thesis on organizational behavior

Organizational Behavior Research Paper Topics

This page provides a comprehensive list of 100 organizational behavior research paper topics that are divided into 10 categories, each containing 10 topics. These categories include communication and teamwork, organizational culture and climate, employee motivation and engagement, organizational leadership, diversity and inclusion, organizational communication, employee well-being and work-life balance, organizational change, human resource management, and organizational ethics and corporate social responsibility. In addition to the list of topics, the page also provides expert advice on how to choose a research topic and how to write an organizational behavior research paper. Finally, students can take advantage of iResearchNet’s writing services to order a custom organizational behavior research paper on any topic. With this page, students will be able to explore the wide range of topics in organizational behavior and excel in their academic pursuits.

Organizational Behavior Topics Guide

Organizational behavior is an important field of study that focuses on how individuals and groups behave in organizations. It is a multidisciplinary field that draws on insights from psychology, sociology, anthropology, economics, and management. Understanding organizational behavior is crucial for individuals who are interested in careers in management, human resources, or organizational development. Research papers are an important aspect of studying organizational behavior, as they allow students to explore various aspects of this field in-depth.

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The purpose of this page is to provide students with a comprehensive list of organizational behavior research paper topics that will help them choose a topic for their research paper. The page is divided into 10 categories, each containing 10 topics. The categories include communication and teamwork, organizational culture and climate, employee motivation and engagement, organizational leadership, diversity and inclusion, organizational communication, employee well-being and work-life balance, organizational change, human resource management, and organizational ethics and corporate social responsibility. By providing a wide range of topics, students can find one that aligns with their interests and career goals.

100 Organizational Behavior Research Paper Topics

Communication and Teamwork

1. Communication barriers in the workplace 2. Interpersonal communication and conflict resolution 3. The effects of technology on communication and teamwork 4. Cultural diversity and communication in global organizations 5. Communication strategies for effective leadership 6. Group dynamics and team performance 7. Decision-making processes in teams 8. Motivation and satisfaction in team-based work environments 9. Leadership styles and their impact on team effectiveness 10. Team training and development programs

Organizational Culture and Climate

1. The impact of organizational culture on employee behavior 2. The role of leadership in shaping organizational culture 3. Organizational change and resistance to change 4. Organizational culture and innovation 5. Ethical climates in organizations 6. Managing cultural diversity in organizations 7. The impact of organizational culture on employee well-being 8. Measuring and assessing organizational culture 9. The relationship between organizational culture and performance 10. The impact of organizational climate on employee motivation and job satisfaction

Employee Motivation and Engagement

1. Theories of employee motivation and their application in the workplace 2. The role of incentives and rewards in employee motivation 3. The impact of job design on employee motivation and engagement 4. The relationship between job satisfaction and employee motivation 5. Employee engagement and its impact on organizational performance 6. Employee empowerment and motivation 7. The role of leadership in employee motivation and engagement 8. The impact of organizational culture on employee motivation 9. Employee motivation and retention strategies 10. Employee motivation and its impact on organizational change

Organizational Leadership

1. Theories of leadership and their application in the workplace 2. Transformational leadership and its impact on organizational performance 3. Authentic leadership and its impact on organizational culture 4. Situational leadership and its effectiveness in different contexts 5. Servant leadership and its impact on employee well-being 6. The relationship between leadership and employee motivation 7. The impact of gender and cultural diversity on leadership 8. The role of emotional intelligence in leadership 9. The impact of leadership on organizational change 10. Developing effective leadership skills

Diversity and Inclusion

1. Defining diversity and inclusion in the workplace 2. The business case for diversity and inclusion 3. The relationship between diversity and innovation 4. Overcoming diversity challenges in global organizations 5. Managing diversity and inclusion through leadership 6. The impact of cultural diversity on team performance 7. Addressing diversity and inclusion in performance evaluations 8. The role of diversity and inclusion in employee retention 9. The impact of diversity and inclusion on organizational culture 10. Strategies for developing and implementing effective diversity and inclusion initiatives

Organizational Communication

1. The impact of communication on organizational effectiveness 2. Organizational communication strategies 3. Internal communication and its impact on employee engagement 4. The role of communication in change management 5. The impact of technology on organizational communication 6. The relationship between communication and organizational culture 7. The impact of communication on employee motivation and satisfaction 8. The role of nonverbal communication in organizational behavior 9. The impact of communication on organizational reputation 10. The role of feedback in organizational communication

Employee Well-being and Work-Life Balance

1. The impact of work-life balance on employee well-being 2. The relationship between stress and employee performance 3. Mental health in the workplace 4. Workplace wellness programs 5. The role of leadership in promoting employee well-being 6. The impact of job demands and resources on employee well-being 7. The impact of work schedule flexibility on employee well-being 8. The impact of job security on employee well-being 9. Burnout and its impact on employee well-being 10. Developing effective work-life balance policies

Organizational Change

1. Theories of organizational change 2. Managing resistance to change 3. The role of leadership in organizational change 4. The impact of organizational culture on change management 5. The role of communication in change management 6. The impact of technology on organizational change 7. The impact of organizational change on employee motivation and satisfaction 8. The role of employee involvement in change management 9. Change management strategies for global organizations 10. The impact of organizational change on organizational performance

Human Resource Management

1. Recruitment and selection strategies 2. Performance management and appraisal 3. Training and development programs 4. The impact of compensation and benefits on employee motivation 5. The role of HR in promoting diversity and inclusion 6. The impact of technology on HRM 7. The impact of employee turnover on organizational performance 8. Employee retention strategies 9. HR metrics and analytics 10. HR strategy and its impact on organizational performance

Organizational Ethics and Corporate Social Responsibility

1. The importance of ethical behavior in organizations 2. Ethical decision-making processes in organizations 3. The impact of corporate social responsibility on organizational performance 4. The relationship between ethics and organizational culture 5. Ethical leadership and its impact on employee behavior 6. The role of codes of ethics in organizations 7. The impact of social media on organizational ethics 8. The impact of globalization on organizational ethics 9. The role of stakeholders in promoting ethical behavior 10. Developing ethical organizational policies

Choosing an Organizational Behavior Topic

Choosing a research topic can be a daunting task, especially when there are so many organizational behavior research paper topics to choose from. The key to choosing a successful topic is to select one that is relevant, interesting, and manageable. In this section, we provide expert advice on how to choose an organizational behavior research paper topic that will help students succeed in their academic pursuits.

The importance of choosing a relevant and interesting topic

The first step in choosing an organizational behavior research paper topic is to select a relevant and interesting topic. A relevant topic is one that aligns with the course curriculum and the student’s area of interest. An interesting topic is one that is engaging and will hold the student’s attention throughout the research and writing process. Choosing a relevant and interesting topic is important because it will make the research and writing process more enjoyable and fulfilling.

Tips for choosing a topic that aligns with the student’s interests and career goals

To choose a topic that aligns with the student’s interests and career goals, it is important to consider what topics are relevant to the student’s area of study and future career aspirations. Students should consider their personal interests, as well as the interests of potential employers. They should also consider the latest trends and developments in the field of organizational behavior, and choose a topic that is timely and relevant.

How to narrow down a broad topic into a manageable research question

Once a broad topic has been selected, it is important to narrow it down into a manageable research question. This can be done by breaking the topic down into smaller, more manageable sub-topics. Students should consider the scope of the topic and the available resources, and choose a research question that is focused and manageable.

Examples of how to brainstorm ideas for research topics

Brainstorming is an effective way to generate ideas for research topics. Students can start by listing the topics that interest them and then narrowing down the list to the most relevant and interesting topics. They can also read academic journals and textbooks to identify current trends and issues in organizational behavior. Finally, they can talk to their instructors or peers to get ideas and feedback.

How to conduct preliminary research

Before choosing a research topic, it is important to conduct preliminary research to ensure that the topic is feasible and has enough available resources. Students can start by conducting a literature review to identify the latest research on the topic. They can also use online databases and search engines to find relevant articles and publications. Finally, they can consult with their instructors or academic advisors to get advice on the available resources and potential research topics.

Choosing the right organizational behavior research paper topic is essential for success in academic pursuits. By following these expert tips and advice, students can choose a relevant and interesting topic, narrow it down into a manageable research question, and conduct preliminary research to ensure the topic is feasible and has enough available resources.

How to Write an Organizational Behavior Research Paper

Once a research topic has been chosen, the next step is to write the research paper. Writing an organizational behavior research paper can be a challenging task, but with the right guidance and strategies, it can be a rewarding and fulfilling experience. In this section, we provide expert advice on how to write an organizational behavior research paper.

The structure and format of a research paper

The structure and format of an organizational behavior research paper should follow the standard guidelines for academic research papers. It should include an introduction, literature review, methodology, results, and discussion sections. The introduction should provide an overview of the research topic and the purpose of the study. The literature review should summarize the relevant research on the topic. The methodology section should describe the research design, sample, and data collection methods. The results section should present the findings of the study, and the discussion section should interpret the results and provide conclusions and recommendations.

How to conduct research and gather sources

To conduct research and gather sources for an organizational behavior research paper, students should start by conducting a literature review. This involves searching for relevant articles and publications on the research topic. Students can use online databases, search engines, and academic journals to find relevant sources. They should also consider the credibility and relevance of the sources they choose, and use a variety of sources to support their arguments.

How to organize and outline the paper

Organizing and outlining an organizational behavior research paper is an important step in the writing process. Students should start by creating an outline that includes the major sections of the paper and the key points they want to make in each section. They should then organize their sources and research findings according to the outline. This will help them write a clear and coherent paper.

How to write an introduction, literature review, methodology, results, and discussion sections

Each section of an organizational behavior research paper has a specific purpose and format. The introduction should provide an overview of the research topic and the purpose of the study. The literature review should summarize the relevant research on the topic. The methodology section should describe the research design, sample, and data collection methods. The results section should present the findings of the study, and the discussion section should interpret the results and provide conclusions and recommendations. Students should use clear and concise language and support their arguments with relevant sources and research findings.

How to properly cite sources and format the paper

Properly citing sources and formatting the paper is essential for academic integrity and professionalism. Students should follow the guidelines for the appropriate citation style, such as APA or MLA. They should also ensure that the paper is formatted according to the guidelines provided by their instructor or academic institution. This includes proper margins, headings, and references.

How to revise and edit the paper for clarity and coherence

Revising and editing the organizational behavior research paper is an important step in the writing process. Students should read the paper carefully and revise it for clarity, coherence, and organization. They should also check for spelling and grammar errors and ensure that the paper meets the requirements and guidelines provided by their instructor or academic institution.

Writing an organizational behavior research paper can be a challenging task, but with the right guidance and strategies, it can be a rewarding and fulfilling experience. By following these expert tips and advice, students can write a high-quality research paper that meets the academic standards and expectations.

Order Custom Organizational Behavior Research Papers from iResearchNet

Organizational behavior research is a dynamic and challenging field, and writing a research paper on the topic can be daunting. However, with the right guidance, strategies, and support, students can succeed in their academic pursuits and contribute to the ongoing discourse in the field.

We have provided a comprehensive list of organizational behavior research paper topics and expert advice on how to choose a topic, conduct research, and write a high-quality research paper. Additionally, iResearchNet offers writing services that provide customized solutions to students who need expert help with their organizational behavior research papers.

