contextual variables to buffer the negative impacts of IWB on conflict with coworkers and turnover intention
Originality/value
Scholars and practitioners alike agree that IWB helps organizations to gain and sustain competitive advantage. However, IWB may also create problems for organizations and employees that previous studies have left unexplored. This study examines such negative impacts, along with how to alleviate them.
This conceptual paper looks at and discusses differences between the concepts of organizational learning and (the) learning organization. Since there still seems to be confusion regarding the meaning of the two concepts, aims to clarify the two main existing distinctions – that organizational learning is existing processes while learning organization is an ideal form of organization. Also distinguishes between a traditional and a social perspective of organizational learning, which the existing distinctions have not – at least not explicitly. Thus, distinctions are made between three concepts. In addition to the improvement of the existing distinctions, suggests two complementary ones – entities of learning and knowledge location. These two distinctions might make it easier to distinguish also between the two perspectives of organizational learning.
The "Greatest Business Book of All Time" (Bloomsbury UK), In Search of Excellence has long been a must-have for the boardroom, business school, and bedside table. Based on a study of forty-three of America's best-run companies from a diverse array of business sectors, In Search of Excellence describes eight basic principles of management -- action-stimulating, people-oriented, profit-maximizing practices -- that made these organizations successful. Joining the HarperBusiness Essentials series, this phenomenal bestseller features a new Authors' Note, and reintroduces these vital principles in an accessible and practical way for today's management reader.
Getting an innovation adopted is difficult; a common problem is increasing the rate of its diffusion. Diffusion is the communication of an innovation through certain channels over time among members of a social system. It is a communication whose messages are concerned with new ideas; it is a process where participants create and share information to achieve a mutual understanding. Initial chapters of the book discuss the history of diffusion research, some major criticisms of diffusion research, and the meta-research procedures used in the book. This text is the third edition of this well-respected work. The first edition was published in 1962, and the fifth edition in 2003. The book's theoretical framework relies on the concepts of information and uncertainty. Uncertainty is the degree to which alternatives are perceived with respect to an event and the relative probabilities of these alternatives; uncertainty implies a lack of predictability and motivates an individual to seek information. A technological innovation embodies information, thus reducing uncertainty. Information affects uncertainty in a situation where a choice exists among alternatives; information about a technological innovation can be software information or innovation-evaluation information. An innovation is an idea, practice, or object that is perceived as new by an individual or an other unit of adoption; innovation presents an individual or organization with a new alternative(s) or new means of solving problems. Whether new alternatives are superior is not precisely known by problem solvers. Thus people seek new information. Information about new ideas is exchanged through a process of convergence involving interpersonal networks. Thus, diffusion of innovations is a social process that communicates perceived information about a new idea; it produces an alteration in the structure and function of a social system, producing social consequences. Diffusion has four elements: (1) an innovation that is perceived as new, (2) communication channels, (3) time, and (4) a social system (members jointly solving to accomplish a common goal). Diffusion systems can be centralized or decentralized. The innovation-development process has five steps passing from recognition of a need, through R&D, commercialization, diffusions and adoption, to consequences. Time enters the diffusion process in three ways: (1) innovation-decision process, (2) innovativeness, and (3) rate of the innovation's adoption. The innovation-decision process is an information-seeking and information-processing activity that motivates an individual to reduce uncertainty about the (dis)advantages of the innovation. There are five steps in the process: (1) knowledge for an adoption/rejection/implementation decision; (2) persuasion to form an attitude, (3) decision, (4) implementation, and (5) confirmation (reinforcement or rejection). Innovations can also be re-invented (changed or modified) by the user. The innovation-decision period is the time required to pass through the innovation-decision process. Rates of adoption of an innovation depend on (and can be predicted by) how its characteristics are perceived in terms of relative advantage, compatibility, complexity, trialability, and observability. The diffusion effect is the increasing, cumulative pressure from interpersonal networks to adopt (or reject) an innovation. Overadoption is an innovation's adoption when experts suggest its rejection. Diffusion networks convey innovation-evaluation information to decrease uncertainty about an idea's use. The heart of the diffusion process is the modeling and imitation by potential adopters of their network partners who have adopted already. Change agents influence innovation decisions in a direction deemed desirable. Opinion leadership is the degree individuals influence others' attitudes
Purpose
With the decline of some well‐established firms, the diminishing competitive power of many companies in an increasingly globalized market and the need for organizational renewal and transformation, interest in organizational learning has grown. Senior managers in many organizations are convinced of the importance of improving learning in their organizations. Therefore, it is necessary not only to clarify the concept of organizational learning, but also to establish the relationship between it and business performance. This paper aims to explore this relationship.