If you’re struggling to choose a topic, conduct research, or write your organizational behavior research paper, iResearchNet’s writing services can help. Our team of experienced writers can provide personalized assistance on any topic, ensuring that your paper meets the highest standards of quality. We offer flexible pricing, timely delivery, and a money-back guarantee, so you can trust us to provide the support you need to succeed.

Don’t let the challenges of writing an organizational behavior research paper hold you back. With the right tools and support, you can excel in your academic pursuits and make a valuable contribution to the field of organizational behavior. Contact iResearchNet today to get started!

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In the field of organizational behavior we research fundamental questions about the behavior of individuals, groups and organizations, from both psychological and sociological perspectives.

A distinguishing feature of Stanford’s PhD Program in organizational behavior is the broad interdisciplinary training it provides. Our students benefit from their interactions with scholars from many disciplines within the Graduate School of Business, as well as from Stanford University’s long-standing strength in the study of psychology, organizations, and economic sociology. The program is broken down into two broad subareas: Macro Organizational Behavior and Micro Organizational Behavior .

Cross-registration in courses, access to faculty, and participation in colloquia are available in other Stanford departments, such as sociology and psychology . Strong relations with these departments mean that students can build their careers on the foundation of strong disciplinary training in psychology and sociology, respectively.

A small number of students are accepted into the program each year, with a total of about 20 organizational behavior students in residence.

The doctoral program places a heavy emphasis on training students through active engagement in the process of doing research. In addition to formal seminars with invited presenters, our faculty and students exchange research ideas and advice at informal weekly lunches and lab meetings. Students work as research assistants and are expected to conduct independent research early in the program.

Macro Organizational Behavior: Organizational Theory and Economic Sociology

The Macro OB track is dedicated to training students who will be leading researchers in the fields of organizational theory and economic sociology. Our faculty members are among the foremost scholars who bring a sociological approach to the study of organizations and markets.

The training provides a deep grounding in the study of:

Organizations as social systems
The dynamics of change in organizations
Industries and markets
The relationships between organizations and their environments

Faculty study a range of topics, such as:

The role of identity and categories in organizational processes
Organizational culture and its dynamics
Change in cultural categories and markets
Social movements and their influence on firms and markets
Firm strategies and the effects of long-run histories of strategic interaction
The impact of workforce demographic change and labor market inequality
Organizational learning processes
Social networks
Entrepreneurship and firm formation processes

Micro Organizational Behavior

The study of how individuals and groups affect and are affected by organizational context. Drawing primarily on psychological approaches to social science questions, this area includes such topics as:

Decision-making
Moral judgment
Social norms
Negotiation and bargaining
Cooperation and altruism
Group processes
Stereotyping and injustice
Personality
Power, status and influence

There is also a formal institutional link between the behavioral side of marketing and the micro side of organizational behavior, which is called the Behavioral Interest Group. The Stanford GSB Behavioral Lab links members of this group. This lab supports work across field boundaries among those with behavioral interests.

Preparation and Qualifications

All students are required to have, or to obtain during their first year, mathematical skills at the level of one course each of calculus and linear algebra, probability, and mathematical statistics.

Macro Organizational Behavior Faculty

William p. barnett, robert a. burgelman, glenn r. carroll, julien clement, amir goldberg, helena miton, hayagreeva rao, sarah a. soule, jesper b. sørensen, micro organizational behavior faculty, justin m. berg, jennifer eberhardt, francis j. flynn, michele j. gelfand, deborah h. gruenfeld, michal kosinski, brian s. lowery, ashley martin, david melnikoff, dale t. miller, benoît monin, charles a. o’reilly, jeffrey pfeffer, emeriti faculty, michael t. hannan, roderick m. kramer, joanne martin, margaret ann neale, jerry i. porras, recent publications in organizational behavior, social norm change: drivers and consequences, bayesianism and wishful thinking are compatible, changes in social norms during the early stages of the covid-19 pandemic across 43 countries, recent insights by stanford business, why investors throw money at eccentric ceos, psst — wanna know why gossip has evolved in every human society, unlocking the “iron cage” of corporate conformity.

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5 Organizational Behavior Research Topics

Published February 26, 2019
Last Updated March 24, 2023

Find Your Degree!

Topics for Master’s in Organizational Behavior Research

Artificial Intelligence and Reducing Bias
Effective Use of Contractors
Office Design and Productivity
Globalization and Corporate Culture
Ethics and Corporate Social Responsibility

Organizational behavior is best defined as the study of human behavior in the workplace. Organizational behavior is closely related to human resources management and industrial-organizational psychology. Pursuing a Master’s in Organization Behavior usually requires a thesis. A thesis is an extended piece of original research on an important topic in the field.

The best organizational behavior research topics are sufficiently narrow. A narrow focus is important so that one can feasibly read the majority of existing research on the topic. Then they can build on that to create an original contribution. Writing about the generic qualities of a good leader is too broad of a topic to tackle. Instead, a narrower focus might be on the factors accounting for the success of three leaders in small manufacturing firms in a single industry. Here are five research topics in organizational behavior to consider.

Related Resource: 50 Most Affordable Master’s in Organizational Behavior Degree Programs

1. Artificial Intelligence and Reducing Bias

Bias in recruitment and promotion is seen as increasingly problematic for companies. According to a recent article in Forbes , more companies are turning to AI. Artificial intelligence has the potential to reduce bias and increase diversity within an organization. Within this exciting new field, there are plenty of unique organizational topics . Organizational behavior essay topics might include:

case studies of implementation in individual companies
analysis of specific technologies
meta-studies examining the existing literature in the field

2. Effective Use of Contractors

A growing number of tasks are being outsourced to contractors. An organization’s overall productivity depends on the effective use of contractors and freelancers working alongside permanent staff. Under this rubric, organizational behavior research paper topics might include the study of contractors in a specific organization or an investigation of how multiple companies in a single industry use contractors in an attempt to understand best practices. Other topics in organizational behavior might include:

The role of contractors in different organizational structures
The impact of contractors on organizational behavior in the workplace
The challenges of contract workers in a global business environment
Does organizational structure influence the productivity of contract workers?

Related Resource: What is Workforce Diversity?

3. Office Design and Productivity

There is much enthusiasm for open offices and other forms of innovative workspace design. It is important to analyze how design factors impact productivity. Organizational behavior topics might include:

An ethnographic study by closely observing workers in a particular setting and documenting how their environment affects their workflow and interactions with colleagues
A comparison of similar companies that have different physical workspace designs

4. Globalization and Corporate Culture

Globalization and cultural diversity present ongoing challenges in organizational behavior and many potential areas of investigation. One could compare and contrast how cultural differences affect employee behavior in two similar organizations in different countries. One could also study how staff from one culture need to learn how to interact with members of a different culture. Other OB research topics could include:

The ways effective behaviors from other cultures could improve productivity in American firms
The effects of organizational culture change in a global business environment
Employee mental health in international business
Organizational change and development strategies used in global business
The different ways globalization has changed organizational behavior

5. Ethics and Corporate Social Responsibility

One trending topic in organizational behavior is how corporate ethics and social responsibility can help:

attract the right employees
retain and promote the right employees
improve the morale of employees

Another related topic is the use of the behavioral concept of the “nudge” to create more ethical behavior.

Other organizational development topics include:

an investigation of fair treatment of a diverse workforce
environmentally responsible practices
the impact of ethical leadership in criminal justice agencies on officer behavior

The right choice of a topic can enhance one’s career opportunities. A quality piece of writing can attract the interest of potential employers. Publishing a revised thesis in a journal or expanding it into a book signals expertise. This can make a potential employee stand out from a crowd of applicants. Overall, one’s research project for a Master’s in Organizational Behavior can have a positive effect on obtaining jobs or promotions.

Top 10 PhD in HR Degree Programs

Universität der Bundeswehr München

Master thesis

Interested students have two possibilities to write their master thesis at the Chair of Organizational Behavior. One option is to apply for one of the published research topics, while the other possibility is to apply with a topic of your own interest.

If you choose to apply with your own topic, you have to approach us in time with a topic within one of the following research areas: Leadership, motivation, organizational culture, organizational or virtual collaboration, mindfulness, subjective well-being, creativity/innovation, intercultural collaboration, open innovation networks, retention management in knowledge networks, gender in management, diversity management.

In either case we need you to hand in a detailled exposé (word-document; deadline see list of topics) that entails a rough outline of your planned work, a clear research problem and research question, your research goal, your research method as well as some first theoretic literature that your work is going to be based on.

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RESEARCH PROPOSAL-ORGANISATIONAL BEHAVIOUR THAT FOSTERS POSITIVE CHANGE=pdf

Related Papers

Yasemin ŞEN , Sevgi Elmas Atay

Dishari Gupta

The emergence of the positive psychology movement provided an increased awareness on the relative importance that positive psychological strengths and capacities can have on human functioning. Human capital as conceptualized by Fitz-enz (2000) consists of four subsets: Psychological capital, Intellectual capital, Emotional capital, and Social capital termed as “PIES”. We use the term psychological capital here to represent individual motivational propensities that accrue through positive psychological constructs such as efficacy, optimism, hope, and resilience. Psychological Capital (PsyCap) is one of the positive personal resources to enhance an individual's success at workplace. Luthans et al. (2007a) defined Psychological Capital (or PsyCap) as: “an individual's positive psychological state of development that is characterized by: (1) having confidence (self-efficacy) to take on and put in the necessary effort to succeed at challenging tasks; (2) making a positive attribution (optimism) about succeeding now and in the future; (3) persevering toward goals and, when necessary, redirecting paths to goals (hope) in order to succeed; and (4) when beset by problems with adversity, sustaining and bouncing back and even beyond (resiliency) to attain success" Empowerment is the core of a high-performing organization that enables non-managerial employees to participate in substantive decisions. As organizations seek ways to help employees navigate the ever-challenging work environment, they increasingly are recognizing the importance of positivity and concentrating on developing employee strengths, rather than dwelling on the negative and trying to fix employee vulnerabilities and weaknesses. Through this paper we have focused on how organizations can take up the process of developing psychological capital in employees for better performance.

IJSRP Journal

This paper will attempt to define positive organizational behavior and outline the role of self-efficacy, hope, optimism and resilience in maintaining positive behavior in an organization. Recent researches and findings by famous psychologists are stated at relevant points to relate the four core-constructs to the positive organizational behavior (POB). The focus of the paper is also towards giving practical suggestions for creating a workplace that is conducive to being confident, hopeful, optimistic, resilient and promotes a sense of well-being.

Indus Foundation International Journals UGC Approved

Organizational commitment refers to an employee's emotional attachment with an organization, while as self efficacy refers to belief in one's abilities for successful accomplishment of a given task. OC and SE have been significant employee job attitudes leading to positive job outcomes. Organizations tend to enhance favourable job attitudes and outcomes for the achievement of individual and organizational objectives and goals leading growth and development. The current study would be about impact of job attitudes like OC and SE of employees on employee service performance. The study being conducted across service sector of Jammu and Kashmir, India.

Shalendra Kumar

The major purpose of this study was to assess the impact of workplace incivility on organizational outcomes as well as the mediating effect of Psychological capital on this process particularly in academic organization in Fiji. To accomplish this purpose, personal distribution of 250 questionnaires was given to the teachers. The final response rate from employees was 90% (225/250). The result shows that workplace incivility was found to be negatively significant to organizational commitment, job involvement and job satisfaction. Secondly, there was a negative relationship between workplace incivility and psychological capital. Thirdly, as predicted psychological capital was positively significantly related to organizational commitment, job involvement and job satisfaction. Fourthly the mediating role of Psychological Capital was identified to have significant relationship between Workplace Incivility and Organizational Outcome. Finally practical recommendation was suggested for the employees of Fiji.

Zahraa Dewidar

Journal of Asian Business Strategy

Surendra Kumar Sia

In the present global business environment, organizations need different approaches for overcoming the current demands and future challenges for which a creative workplace is a prerequisite. To understand workplace creativity in depth, we need to examine the interactions between personal and contextual characteristics as well as interactions among the contextual characteristics in an organization. Although researchers have attempted to understand the interactions between personal and contextual characteristics, enough attention has not been paid to the interactions among the contextual variables of employee creativity. In the present study, an attempt has been made to examine the interacting role of task complexity with work autonomy in contribution towards workplace creativity. The study has been carried out upon 304 information technology (IT) professionals working in different IT companies located in the Kochi and Trivandrum region of the state of Kerala. Findings reveal that the three dimensions of work autonomy, namely, work method autonomy, work schedule autonomy and work criteria autonomy have a direct positive contribution towards workplace creativity. Direct positive contribution towards workplace creativity is also exhibited by task complexity. As far as the moderating effect is concerned, task complexity is found to moderate significantly the relationships of work criteria as well as work schedule dimension of work autonomy with workplace creativity.

Business & Economic Review

This study examines the relationship among management and peer support, trust, self-efficacy, organizational learning, and organizational effectiveness. Within organization , supportive work environment plays a significant role in the establishment of employees' learning process. The causal design is used to analyze the impact of supportive work environment on employees' psychological influence (i.e. trust and self-efficacy) and organizational learning. The nature of the study is cross-sectional with convenience sampling technique. Data is collected from employees of 400 banks located at twin cities i.e. Islam-abad and Rawalpindi through self-administered questionnaire. Data was analyzed through Structural Equation Modeling (SEM) through maximum likelihood. Finding indicates that top-management and co-worker support (i.e. stimulus) had significant positive impact on employee's trust and self-efficacy (i.e. organism) and organism acts as mediator between stimulus and response. Moreover, employees' trust (cognitive/emotional), and self-efficacy had significant positive impact on organizational learning and organizational effectiveness (i.e. response). Bank managers, industry associations, training providers, and research institutions may use findings to bring improvements in organizational learning mechanisms and employee behaviors to enhance the overall effectiveness of the organizations.

Aisha Maningratu

Today, the effective managers have realized that efficient use of capital and achieving socioeconomic unique competitive advantage is possible in the light of psychological capital, and to recognize and foster the positive aspects of employee behavior. Therefore, this study aims to investigate the relationship between the structural components of psychological capital with creativity and entrepreneurship. The study population consisted of 435 employees of Bushehr city traffic police that is determined using Cochran formula; the sample size became 332 people. In addition to collecting data, a questionnaire and to analyze the data, Pearson correlation and structural equation modeling (SEM) were used. The results of structural equation modeling show that hope and efficacy, resiliency has a direct relationship with creativity. As well as self-efficacy, hope, resiliency and optimism have a direct and significant relationship with creativity and entrepreneurship. Moreover creativity is a partial mediator of the relationship between optimism and self-efficacy to corporate entrepreneurship. In other words, hope and self-efficacy are effective through creative influence on entrepreneurship.

Introduction

The study of organisational behaviour standardly comprises of many dissertations, case studies, essays, and thesis papers to reflect the conceptual clarity of the student. To successfully clear this management subject with the desired grades, the students are required to attend all the given assignment homework on time. All these submissions are required to be made with an unmatched quality of eloquent writing prowess. The management students who prefer to attend their organisational behaviour homework themselves without professional assignment help , always counter numerous hurdles to begin with.

The selection of the right organisational behaviour assignment topic is one of the quibbling bulwarks that can curtail the pace of swift assignment submission. Here, our prima-facie motto is to help our students irrespective of the fact whether they are hiring our assignment writing services or not. We have created the list of the top organisational behaviour dissertation topics after conducting an intense number of research and brainstorming sessions. While creating the list, we have made sure that the students from all kinds of management backgrounds, course curriculums, and diversified nations could reap benefits out of the give piece of information.

The Principle Elements of an Organisational Behaviour Study

There are in total four main elements of a successful organisational behaviour (OB) study –

People: The people to people contact is somehow extremely crucial to induce the cohesiveness between the team members to improve the overall productivity. The groups of people within the organization may change, form or dissolve. Time to time team-building activities and effectual grievance redressal mechanism could boost a sense of belongingness between the organisation and its manpower.
Structure: The structural layout of the organisation and the delegation of authority somehow segregate the rights, duties, functions, and responsibilities of all the members of the organisation in a crystal-clear sense. The behavioural approach and the outlook of the members of the organization is decided on the grounds of the designation and the level in the hierarchy that they are occupying. Yet, right from the designation of the CEO to the executives and supervisors operating at the lower level, certain structural traits like communication, mutual understanding and respect would always remain common at all levels.
Technology: If we speak in terms of the contemporary scenario of the organisational work culture, then the absence of technology could either make the functioning difficult or impossible. It is primarily because of the intervention of the technology, that we could access physical and economic resources to make the jobs of the people easy. The assistance could be procured through machines, methods, and tools. The technology could enforce restrictions on the freedom of the people but deliver efficiency in terms of the contingent nature of tasks at diverse scale of operations.
External Environment: The organisational behaviour not only get influenced by the internal environment but the external one as well. The functions of an organization exist in a larger social system and external environmental forces like socio-cultural, political, economic, technological, legal, and geographical forces. These are some of the typical external environmental forces that impact the attitudes, working conditions and motives of the people. In a similar sense, there are circumstances, where the organisations could also have an impact over the environment, but its degree would certainly be less than the vice-versa.

When students seek dissertation help related to different OB topics, these are some of the principle elements that frequently occur in the homework assigned at different stages of the course curriculum.

Read our sample page of a management topic by going through the below link to behold how eloquently our writers could blend diverse topics like management and healthcare in single assignment order.

Must read: change management in the healthcare facility – sample, the organizational behaviour models that are critical for management students to understand.

The online assignment help rendered by the professionals are primarily based upon the time-tested models of organisational behaviour. Let us briefly throw some light over them one after the other –

Autocratic Model: This OB model emphasises on the rule that the employees are required to be instructed in detail and constantly motivated to perform in their job. Here, it is the job of the manager to conduct all the thinking part. The formalization of the entire process is done by the managers, and they wield the authority to give command to the entire workforce.
Custodial Model: The model is more revolving around the economic and social security of the employee. Here, the companies do offer high scale pay, financial packaging, health benefits, corporate cars, and other forms of incentives. The model is induced to make sure that the employee shall remain loyal and dependent on the company, rather than the supervisor, manager, or the boss.
Supportive Model: The model sustains around the motivation and value given to the employee, instead of money and command being the driving factor. The relationship between the manager and the employee goes beyond the day-to-day activity and role. The model is more effective in developed nations, in comparison of developing nations, where monetary gains and delegation of authority play a very pivotal role.
Collegian Model: How good it would be a model with no worry about the job status or title? How good it would be if our manager would act as a supportive coach, instead of being bossy? Well, this model functions in an organizational structure where all the colleagues work as a team. There is no boss or subordinates and participates coordinate better to achieve the assigned target rate.
System Model: One of the most popular and emerging OB models in the contemporary corporate arena. Here, the managers try to nurture a culture sharing authenticity, transparency, and social intelligence. The motto is to link the employees emotionally and psychologically with the interests of the organization and make them more accountable for their actions.

The questions that frequently appear in OB dissertation assignments tend to revolve around the models that we discussed above. Some of the models are comparatively more preferred and practiced than the rest.

What are We Intended to Gain by Sharing a Well-Researched List of 50 Topics?

Well, our motto is to help the students save their time, energy, and resources to focus solely on the content. We have seen a plethora of students spending ridiculous amounts of time just on topic selection. What is essential for the students to understand here is that the selection of the right topic is not going to earn them the premium grades. It is the presentation of the right topic in the right content and format that become game-changer for them. The number of OB topics listed below are the ones that do matter in the prevalent managerial culture and that can help score some brownie points in the eyes of the evaluator.

Explore our business analytics sample at the below link to witness our optimum standards of assignment writing dedicated to quality-oriented students.

Must read: business analytics – demand forecasting – sample, top 50 organizational behaviour dissertation topics for the year 2021.

The following is the list of OB dissertation topics that can turn out to be a prudent choice for the number of assignment submissions that you make in future –

The resistance of the employees towards organisational change and the right measures to curb the same
The work environment stressors: The link between the job performance and the well-being of the employees
Conflict management in the cross-functional project teams in a Singaporean corporate culture
The role of social networks in the field of global talent management
Apply the ‘Theory of Planned Behaviour’ in the assessment of the attitude of students towards self-employment
Measuring the collective mindfulness as well as navigating its nomological network
Recognizing and rewarding the employees: How the IT professionals in Germany and in France are motivated and rewarded?
The incorporation of organisational identity in the turnaround research: A case study
The top 10 findings on the resilience and the engagement of the employee
The competition straight from the inside out
How to overcome the virtual meeting fatigue during the pandemic crisis?
Why good leaders fail?
Building up better work models to effectively function in the next normal
Promoting employee wellness within an organization, now and post the Chinese Covid-19 pandemic
Turbulent times anticipate dynamic rules: Discuss
The courage to be candid: The merits and demerits in an organisational setup
The personal network utility to nurture an inclusive culture
Putting up blinders can actually help us see more clearly: Discuss
Redesigning the workspace to propel social interaction
How to set customer satisfaction as one of the key yardsticks for healthy organisational behaviour?
Counterproductive behaviour at work: The adversities and remedies
How creative at the workplace could bring in more job satisfaction?
Cyberloafing at the work: How it is a matter of grave concern than we actually imagine?
Employee theft: The right measures for the culture of integrity and work ethics
How technological innovation could enhance the job performance at the workplace?
Organisational retaliatory behaviour: The causes and the measures to ensure minimal impact
Whistle-blowing culture and how it changed the American work culture forever?
Withdrawal Behaviour: Absenteeism and lateness and the countermeasures to prevent the same
Conflicting value systems and their impact on complex work culture
Managerial research and pursuit of opportunity: Elaborate
How TMT diversity and CEO values jointly influence the culture of a corporate world?
The emerging role of the team-players in a multicultural organisation setup
How the external factors could actually impact the motivation of an employee, and eventually his or her behaviour?
The situations of interpersonal conflict and how it can change the overall scheme of things in an organisational setup?
Emotional responses of entrepreneurs to a situation of bankruptcy
How the study of correct organizational behaviour could actually increase the chances of survival within an organisation?
How promoting cultural connections in MNCs can actually promote the organisational culture?
Need Theory Perspective: Motivational preferences of the workforce
Investigation and assessment of the motivational factors at work
A rationalised utility of the link between the social capital and the organisational learning
Bullying before the occurrences of sexual harassment: Preventing the inevitable
Conspiracies at the workplace: Recognizing and neutralising the root cause
Effective strategies for the management at the age of boycotts
Creation of an OB mentoring program that works at all levels
The repercussions of bad management on employee behaviour and what are the possible remedies?
Leveraging the organisational identity to gain a competitive edge
Spiritual leadership and its impact on the outlook of the organisational workforce
The role of positive organisational communities pre-and-post organisational goals
The organisational behaviour for specially-abled workers to make their role more constructive to the organisational settings
Managing successfully the dark side of the competitive rivalry before it affects the interpersonal relations within an organisational setting

And with that, we come to the end of the top 50 OB assignment topics that can not only fulfil our dissertation topic requirements, but also the assignment writing requirements of various other formats. The requirements related to topic selection for case study help , essay help , research paper writing help , or thesis help can also be referred and met with the given list of topics.