Design/methodology/approach
The degree to which organizational learning influences business performance is investigated for 195 Spanish firms with more than 200 employees using the statistical technique of structural equation modeling.
Findings
The results provide support for the view that organizational learning contributes positively both to innovation and competitiveness and to economic/financial results. Furthermore, the results show a positive relationship between innovation and competitiveness and economic/financial results.
Originality/value
Clarifies the concept of organizational learning and establishes the relationship between it and business performance.
Purpose
The purpose of this paper is to study human resource development (HRD) and organisational learning issues in a small expert organisation.
Design/methodology/approach
This is a qualitative single case study conducted in one Finnish SME. It is part of an ongoing study. It is descriptive in nature and the aim is to find out whether the existing HRD and OL practices are relevant and appropriate in the small context.
Findings
The results reveal that small organisations do consider HRD to be an issue, even though it may not be as visible or official as in larger companies. The HRD, OL or strategy issues merge into the territory of just one man. The case organisation represents the small firm sector very well.
Research limitations/implications
Current literature has established that the models designed for larger organisations are not directly applicable to the small context. Future research should concentrate on finding out what model SMEs use for the development of human resources. This study cannot be generalised because, at this point, it is a single case study.
Practical implications
From the SME perspective, the paper suggests that there is a lot a small organisation can do in terms of human resource practices, even without vast resources.
Originality/value
The paper examines the HRD and OL issue from a practical point of view.
The examination of contextual factors that enhance or stifle employees’ creative performance is a new but rapidly growing research area. Theory and research in this area have focused on antecedents of employee creativity. In this paper, we review and discuss the major theoretical frameworks that have served as conceptual foundations for empirical studies. We then provide a review and critical appraisal of these empirical studies. Based on this review, we propose exciting possibilities for future research directions. Finally, we discuss implications of this body of work for human resource management.
In this article, organizational innovation is viewed as fundamentally cognitive, and the concept of organizational intelligence is developed and related to innovation. Individual and organizational intelligences are conceptualized as being functionally similar (i.e., as purposeful information processing that enables adaptation to envircnmental demands). Organizational intelligence, however, is a social outcome and is related to individual intelligence by mechanisms of aggregation, cross-level transference, and distribution. A conceptual framework is proposed that relates types and levels of intelligence, moderated by contextual factors, to the two stages of the organizational innovation process: initiation and implementation. Implications for research and management are discussed.
Argues for the practical use of research on innovation in organizations and urges that more individual and social psychological orientations to the subject be adopted. Innovation is defined, and different types of innovation are described. A model of individual innovation in organizations is presented, illustrating the influence of intrinsic job factors, relationships at work, group factors, organizational factors, and individual characteristics. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Organizational learning refers to learning at the system rather than individual level. The changing nature of work, global competitive challenges, and everpresent change require that human resource professionals focus on this higher level of learning. The literature on organizational learning can be classified into five areas: information acquisition, information distribution and interpretation, making meaning, organizational memory, and information retrieval. Each has special implications for the role of HRD professionals as learning facilitators.
The purpose of this study was to examine how perceptions of distributive and procedural fairness moderate the relationship between innovative behavior and stress. The results of a survey carried out among 118 first-line managers from six organizations in the public health domain demonstrated that innovative behavior was positively related to the stress reactions of job-related anxiety and burnout only when levels of both distributive fairness and procedural fairness were low. Copyright © 2004 John Wiley & Sons, Ltd.
Building on person-environment fit theory and social exchange theory, the relationship between job demands and innovative work behaviour was assumed to be moderated by fairness perceptions of the ratio between effort spent and reward received at work. This interaction of job demands with perceptions of effort-reward fairness was tested among 170 non-management employees from a Dutch industrial organization in the food sector. Results demonstrated a positive relationship between job demands and innovative work behaviour when employees perceived effort-reward fairness rather than under-reward unfairness.