Care to master finest dissertation writing skills in just two weeks? Well, we are more than glad to help! Read the below article to let the experts hone your skills right away!!

Must read: wish to master dissertation skills in 2 weeks learn from the experts here.

The organisational behaviour dissertation topics enlisted above would cover various dynamic aspects of corporate culture revolving around the human behaviour. The topic list would not only help you cover the assignment topic demand for all the upcoming semesters, but also impressing your colleagues with topic suggestion prowess. It makes the efforts of assignment writing more seamless as the student could customise his or her writing as per the liking or aptitude of a specific type of OB topic.

Nevertheless, the requirements of the students are not merely confined to OB dissertation topic recommendation only. There are situations where management students prefer to hire paid assignment help to get their regular assignments done with perfection. The reasons can be associated with the lack of subject clarity, lack of time and resources or commitment to other critical events like exams or co-curricular activities. You can visit organisational behaviour assignment help at Thoughtful Minds to order online homework help related to all OB topics at the most competitive rates from the industry professionals of more than 15 years of experience.

Bibliography
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Referencing guides

Dissertations / Theses on the topic 'Organizational behavior'

Create a spot-on reference in apa, mla, chicago, harvard, and other styles.

Consult the top 50 dissertations / theses for your research on the topic 'Organizational behavior.'

Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.

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Browse dissertations / theses on a wide variety of disciplines and organise your bibliography correctly.

Newland, Sarah J. "Organizational Citizenship Behavior- Individual or Organizational Citizenship Behavior- Organization: Does the Underlying Motive Matter?" TopSCHOLAR®, 2012. http://digitalcommons.wku.edu/theses/1159.

Warren, Taryn R. "Person-organization fit and organizational outcomes." Diss., Georgia Institute of Technology, 1996. http://hdl.handle.net/1853/29186.

Delich, Joshua T. "Organizational Behavior: Perceptions Analysis of Micro and Macro Organizational Behavior in an Organizational Setting." Thesis, University of North Texas, 2015. https://digital.library.unt.edu/ark:/67531/metadc822756/.

Wiard, Theodore John. "Leadership Behaviors in the Midst of an Organizational Change Initiative| A Case Study." Thesis, Grand Canyon University, 2018. http://pqdtopen.proquest.com/#viewpdf?dispub=10826393.

The purpose of this qualitative, single case study was to understand leadership behaviors that motivate internal stakeholders to trust a leader’s vision, embrace change, facilitate employee willingness to passionately implement actions needed for an organizational change initiative and willingly sustain a change initiative. A sample of 20 internal stakeholders was studied, five leaders and 15 followers within an organization of 800+ employees, located in the southwestern region of the United States, which is currently undergoing a change initiative. The research questions were based upon Kurt Lewin’s three-step model of change: unfreezing, transitioning, and refreezing. This research asked how leadership behaviors facilitated employee willingness to trust a leader’s vision and embrace change, passionately implement actions needed for a change, and sustain a change initiative, making an implemented initiative the new normal for the organization. Three themes emerged to address the research questions: 1) know your audience and walk your talk; 2) communication, vision, trust, and buy-in; and 3) residual passion and perseverance. Findings suggested that leadership behaviors influence internal stakeholders in relation to a change initiative and that leaders who are hands-on, consistent, and demonstrate a clear vision increased the possibility of gleaning passion and trust to increase the potential for success during an organizational change initiative.

Lee, Jooa. "Essays in Organizational Behavior." Thesis, Harvard University, 2015. http://nrs.harvard.edu/urn-3:HUL.InstRepos:14226103.

Schroeder, S. Tyler. "An organizational assessment of Department A of University XYZ." Menomonie, WI : University of Wisconsin--Stout, 2005. http://www.uwstout.edu/lib/thesis/2005/2005schroeders.pdf.

Peters-Van, Havel Karla Ruth. "The sense of community in a geo-dispersed corporate functional subgroup." Thesis, Fielding Graduate University, 2016. http://pqdtopen.proquest.com/#viewpdf?dispub=10099664.

The deep-seated qualities of the psychological sense of community (PSOC) are sometimes considered vital to human function and without them we would suffer isolation, loneliness, depression, and alienation (Sarason, 1974; Pretty, Andrews, & Collett, 1994). In the late 1980s and early 1990s studies of the psychological sense of community began in the workplace (Pretty & McCarthy, 1991; Klein & D’Aunno, 1986. Understanding this phenomenon, what it is, and the implications for those who feel a sense of community and those who do not can be a strength or benchmark for teams and groups of geographically dispersed organizations to build models for improvement. While PSOC is generally measured by an individual’s perception of a referent community to which they belong, cohesion is the collective look at PSOC (Buckner, 1988; E. E. Sampson, 1988; R. J. Sampson, 1991). This study evaluates the sense of community in the context of a geographically dispersed community, where PSOC is both relational and locational. A mixed methods approach to the case study is done through the use of surveys, ethnographic observation, and interviews. Key findings in this study include 16 unique descriptive characteristics for FSPSOC, a strong linear correlation between cohesion and the PSOC, and ambiguity in the term community . In addition, it was established that employees perceive geographic dispersion as directly impacting PSOC.

Russomano, John. "A Grounded-Theory Study Exploring the Emergence of Leadership in Dispersed Teaming as Organizations Seek Effectiveness in an Increasingly Complex World." Thesis, The Chicago School of Professional Psychology, 2018. http://pqdtopen.proquest.com/#viewpdf?dispub=10838984.

Complexity and turbulence create intensifying pressures on 21 st -century organizations seeking growth through globalization and operating efficiencies. Organizations are responding by engaging dispersed teams in expanding operations and enabling efficiencies from “anywhere, any time, any form” teaming. The use of dispersed teaming enables new opportunities for organizational growth; however, may introduce the need for change in the organization’s leadership mindset and approach to leading. The purpose of this qualitative grounded theory research study is to explore and seek a deeper understanding of the emergence of leadership in dispersed teams and the resulting points of tension that potentially affect the process of leading and team effectiveness as organizations address complexity. Findings from the study are based on the lived experiences of virtual team leaders and members and provide insights on the theoretical and practical guiding practices exploring the supportive and hindering forces that enable an ideal environment for the act of leading shifting from an entity or person to a shared process with members of dispersed teams. The findings explore the importance of relational leadership and the role of appointed leaders when fostering shared leading. The outcomes of the research provide insight to organizations, leaders, and members of dispersed teams on the importance of operating collectively in an environment where individuals can maximize their capabilities despite geographical separation; while understanding the importance of situational readiness and adaptability when seeking team effectiveness. The research study provides theory describing the ideal aspirational environment that will enable shared leading and guiding principles that introduce practical considerations reflecting the situational realities, ambiguities, and humanistic complexities influencing today’s organization when seeking growth and effective outcomes through dispersed teaming.

Arikan, Elif. "The Relationship Between Organizational Citizenship Behavior, Organizational Culture And Organizational Commitment." Thesis, METU, 2011. http://etd.lib.metu.edu.tr/upload/12613784/index.pdf.

Griffith, Cameron. "Organizational Identity Dynamics| The Emergence of Micro-level Factors in Organizational Identity Processes for an Acquired Organization." Thesis, The George Washington University, 2015. http://pqdtopen.proquest.com/#viewpdf?dispub=3732580.

This single case study examined the construct of organizational identity, defined as that which is central (i.e., fundamental to the organization), enduring (i.e., persisting over time), and distinctive (i.e., uniquely descriptive) about an organization’s character (Albert & Whetten, 1985). Specifically, the study addressed the research question: What are the organizational identity processes occurring in an acquired organization? While past research has addressed the construction of organizational identity, little research has examined this phenomenon after an organizational acquisition. The organizational identity dynamics model by Hatch and Schultz (2002) provided the theoretical underpinnings for this research and was utilized to establish the conceptual framework for this study.

This qualitative research study explored how organizational identity was constructed for members of an acquired organization as they initially learned of the acquisition and as they assimilated into their new organizational environment. Data were collected through semistructured interviews, document and archival review, and artifact review. This methodology maintained research integrity by establishing reliability and trustworthiness, with data triangulation used to validate study results and findings. The setting for this research was a private, family-owned transportation organization that had recently acquired a competing company.

This research study yielded three primary findings. First, individual-level variables such as personal anxiety or career status were significant factors in the organizational identity processes. Second, sensemaking was critical in the identity process for members of AcquiredCo. Findings indicated that sensemaking was enacted through several key factors, including organizational image, sensegiving by the acquiring organization, comparison processes, social learning, artifacts, and critical incidents. Last, the preacquisition environment of the acquired organization had a significant role in the identity-related processes.

This research study contributes to both theory and practice, expanding theoretical knowledge of identity construction for members of an acquired organization. Additionally, the research findings provide significant benefits to organizations that seek to more effectively assimilate members of an acquired organization into the acquiring organization, ultimately with a greater understanding of “who we are” (Gioia, 1998) as an organization.

Angelovski, Andrej. "Experimental studies on organizational behavior." Doctoral thesis, Universitat Autònoma de Barcelona, 2014. http://hdl.handle.net/10803/283365.

Davis, Charlotte d. "Exploring the bases of organizational culture within college student organizations /." The Ohio State University, 1985. http://rave.ohiolink.edu/etdc/view?acc_num=osu1487259125219938.

Cole, Tami. "Impact of an organization identity intervention on employees' organizational commitment." Thesis, Pepperdine University, 2016. http://pqdtopen.proquest.com/#viewpdf?dispub=10133149.

This project examined the impacts of an organization identity intervention on workers’ commitment during large-scale transformational change at a financial services company. A 21-member information technology team was recruited for the study. Commitment was measured using a quantitative instrument and the events and data collected during the identity intervention were described. Participants generally enjoyed the intervention, although team members grew increasingly negative over the course of the event due to past experiences with similar interventions. Commitment was consistent across both groups and remained unchanged across the study period. The study organization is advised to assure that its leaders support and are prepared to respond to the results of any interventions conducted and take measures to nurture participants’ existing affective commitment. Continued research is needed to evaluate the impacts of the identity intervention on commitment. Such studies are advised to utilize a larger sample and to measure organizational commitment using mixed methods.

Gordon, Amy. "Applying the investment model to organizational behavior an investigation of commitment and organizational citizenship behavior /." Diss., Connect to the thesis, 2009. http://hdl.handle.net/10066/3662.

Barzee, James P. "Mediation of participatory decision making and organizational citizenship behavior in employee-owned organizations /." Abstract Full Text (HTML) Full Text (PDF), 2008. http://eprints.ccsu.edu/archive/00000519/02/1967FT.htm.

Randy-Cofie, Adjoa. "Relationships Between Transformational Leadership and Organizational Citizenship Behavior in Ghanaian Organizations." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/4752.

Parlamis, Jennifer D., R. Dibble, K. Lo, Lorianne D. Mitchell, and L. Henderson. "Teaching Students Organizational Behavior and Organization Development Using Service-Learning Pedagogy." Digital Commons @ East Tennessee State University, 2015. https://dc.etsu.edu/etsu-works/8320.