The concept of justice is discussed, and the thesis is advanced that “equity” is only one of the many values which may underlie a given system of justice. Hypotheses about the conditions which determine which values will be employed as the basis of distributive justice in a group are proposed, with discussion centered about the values of “equity,” “equality,” and “need” and the conditions which lead a group to emphasize one rather than another value.
This paper examines the relationship between organizational learning culture, learning transfer climate, and organizational innovation. The objective was to test the ability of learning organization culture to account for variance in learning transfer climate and subsequent organizational innovation, and to examine the role of learning transfer climate as a mediator between learning organization culture and innovation. Results showed that organizational learning culture predicted learning transfer climate, and both these factors accounted for significant variance in organizational innovation.
The authors review the concept of organizational learning and present a broad conceptual framework for its modeling. Within
this framework, one specific process for market-based organizational learning is postulated. An empirical test of this model
leads the authors to conclude that a more positive learning orientation (a value-based construct) will directly result in
increased market information generation and dissemination (knowledge-based constructs), which, in turn, directly affects the
degree to which an organization makes changes in its marketing strategies (a behavioral construct). Managerial implications
are discussed.
Recent studies have demonstrated effects of learning orientation or market orientation on innovation-driven organizational performance. While these studies have enhanced our understanding of innovation processes in the firm, they have been unable to determine the relative contribution of learning orientation and market orientation to innovation. The integration of these two fundamental strategic orientations in this research enables such an assessment. The model in this research also measures the degree to which market orientation and learning orientation influence organizational performance, independent of their effect on product innovation. The most notable finding is the potential preeminence of learning orientation over market orientation. The implications are of critical importance to marketers because they provide insights into the type of organizational culture that is associated with high levels of performance.
Analysis of Ordinal Categorical Data Alan Agresti Statistical Science Now has its first coordinated manual of methods for analyzing ordered categorical data. This book discusses specialized models that, unlike standard methods underlying nominal categorical data, efficiently use the information on ordering. It begins with an introduction to basic descriptive and inferential methods for categorical data, and then gives thorough coverage of the most current developments, such as loglinear and logit models for ordinal data. Special emphasis is placed on interpretation and application of methods and contains an integrated comparison of the available strategies for analyzing ordinal data. This is a case study work with illuminating examples taken from across the wide spectrum of ordinal categorical applications. 1984 (0 471-89055-3) 287 pp. Regression Diagnostics Identifying Influential Data and Sources of Collinearity David A. Belsley, Edwin Kuh and Roy E. Welsch This book provides the practicing statistician and econometrician with new tools for assessing the quality and reliability of regression estimates. Diagnostic techniques are developed that aid in the systematic location of data points that are either unusual or inordinately influential; measure the presence and intensity of collinear relations among the regression data and help to identify the variables involved in each; and pinpoint the estimated coefficients that are potentially most adversely affected. The primary emphasis of these contributions is on diagnostics, but suggestions for remedial action are given and illustrated. 1980 (0 471-05856-4) 292 pp. Applied Regression Analysis Second Edition Norman Draper and Harry Smith Featuring a significant expansion of material reflecting recent advances, here is a complete and up-to-date introduction to the fundamentals of regression analysis, focusing on understanding the latest concepts and applications of these methods. The authors thoroughly explore the fitting and checking of both linear and nonlinear regression models, using small or large data sets and pocket or high-speed computing equipment. Features added to this Second Edition include the practical implications of linear regression; the Durbin-Watson test for serial correlation; families of transformations; inverse, ridge, latent root and robust regression; and nonlinear growth models. Includes many new exercises and worked examples.
Contemporary organizations require a strong learning orientation to gain competitive advantage. Based on in-depth interviews with senior executives and a review of the literature, the present investigation delineates four components of learning orientation: commitment to learning, shared vision, open-mindedness, and intraorganizational knowledge sharing. A framework is tested using data from a broad spectrum of US industries. Learning orientation is conceptualized as a second-order construct. Its effect on firm innovativeness, which in turn affects firm performance, is examined. The results generally support theoretical predictions, and some interesting findings emerge.