Tilcsik, Andras. "Remembrance of Things Past: Individual Imprinting in Organizations." Thesis, Harvard University, 2012. http://dissertations.umi.com/gsas.harvard:10503.

Padilla, Carla Raineri. "An archival study of leadership requirements of combined emergency management/fire departments." Thesis, Capella University, 2015. http://pqdtopen.proquest.com/#viewpdf?dispub=3712785.

A nation-wide study of the leadership requirements for combined emergency management and fire departments from medium-sized municipalities was conducted. It has been widely recognized by the emergency management community and the federal government that emergency management should be professionalized. The first step in professionalization is standardization. The study disclosed that there was an extremely high variability in the training, education and experience requirements for each of the leadership ranks. Not only was there high variability in the requirements for holding each of the ranks, the ranks themselves varied greatly from department to department. The single rank present in all departments was that of chief, and even for that rank, 30% were appointees with no concrete position requirements. Furthermore, the actual requirements for each of the leadership ranks was compared to recommendations from three professional organizations, the International Association of Emergency Managers, the International Association of Fire Chiefs and the National Fire Protection Association. Not only did the actual requirements for each rank vary greatly from the recommendations from each organization, the recommendations between the organizations varied greatly. It is quite clear that even the professional organizations have not come to a consensus of opinion or agreement on requirements, nor are they even close to doing so. Two departmental models were also examined, and once again there was a high variability of requirements for each leadership rank. Although standardization is the first step in professionalization, there has been little movement in that direction. Emergency management has a long way to go if it is to be professionalized, and the safety of the public and nation stand in the balance.

Pannabecker, Bradford W. "Natural Leaders| How Interacting with Nature Impacts Leadership Practices." Thesis, Saint Mary's College of California, 2019. http://pqdtopen.proquest.com/#viewpdf?dispub=13807233.

Within today's technologically enmeshed world, people are spending more and more time in front of screens (both large and small). This comes at a cost; time spent outdoors is becoming scarce. How does engaging with nature impact our practice of leadership? A Collaborative Inquiry carried out by four individuals with personal leadership practices explored this question. We found that our leadership practices were improved through spending time in nature. A significant impact we identified was that our experiences in nature had an ego-reductive influence, turning our focus outwards and improving our ability to navigate complex situations with greater fluidity. We recommend that leaders looking to alter their perspective adopt a practice of intentional reflective time in nature.

Golden, Thomas P. "The Influence of Macro- and Meso-Structuring Mechanisms on Micro-Institutional Actions to Reproduce or Transform Labor Force Participation Approaches of Community Rehabilitation Programs." Thesis, The George Washington University, 2016. http://pqdtopen.proquest.com/#viewpdf?dispub=10037649.

Change and stability are critical to the sustained competitive advantage of organizations. Emerging research shows the relationship that exists between human agency and institutions, but also the inter-relationship to the dynamic of change and stability. This study examines the concepts of stability and change in regard to organizational change and institutional theory, and the influence of macro- and meso-structuring mechanisms in processes of institutional reproduction and change. Specific reference is made to institutional orientations toward stability and change as primary dimensions in the analysis of micro-level explanations that contribute to understanding adoption of new organizational practices.

This participative mixed-methods study was conducted in 12 community rehabilitation programs within New York State. It showed how both agency and institutional orientations toward stability and change are influenced through structuring mechanisms, and can be identified and discerned through patterns. The depiction of these orientations were identified by conceptual mapping and pattern matching, a research method emerging in both the change and institutional theory research. The new understandings gained regarding these agency and institutional orientations will contribute to new insights as to how micro-level actions occur and contribute to macro-institutional orientations toward stability and change. This study also supports the conclusion that macro- and meso-structuring mechanisms can become strange attractors which limit organizational potential for change, and that gaining an understanding of these attractor cages can assist organizations in mapping alternative futures.

Najrani, Majed. "The effect of change capability, learning capability and shared leadership on organizational agility." Thesis, Pepperdine University, 2016. http://pqdtopen.proquest.com/#viewpdf?dispub=10141724.

Organizational agility represents a new field of organizational study that is not well examined. In the past organizations had an unmatched competitive advantage due to low competition and higher barriers to entry into their markets. As a result, many organizations dominated their industries. However, in the era of globalization, individuals with an internet connection and the right skills can start new organizations that can compete on a global level. Consequently, organizations now are facing more competition that they experienced in the past. Another reason for increase competition is new technology. Technology is improving increasingly faster than any time in history. Therefore, organizations that are not agile could not survive in the current environment.

Agile entities realize that they have to become flexible and nimble to withstand competition. Accordingly, the researcher in this study proposes an organizational agility model and this proposed model is the focus of the study. The proposed model significant arises from the fact that currently there are limited numbers of models that help organizations in becoming agile entities. The characteristics in this study were based on Worley and Lawler (2010) “Agility and Organization Design: A Diagnostic Framework”. The study conducted a survey utilizing an instrument developed by Dr. Worley and Dr. Lawler that contains 15 agility characteristics. The survey uses all 15 characteristics to determine if the organization is agile. In addition, the study utilizes three of the 15 agility characteristics to determent if a relationship occurs between the study variables.

This quantitative study examined the relationship between change capability, learning capability, shared leadership and organizational agility. Moreover, understanding these relationships could assist scholars and practitioners in producing change programs that emphasize certain behaviors that make an organization agile. The study surveyed 116 participants and found that focusing on change capability, learning capability and shared leadership could contribute in creating agile organizations. Consequently, after evaluating the study results, a new agility model emerged. This model shows that organizations can achieve agility by developing change capability, learning capability, shared leadership, shared purpose and flexible resources. Ultimately, achieving agility could help organizations compete and endure now and the future.

Valladolid, Christine. "Meaningfulness and job satisfaction for health care technology workers." Thesis, Pepperdine University, 2016. http://pqdtopen.proquest.com/#viewpdf?dispub=10141727.

Health care technology workers play an increasingly important role in meeting regulatory requirements, improving patient care and containing health care costs. However, their perceptions of work and job satisfaction are lightly studied in comparison to other health care workers such as physicians or nurses. This exploratory study used heuristic inquiry to investigate the perceptions of health care technology workers with regard to their feelings of task significance, mission valence, work meaning, and job satisfaction.

Nine research participants representing three not-for-profit, secular hospital systems which were selected to have variation in geographic scope and organization size were interviewed. All participants were full-time, senior professional, non-executive, employees with a minimum of five years of experience in health care technology and three years with their current employer.

Thematic analysis revealed themes within four categories: organization culture, organization mission, interactions with clinicians and perceived contribution. These organizations have strong cultures in which staff members police the cultural norms. The inculcation to the culture includes helping health care technology workers connect to the organization’s mission of patient care, and these employees perceive the mission to have high valence. While these employees feel that the mission of patient care is important and valuable, they have a conflicted relationship with physicians who they perceive as resistant to the adoption of new technology. Finally, health care technology workers recognized that their work tasks may not directly impact patient care; however, they felt their contribution was meaningful, in particular when they were able to contribute their unique talents.

Study conclusions and recommendations included how job rotations allowing health care technology workers to work at a care provider site provides an opportunity for health care companies to increase workers’ feelings of task significance and task identity, and therefore, job satisfaction. Contributing one’s unique gift is perceived as meaningful, and workers seek opportunities to do so. Recognizing the importance of these workers and facilitating improved interactions between health care technology workers and physicians particularly with regard to adoption of new technology is seen as critical for ensuring effective and efficient health care delivery.

Johnson, Sandhya Raichur. "Innovation Adaptation| A Study of Indian OD Practitioners Implementing Appreciative Inquiry in For-Profit Organizations." Thesis, Fielding Graduate University, 2016. http://pqdtopen.proquest.com/#viewpdf?dispub=10181968.

Diffusion of innovation across cultures is a broad field of study, especially when considering the adaptation of organizational development (OD) innovations into multicultural environments. Although OD interventions are often adapted to fit unique circumstances of each organization’s culture, this study explored whether there were specific adaptations that occur when OD interventions are applied to Indian organizations by Indian practitioners. The purpose of this qualitative study was to discover how appreciative inquiry (AI) as an OD intervention was received and adapted by OD practitioners in India with particular focus on for-profit organizations.

A thematic analysis of 17 implementations shared by Indian practitioners was conducted to examine the fidelity and extensiveness of AI adaptation. Toward this end, the study was tailored to ensure the intervention was localized and situated more specifically in the organizational and leadership contexts. Results revealed that AI, when applied to India-based for-profit organizations, exhibited a level of adaptation that could be applied on a global scale. It is anticipated that understanding the factors that drive AI adaptation in India will assist scholars and practitioners to establish guidelines for successfully transferring organizational innovations.

Haight, Veronica D. "What Do Chief Learning Officers Do? An Exploratory Study of How Chief Learning Officers Build Learning Organizations." Thesis, The George Washington University, 2017. http://pqdtopen.proquest.com/#viewpdf?dispub=10258744.

This study was designed to determine what it is that Chief Learning Officers do to build the learning organization by examining interview data from current Chief Learning Officers using the constructs of change and leadership. The study sample included current Chief Learning Officers who work for U.S. based organizations within the U.S. and have been in their current Chief Learning Officer position for at least two years.

The study used a qualitative, exploratory methodology combined with phone or face-to-face interviews in order to gather data. The data was analyzed using the Systems Learning Organization Model (Marquardt, 2011). 20 Chief Learning Officers were interviewed for approximately 60 minutes each and asked the same series of questions in order to further explore how Chief Learning Officers use leadership and change to build the learning organization.

The study findings show that Chief Learning Officers do four things to build the learning organization: 1. They themselves collaborate with others inside and outside of the organization, and encourage others to do so as well; 2. They assess and measure their learning and development programs on a consistent basis; 3. They seek and secure funding and other resources for their learning and development opportunities; 4. They have a vision for their learning organization, and realize that vision through strategy development and implementation.

Pirson, Michael. "Facing the trust gap measuring and building trust in organizations /." Hannover : Univ. of St. Gallen, 2007. http://search.ebscohost.com/login.aspx?direct=true&db=buh&AN=35635134&site=ehost-live.

Crowley, Kathleen M. "Dynamics of Creativity| A Study of Early Drug Discovery Scientists' Experience of Creativity." Thesis, The George Washington University, 2018. http://pqdtopen.proquest.com/#viewpdf?dispub=10976402.

Research and development (R&D) innovation has become an important competitive advantage that is essential to the biopharma industry and critical to drug development (Bennani, 2012; Cuatrecasas, 2006; Douglas, et al., 2010; Garnier, 2008; Hine & Kapeleris, 2006; McKelvey, 2008; Pisano, 2006, 2010). Cultivating R&D innovation carries a distinct challenge of balancing between fostering conditions for creativity while at the same time managing for technical, scientific and operational efficiencies. However, the trend in the industry is toward using more process management techniques focused on formalization, standardization, control and efficiency in order to accelerate drug discovery efforts (Brown & Svenson, 1998; Cardinal, 2001; Cuatrecasas, 2006; Hine & Kaperleris, 2006; Johnstone et al., 2011; Paul et al., 2010; Scannell et al., 2012; Sewing et al., 2008; Ullman & Boutellier, 2008).

This study was designed to explore how early drug discovery scientists experience creativity in a highly coordinated and managed work environment. The research questions were as follows: How do scientists working in the early discovery phases of the R&D pipeline experience creativity; and how does a highly managed and coordinated work environment influence scientists’ experience of creativity? The basis for understanding their experiences was captured through detailed stories and reflections about their personal background, early influences and professional experiences as a scientist.

The sample included 10 early drug discovery scientists who work for either a pharmaceutical, biotech or bio-pharmaceutical company based in the United States of America (USA). A basic qualitative study was conducted with in-depth interviews as the primary method of data collection. Data were analyzed using multiple iterations of coding, describing and classifying to interpret what creativity means, how scientists experience creativity within their work environment and what factors influence this experience. Conclusions and implications about what creativity means, how scientists experience creativity and the various dynamics that shape this experience are presented in the following pages.

Unger, Cai. "Key Concepts of Organizational Change - A Bibliometric Network Analysis." Thesis, University of South Alabama, 2017. http://pqdtopen.proquest.com/#viewpdf?dispub=10643261.

The field of Organizational Change has seen a proliferation of publications of all sorts over the past two decades. In view of the emerging breadth of the field, it is becoming increasingly difficult for practitioners and researchers alike to separate the wheat from the chaff. At the same time, research suggests the majority of Organizational Change efforts are not successful. It is therefore my intent to map the nomological structure of the field of Organizational Change, determine the most dominating concepts, and identify any patterns or trends.

For that purpose I have collected bibliometric data from 1948 to 2016 and conduct a network analysis based on co-occurrence of keywords of Organizational Change.

My network analysis suggests five major findings. First, the field of Organizational Change has reached a level of maturity, which reduces the likelihood of breakthrough innovations. Second, only five concepts are dominating the field of Organizational Change today, which I label the “Top Five”: Change management, leadership, organizational culture, organizational learning, and innovation. Third, we are barking up the wrong tree, which means there is an inherent inconsistency between the topicality of the field, i.e. the dominance of very few topics, and the low success rate of Organizational Change projects. Fourth, it is still unclear how to exactly define and reliably measure change. Finally fifth, there seems to be too much focus on the paradigm that change is always preferably over an equilibrium.

I therefore propose three suggestions for further research. First, look beyond the Top Five concepts and create more dissonant discussion within the field, including a critical review of established paradigms. Second, revisit the established definitions and measurements of change, which includes questioning the widespread assumption that the majority of change efforts are failing. Finally third, conduct a network analysis based on a network of social actors of the field of organizational change, i.e. authors of organizational change.

Kondaveeti, Srinivasa Kiran, and Andreas Kostoulas. "Successful Organizational Innovation and Key Driving Factors." Thesis, Blekinge Tekniska Högskola, Institutionen för industriell ekonomi, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:bth-17295.

Pringle, Cynthia Charlwood. "Communication as a context of organizational behavior." CSUSB ScholarWorks, 1998. https://scholarworks.lib.csusb.edu/etd-project/1520.

Marzara, Maryam. "The impact of organizational culture on individuals? decisions to join, stay, or leave an organization." Thesis, Pepperdine University, 2016. http://pqdtopen.proquest.com/#viewpdf?dispub=10146130.

Organizational culture has been a topic of interest throughout all industries and has become a phrase studied in business and academic literature. With the Millennial generation now in the workforce, organizations employ workers of various age groups and generations. With increased scrutiny on organizational culture, the widely varying age ranges of employees, and a competitive workforce, it is not surprising that organizations are considering the role their organizational cultures play in both recruitment and retention. This case study examined the impact of organizational culture on workers’ decisions to join, stay, or leave an organization. This study included an examination of literature on gender and generational needs, differences, and similarities. Additionally, this case study examined the extent to which organizational culture plays a role in workers’ decision-making processes. The qualitative data used to support this case study was collected from interviews with a gender-balanced sample of 12 individuals (four Baby Boomers, four Generation X participants, and four Generation Y participants). Although the interview questions were consistent across participants, questions were open-ended to allow for emergent dialogue. After the interviews were completed, the data were analyzed to identify themes. This case study finished with summarizing the key themes found in the qualitative data that supported or refuted the literature review. Study limitations, conclusions, and recommendations also were identified.

Forst, Marikay Swartz. "An Exploration of Organizational Practices That Encourage Dissent and Their Influence on Organizational Decisions." Thesis, University of Pennsylvania, 2019. http://pqdtopen.proquest.com/#viewpdf?dispub=10977872.

This study explored the practices organizations employ to solicit and consider dissent, and the influence of these practices on organizational decision making. Although there is agreement in the literature that soliciting and considering dissent can lead to better decisions, there are significant gaps in the literature. The value of dissent has been studied for many years and specific recommendations have been made to encourage opposing views and seek alternatives when making organizational decisions. However, not many studies have addressed whether organizations are using these recommended practices or other models to encourage dissent.

A qualitative study using individual interviews was conducted to obtain an in-depth understanding of practices used in organizations. Thirty leaders across 19 organizations were interviewed individually to obtain the specifics of practices that influence dissent expression. Participant perceptions indicated that organizational history, culture and leadership are significant influencers in whether employees will dissent in an organization, but practices are necessary to bring about dissent. The data in this study also indicated that power and consequences are barriers to effective dissent and can be mitigated through dissent encouraging practices.

This research provides strong support for the literature and extends the literature by identifying methods and practices used by organizations that encourage dissent. Specific accounts from leaders in organizations show that dissent can a) lead to innovation; b) lead to avoidance of mistakes; and c) lead to mistakes when it is absent or not considered. Prior studies have addressed the value of dissent, but few qualitative studies provide examples of organizational decisions resulting from dissent. Additional findings from this study highlight 1) the importance of one-on-one and small group communication in soliciting dissenting views; 2) decision-making methods that provide an avenue to evoke and consider dissent; and 3) the emphasis on consideration of stakeholder views versus the devil’s advocate in decision making. Finally, practices that solicit dissent can be valuable even when dissent is not heeded, as they can lead to a quick reversal of a decision when necessary.

Soldner, James L. "Relationships among leader-member exchange, organizational citizenship behavior, organizational commitment, gender, and dyadic duration in a rehabilitation organization /." Available to subscribers only, 2009. http://proquest.umi.com/pqdweb?did=1879101251&sid=21&Fmt=2&clientId=1509&RQT=309&VName=PQD.

Soldner, James Louis. "Relationships Among Leader-Member Exchange, Organizational Citizenship Behavior, Organizational Commitment, Gender, And Dyadic Duration In A Rehabilitation Organization." OpenSIUC, 2009. https://opensiuc.lib.siu.edu/dissertations/7.

Cavanaugh, Jennifer A. "Does the way we measure fit matter?| Predicting behaviors and attitudes using different measures of fit." Thesis, State University of New York at Albany, 2016. http://pqdtopen.proquest.com/#viewpdf?dispub=10109998.

The literature on person-organization (P-O) fit has been plagued with inconsistencies in the conceptualization, operationalization and measurement of P-O fit. Despite numerous studies examining the relationship between P-O fit and outcomes, these inconsistencies in measurement and operationalization have led to mixed findings concerning specific individual outcomes. The goal of this dissertation was to address some of these inconsistencies by examining the relationship between P-O fit, using perceived and subjective measures of fit, and attitudinal and behavioral outcomes. In addition, previously unexplored mediators of the P-O fit-outcome relationships were examined. Although not formally hypothesized, it was believed that the magnitude of the relationships would differ such that perceived fit would have a stronger relationship with attitudinal outcomes than subjective fit, and that subjective fit would have a stronger relationship with job performance than perceived fit.

A sample of 188 entry-level managerial employees, working in a national transportation organization, was used to examine the relationship between P-O fit and job attitudes (i.e., job satisfaction, commitment, organizational citizenship behaviors and turnover intentions) and supervisor rated job performance. The results of this dissertation suggest that perceived fit is related to positive attitudes and better job performance. Furthermore, perceived organizational support partially mediates the relationship between perceived fit and the attitudinal outcomes studied, lending partial support for hypotheses. Role ambiguity was also examined as a potential mediator between fit and job performance, however, although perceived fit was significantly related to role ambiguity, the results did not support the relationship between role ambiguity and job performance. Tests of the specific hypotheses for subjective fit were not supported. Instead, the results indicated that organizational values, rather than fit between person and organizational values, were a strong predictor of attitudinal outcomes.

Collier, Misty L. "The influence of culture on the relationship between perceptions of management of behavior and organizational commitment." Thesis, Capella University, 2016. http://pqdtopen.proquest.com/#viewpdf?dispub=10164297.

This study examined the relationship between employees’ Organizational Commitment and the perception of the management of deviant behavior and examined if Organizational Culture moderated the strength of the relationship between Organizational Commitment and the perception of the management of deviant behavior. Three assessments were administered either electronically or in hardcopy form and were completed by 114 participants who were employed adults ages 18 and above, managed by someone else, in the southeastern U.S. The Organizational Culture Inventory (OCI) developed by Cooke and Lafferty (2013) measured overall Organizational Culture of employees at an individual level of assessment. The instrument used to measure employee Organizational Commitment was the TCM Employee Commitment Survey (Wellspring Worldwide, LLC, 2010). The instrument used to measure the perception of the management of deviant behavior was derived from a non-self-report measure created by Stewart, Bing, Davidson, Woehr, and McIntyre (2009). A moderated multiple regression analysis determined that the relationship between the perception of the management of deviant behavior and organizational commitment was not predicted by a constructive, aggressive/defensive, or passive/defensive culture style. The study found that the perception of the management of deviant behavior did not have a statistically significant predictive relationship with regards to organizational commitment, nor did workplace culture moderate the perceptions or attitudes of employees. The empirical evidence provided in this study enhanced the body of knowledge related to workplace culture. Specifically, the results of the study provided quantitative information, which provided a valuable understanding that a macro-variable such as workplace culture does not necessarily attenuate the relationship between perception of management and organizational commitment within certain diverse workplaces.

Meyer, Nanette R. "A phenomenological exploration of followers' well-being as influenced by their authentic leaders." Thesis, Capella University, 2016. http://pqdtopen.proquest.com/#viewpdf?dispub=10164298.

This transcendental phenomenological study sought to understand how the followers of authentic leaders in a multi-national healthcare organization experienced well-being. Twenty followers of 5 authentic leaders participated in the research and shared their lived experiences. Followers reported they experienced workplace well-being by maintaining work-life balance, feeling fulfilled/doing meaningful work, and feeling appreciated/recognized for their contributions. Workplace well-being was experienced as a result of their perceptions of feeling trusted and cared about as a whole being and not just an employee by their leaders. Followers also reported that the organizational culture provided support for leaders to demonstrate behaviors of authentic leadership, caring, trust, appreciation, respect, valuing others, openness, honesty, and transparency, which led them to feel an attachment to their leaders and organizations. Followers were motivated to exhibit organizational citizenship behaviors by providing extra or discretionary effort beyond their expected role requirements. These findings indicate that authentic leaders can provide value by cultivating well-being in the workplace. Findings also suggest recommendations for establishing organizational best practices.

Ehret, Michael Gregory. "Situational Awareness and Transparency as Core Concepts of Authentic Leadership." Thesis, Pepperdine University, 2018. http://pqdtopen.proquest.com/#viewpdf?dispub=10844017.

There is not a common, agreed upon definition of authentic leadership. There are varying opinions as to whether authenticity is a trait or a style; however, most scholars believe authenticity is a purpose and value based characteristic (Gardner, Cogliser, Davis, & Dickens, 2011) that is developed over time (George, 2003). Transparency is a core concept of authentic leadership, and situational awareness is a critical skill for leaders to determine the degree of transparency that they should demonstrate. There is limited theoretical and empirical research on how transparency and self-monitoring can be used in conjunction with situational leadership and situational awareness theory. This study measures the impact of a leader’s expression of transparency on follower’s confidence in his or her ability with consideration of a number of covariates. The findings of this study are intended to help advance authentic leadership theory with specific focus on situational awareness and transparency as core concepts of authenticity. Implications are discussed on the advancement of leadership theory, authentic leadership, and transparency as a core concept of authenticity.

Data collection used Amazon Mechanical Turk (MTurk) and yielded 1,006 global participants who met the inclusion criteria. In general, higher degrees of leadership transparency yield higher levels of follower confidence. Situation can impact how expressions of transparency impact follower confidence. Thus, situational awareness and situational leadership are critical competencies for leaders to use transparency effectively. Leader-Member Exchange does not, generally, moderate the relationship between a leader’s transparency and his or her follower’s confidence. There was statistical significance in the difference in responses between geographies, but there were not statistically significant differences in the results when considering gender, years of work experience, education, age, and race in the US.

Zanini, Marco Tulio. "Trust within organizations of the new economy a cross-industrial study /." Wiesbaden : Dt. Univ.-Verl, 2007. http://dx.doi.org/10.1007/978-3-8350-5410-3.

Weinberg, Lisa Ellen. "Seeing through organization : the experience of social relations as constitutive /." Diss., This resource online, 1993. http://scholar.lib.vt.edu/theses/available/etd-06062008-171002/.

Zaragoza, Kristina. "Exploring the Quality of the Leader-Follower Relationship and Its Effect on Followers' Organizational Citizenship Behaviors in a Public-Service Organization." Thesis, Brandman University, 2018. http://pqdtopen.proquest.com/#viewpdf?dispub=10843066.

Purpose: The purpose of this sequential, explanatory mixed-methods study was to identify and describe to what extent the quality of the leader-follower relationship, as perceived by followers, affects followers’ organizational citizenship behaviors in a public-service organization.

Methodology: A sequential mixed-methods study was the chosen design for this study as it allowed the researcher to conduct the study in phases. The first phase consisted of quantitative research in the form of a survey questionnaire that measured followers’ organizational citizenship behaviors demonstrated toward individuals and the organization. The researcher then conducted semistructured, face-to-face interviews that measured the quality of the leader-follower relationship to gain a deeper understanding of the effect the leader-follower relationship has on followers’ organizational citizenship behaviors.

Findings: Followers working in a public-service organization engage in organizational citizenship behaviors at a moderate to high level, willingly assisting co-workers and to a lesser extent, their organization. Additionally, those who identified experiencing a high-quality leader-follower relationship spoke highly of their leader, the opportunities they are given to be creative in their service to the public, and their ability to work as a team to accomplish desired results. Those who did not experience a high-quality leader-follower relationship also performed organizational citizenship behaviors but cited only their intrinsic motivation and not leader influence as the inspiration of their efforts.

Conclusions: Public-service followers understand and accept the responsibilities that come with keeping the public trust and achieve personal satisfaction in fulfilling the needs of others. They go above and beyond in their job duties regardless of the quality of relationship they experience with their leader. However, public-service followers who experience a high-quality relationship with their leader experience a deeper satisfaction in their work relationships, in their contributions and in public service.

Recommendations: Additional research is needed in the area of public-service leadership, public-service followership and the public-service customer. It would be beneficial to replicate this study in one or more public-service organizations to gain additional data that can help better understand the leader-follower relationship and its effect on followers’ organizational citizenship behaviors.

Kloak, David G. "Strong Emotive Connectors| A Study of a Social Skill and Effective Team Performance." Thesis, Alliant International University, 2017. http://pqdtopen.proquest.com/#viewpdf?dispub=10267146.

Organizational success and outcomes rely on good teamwork. The study question asked if teams can be more successful with a greater number of socially skilled team members? Evolving research indicates composing teams based on intrinsic social skills, such as personality, values, and psychological roles may generate greater team outcomes than teams based solely on vocational roles, competencies, and cognitive ability. When teams are first formed, people connect instinctively and warm to other team members using their social skills. Only later do people appraise others for competencies and skills. This study examined whether the number of strong emotive connectors (SEC) can increase team outcomes. The study hypothesis tested whether teams with a greater number of high SECs, a socioemotional role construct, would increase their team task-completion rates (TTCR). Regression analysis showed the low and high SEC with an adjusted R 2 = .52 correlation were both predictive of the TTCR. Additional analysis using 2 one-way ANOVAs for high and low SECs showed between-team (groups) and within teams (groups) results were statistically significant at the p = .00 level. The study found teams having 2 of 5 high SECs made a difference in team performance. Additional high SECs had no impact on team performance. An interesting study result found 2 of 5 low SECs had an adverse impact on team performance. Additional low SECs did not harm team performance. Ensuring at least 2 of 5 high SECs on teams can lessen gaps, diminish conflicts, and elevate team outcomes.

Bogatova, Tatiana. "Grounded Theory of Adoption of Sustainability Thinking and Practices by Organizations." Thesis, Gannon University, 2017. http://pqdtopen.proquest.com/#viewpdf?dispub=10636579.

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Sanders, Eric Jay. "A Comparative Analysis of the Roles, Strategies and Tactics Used by Scholar-Practitioners in Organization Development and Medical Translational Research to Simultaneously Create Research Knowledge and Help Clients Achieve Results." Thesis, Benedictine University, 2015. http://pqdtopen.proquest.com/#viewpdf?dispub=3714837.

This is a grounded theory study of how scholar-practitioners simultaneously help clients generate results and create new knowledge. Through a set of 41 interviews, it examines the roles of scholar-practitioners in organization development and medical translational research, compares the strategies and tactics they use in each field, and considers how they renew themselves professionally and personally. It shows how these professionals perform varying combinations of three roles: research, teaching and applied field work. They have developed different work habits, ways of thinking and even ways of being than their colleagues who focus on just one of those areas in either field, and have a set of personal characteristics including being agile/adaptive, collaborative, holistic, passionate and wise, which empower their use of self in helping their clients or patients. It shows how strategies and tactics are employed in the translation of theory to practice and vice versa, which had not been done previously, and develops a new Knowledge-Results Circular Flow Model to connect all the aspects of their work with their clients to generate client-determined results and new knowledge in an ongoing iterative process. Last, but not least, it shows that scholar-practitioners in these two fields are much more similar than different, and can learn from each other to strengthen both the knowledge they generate via their research, and the client/patient results that are the focus of their work.

Bigley, Joel. "Leveraging growth synergies in a multi-unit business through the application of a multidimensional organizational design augmented by lateral integrative mechanisms| A phenomenological case study." Thesis, Pepperdine University, 2015. http://pqdtopen.proquest.com/#viewpdf?dispub=3728469.

The realization of growth synergies across products and services in a global multi-unit firm is a topic of discovery that has substantial implications for the profitability of multi-national corporations. A driver for the realization of this incompletely tapped potential is the influence of organizational design. The scholar comprehensively examines a singular case study in which a multidimensional organizational design is used to exploit growth synergies in a global multi-unit firm. For many firms, collaboration is connected to synergy realization, which is critical to growth in saturated and emerging markets. Cross-business unit strategy research has been largely focused on diversification rather than on synergies. Additionally, the literature addresses synergy realization in very turbulent or static markets; however, in this case, the scholar illustrates how a multi-unit firm in a moderately dynamic market attempted to exploit growth synergy opportunities through (a) focused action, (b) the application of an organizational design that exploits decentralized collaboration, (c) lateral support mechanisms that preserve business unit (BU) self-interest, (d) a designed relationship with the corporate center, and (e) a singular context with clients. The intent of these actions is to enhance profitability theory by analyzing rapid evolutionary change in an integrated global value chain. This study attempts to show whether or not a multi-unit firm made of business units that are related diversifiers can be combined, or recombined, to exploit complementary resources. Furthermore, this study advances emerging research on the exploitation of multidimensional organizational design, its dynamic capabilities, co-evolutionary organization-wide change leadership, and cross-unit innovation.

Chavez, Elisa. "The change equation| A correlation study of status quo bias in managers." Thesis, University of Phoenix, 2016. http://pqdtopen.proquest.com/#viewpdf?dispub=10017972.

The purpose of the research study was to predict managerial resistance to status quo bias given the presence of dissatisfaction, vision, and a process outlined for change in the environment. According to the 79 participants surveyed in the study, dissatisfaction, vision, and a process outlined for change provided a statistically significant model for predicting manager resistance to status quo bias for the sample studied. Leaders may be able to use the results of the study to determine manager readiness for change. However, at best the study found only 45.3% of the reasons that predict managerial resistance to status quo bias, providing an opportunity for future researchers to validate empirically other factors that may predict manager resistance to status quo bias.

Sonnet, Marie Therese. "Employee behaviors, beliefs, and collective resilience| An exploratory study in organizational resilience cap a city." Thesis, Fielding Graduate University, 2016. http://pqdtopen.proquest.com/#viewpdf?dispub=10063554.

Assessing and developing organizational or collective resilience capacity is a strengths-based approach to managing continuous and unexpected change as a strategic capability. In this study, organizational resilience capacity is defined as a vital readiness that is built up by employee beliefs and behaviors. Human resource and management interventions have been recommended to strengthen this capacity. These are described as antecedents, enablers, and inducements designed to foster vital conditions that support relevant employee beliefs, feelings, and actions. Yet, there is little empirical evidence about which specific beliefs and behaviors to foster and no tool for assessing their strength. Interventions, then, cannot reliably be said to strengthen organizational resilience capacity. To address this gap, an exploratory, quantitative study was designed with two objectives: (a) identify specific employee beliefs and behaviors associated with this capacity from the organizational resilience literature and (b) design a scale using these items to explore how collective resilience capacity is constructed. After testing the Organizational Resilience Capacity Scale with employees in a manufacturing company ( n =223), results suggested that there are specific beliefs and behaviors associated empirically with organizational resilience capacity. These can be assessed to support organizational understanding, direct evidence-based interventions, and provide a measure of accountability for impacting a latent, yet strategic, capability. The relationship between individual resilience capacity and organizational resilience capacity was also assessed, showing a small, but significant effect. That is, resilient individuals may contribute to vital conditions, but they do not create a resilient organization.

Devries, Valerie Low. "A Mixed Methods Study on the Relationship among Strategic Human Resource Practices, SOAR, and Affective Commitment in the Federal Workplace." Thesis, Lawrence Technological University, 2016. http://pqdtopen.proquest.com/#viewpdf?dispub=10100301.

Employees who remain with an organization because they want to, represent a positive organizational phenomenon known as affective commitment (AC). The purpose of this study is to investigate the predictive ability of strategic Human Resource (HR) practices to create AC in the context of federal knowledge workers, determine the role of SOAR in the relationship between strategic HR practices and AC, and the effect of AC on positive behavioral outcomes. SOAR stands for strengths, opportunities, aspirations, and results.

This mixed methods study explored the relationship among strategic HR practices, SOAR, AC, and behavioral outcomes. Data were gathered using a survey instrument containing 42 items. The population was federal knowledge workers in a science and technology field. 204 participants completed the study survey and a final sample of N = 188 surveys were used for analysis.

Quantitative analysis was conducted using descriptive and inferential statistics; qualitative analysis included thematic analysis. Results from the quantitative analysis suggested that strategic HR practices predict AC; the SOAR construct is a partial mediator of the relationship between strategic HR practices and AC; SOAR did not function as a moderator of the relationship between strategic HR practices and AC; and AC encourages the development of positive behavioral outcomes. Results from the qualitative thematic analysis suggested that there are seven prominent themes that sustain commitment in this federal organization and they are: accountability, career advancement, leadership, meaningful work, mission, reward/recognition, and training.

For federal organizations similar to this one, it is recommended that they engage the SOAR approach to increase the effectiveness of strategic HR practices in generating AC; implement strategic HR practices that encompass the seven major themes; a positive proactive way of viewing employee commitment by cultivating AC as opposed to studying turnover trends; and engage in conversations about strategic change using dialogical methods based on appreciative inquiry. Future research could include studies on how the federal government communicates strategic HR practices to their employees and whether or not they choose to adopt dialogical versus diagnostic approaches.

The Banality of Organizational Wrongdoing: A Reading on Arendt’s Thoughtlessness Thesis

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Published: 09 May 2024

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Javier Hernández ORCID: orcid.org/0000-0002-3824-1614 1 &
Consuelo Araos 2

This paper proposes that Hannah Arendt’s book Eichmann in Jerusalem: A Report on the Banality of Evil furnishes both philosophical and empirical elements to understand not only the Nazi crimes but also cases of wrongdoing by and within current organizations. It is suggested that Arendt provides three relevant standpoints to how wrongdoing is banalized within organizations: a critique of bureaucratic administration, an account of the role of interactive socialization, and a reflection on the cognitive and meaning-attribution processes. Arendt originally connected these three dimensions to thoughtlessness , understood as a process of routinization in which organizations discourage critical thinking, personal responsibility, and reflection about the ultimate meaning and consequences of actions and decisions. As opposed to this, thoughtfulness is proposed as an approach based on meaningful pursuit within organizations to avoid some of the normative, cognitive, and routine elements that encourage, justify, and reproduce the banalization of misconduct.

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Acknowledgements

Gratitude is extended to Jorge Atria, Matías Petersen, Juan Felipe Espinosa-Cristia, and the anonymous reviewers for their valuable comments and suggestions on earlier versions of this work.

This work is supported by the ANID (Chile) Max Planck Institute for the Study of Society (Grant No. MPG190012)

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Hernández, J., Araos, C. The Banality of Organizational Wrongdoing: A Reading on Arendt’s Thoughtlessness Thesis. J Bus Ethics (2024). https://doi.org/10.1007/s10551-024-05701-3

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The happiness gap has been with us for at least 50 years, and most research seeking to explain it has focused on conservatives. More recently, however, psychologists and other social scientists have begun to dig deeper into the underpinnings of liberal discontent — not only unhappiness but also depression and other measures of dissatisfaction.

One of the findings emerging from this research is that the decline in happiness and in a sense of agency is concentrated among those on the left who stress matters of identity, social justice and the oppression of marginalized groups.

There is, in addition, a parallel phenomenon taking place on the right as Donald Trump and his MAGA loyalists angrily complain of oppression by liberals who engage in a relentless vendetta to keep Trump out of the White House.

There is a difference in the way the left and right react to frustration and grievance. Instead of despair, the contemporary right has responded with mounting anger, rejecting democratic institutions and norms.

In a 2021 Vox article, “ Trump and the Republican Revolt Against Democracy ,” Zack Beauchamp described in detail the emergence of destructive and aggressive discontent among conservatives.

Citing a wide range of polling data and academic studies, Beauchamp found:

More than twice as many Republicans (39 percent) as Democrats (17 percent) believed that “if elected leaders won’t protect America, the people must act — even if that means violence.”

Fifty-seven percent of Republicans considered Democrats to be “enemies,” compared with 41 percent of Democrats who viewed Republicans as “enemies.”

Among Republicans, support for “the use of force to defend our way of life,” as well as for the belief that “strong leaders bend rules” and that “sometimes you have to take the law in your own hands,” grows stronger in direct correlation with racial and ethnic hostility.

Trump has repeatedly warned of the potential for political violence. In January he predicted bedlam if the criminal charges filed in federal and state courts against him damaged his presidential campaign:

I think they feel this is the way they’re going to try and win, and that’s not the way it goes. It’ll be bedlam in the country. It’s a very bad thing. It’s a very bad precedent. As we said, it’s the opening of a Pandora’s box.

Before he was indicted in New York, Trump claimed there would be “potential death and destruction” if he was charged.

At an Ohio campaign rally in March, Trump declared, “If I don’t get elected, it’s going to be a blood bath for the whole country.”

In other words, Trump and his allies respond to adversity and what they see as attacks from the left with threats and anger, while a segment of the left often but not always responds to adversity and social inequity with dejection and sorrow.

There are significant consequences for this internalization.

Jamin Halberstadt , a professor of psychology at the University of Otago in New Zealand and a co-author of “ Outgroup Threat and the Emergence of Cohesive Groups : A Cross-Cultural Examination,” argued in his emailed reply to my inquiry that because “a focus on injustice and victimhood is, by definition, disempowering (isn’t that why we talk of ‘survivors’ rather than ‘victims’?), loss of control is not good for self-esteem or happiness.”

But, he pointed out:

this focus, while no doubt a part of the most visible and influential side of progressive ideology, is still just a part. Liberalism is a big construct, and I’m reluctant to reduce it to a focus on social justice issues. Some liberals have this view, but I suspect their influence is outsized because (a) they have the social media megaphone and (b) we are in a climate in which freedom of expression and, in particular, challenges to the worldview you characterize have been curtailed.

Expanding on this line of argument, Halberstadt wrote:

I’m sure some self-described liberals have views that are counterproductive to their own happiness. One sub-ideology associated with liberalism is, as you describe, a sense of victimhood and grievance. But there is more than one way to respond to structural barriers. Within that group of the aggrieved, some probably see systemic problems that cannot be overcome, and that’s naturally demoralizing and depressing. But others see systemic problems as a challenge to overcome.

Taking Halberstadt’s assessment of the effects of grievance and victimhood a step farther, Timothy A. Judge , the chairman of the department of management and human resources at Notre Dame, wrote in a 2009 paper, “ Core Self-Evaluations and Work Success ”:

Core self-evaluations (C.S.E.) is a broad, integrative trait indicated by self-esteem, locus of control, generalized self-efficacy and (low) neuroticism (high emotional stability). Individuals with high levels of C.S.E. perform better on their jobs, are more successful in their careers, are more satisfied with their jobs and lives, report lower levels of stress and conflict, cope more effectively with setbacks and better capitalize on advantages and opportunities.

I asked Judge and other scholars a question: Have liberal pessimists fostered an outlook that spawns unhappiness as its adherents believe they face seemingly insurmountable structural barriers?

Judge replied by email:

I do share the perspective that a focus on status, hierarchies and institutions that reinforce privilege contributes to an external locus of control. And the reason is fairly straightforward. We can only change these things through collective and, often, policy initiatives — which tend to be complex, slow, often conflictual and outside our individual control. On the other hand, if I view “life’s chances” (Virginia Woolf’s term) to be mostly dependent on my own agency, this reflects an internal focus, which will often depend on enacting initiatives largely within my control.

Judge elaborated on his argument:

If our predominant focus in how we view the world is social inequities, status hierarchies, societal unfairness conferred by privilege, then everyone would agree that these things are not easy to fix, which means, in a sense, we must accept some unhappy premises: Life isn’t fair; outcomes are outside my control, often at the hands of bad, powerful actors; social change depends on collective action that may be conflictual; an individual may have limited power to control their own destiny, etc. These are not happy thoughts because they cause me to view the world as inherently unfair, oppressive, conflictual, etc. It may or may not be right, but I would argue that these are in fact viewpoints of how we view the world, and our place in it, that would undermine our happiness.

Last year, George Yancey , a professor of sociology at Baylor University, published “ Identity Politics, Political Ideology, and Well-Being : Is Identity Politics Good for Our Well-Being?”

Yancey argued that recent events “suggest that identity politics may correlate to a decrease in well-being, particularly among young progressives, and offer an explanation tied to internal elements within political progressiveness.”

By focusing on “political progressives, rather than political conservatives,” Yancey wrote, “a nuanced approach to understanding the relationship between political ideology and well-being begins to emerge.”

Identity politics, he continued, focuses “on external institutional forces that one cannot immediately alleviate.” It results in what scholars call the externalization of one’s locus of control, or viewing the inequities of society as a result of powerful if not insurmountable outside forces, including structural racism, patriarchy and capitalism, as opposed to believing that individuals can overcome such obstacles through hard work and collective effort.

As a result, Yancey wrote, “identity politics may be an important mechanism by which progressive political ideology can lead to lower levels of well-being.”

Conversely, Yancey pointed out, “a class-based progressive cognitive emphasis may focus less on the group identity, generating less of a need to rely on emotional narratives and dichotomous thinking and may be less likely to be detrimental to the well-being of a political progressive.”

Yancey tested this theory using data collected in the 2021 Baylor Religion Survey of 1,232 respondents.

“Certain types of political progressive ideology can have contrasting effects on well-being,” Yancey wrote. “It is plausible that identity politics may explain the recent increase well-being gap between conservatives and progressives.”

Oskari Lahtinen , a senior researcher in psychology at the University of Turku in Finland, published a study in March, “ Construction and Validation of a Scale for Assessing Critical Social Justice Attitudes ,” that reinforces Yancey’s argument.

Lahtinen conducted two surveys of a total of 5,878 men and women to determine the share of Finnish citizens who held “critical social justice attitudes” and how those who held such views differed from those who did not.

Critical social justice proponents, on Lahtinen’s scale,

point out varieties of oppression that cause privileged people (e.g., male, white, heterosexual, cisgender) to benefit over marginalized people (e.g., woman, Black, gay, transgender). In critical race theory, some of the core tenets include that (1) white supremacy and racism are omnipresent and colorblind policies are not enough to tackle them, (2) people of color have their own unique standpoint and (3) races are social constructs.

What did Lahtinen find?

The critical social justice propositions encountered

strong rejection from men. Women expressed more than twice as much support for the propositions. In both studies, critical social justice was correlated modestly with depression, anxiety, and (lack of) happiness, but not more so than being on the political left was.

In an email responding to my inquiries about his paper, Lahtinen wrote that one of the key findings in his research was that “there were large differences between genders in critical social justice advocacy: Three out of five women but only one out of seven men expressed support for the critical social justice claims.”

In addition, he pointed out, “there was one variable in the study that closely corresponded to external locus of control: ‘Other people or structures are more responsible for my well-being than I myself am.’”

The correlation between agreement with this statement and unhappiness was among the strongest in the survey:

People on the left endorsed this item (around 2 on a scale of 0 to 4) far more than people on the right (around 0.5). Endorsing the belief was determined by political party preference much more than by gender, for instance.

Such measures as locus of control, self-esteem, a belief in personal agency and optimism all play major roles in daily life.

In a December 2022 paper, “ The Politics of Depression : Diverging Trends in Internalizing Symptoms Among U.S. Adolescents by Political Beliefs,” Catherine Gimbrone , Lisa M. Bates , Seth Prins and Katherine M. Keyes , all at Columbia’s Mailman School of Public Health, noted that “trends in adolescent internalizing symptoms diverged by political beliefs, sex and parental education over time, with female liberal adolescents experiencing the largest increases in depressive symptoms, especially in the context of demographic risk factors, including parental education.”

“These findings,” they added, “indicate a growing mental health disparity between adolescents who identify with certain political beliefs. It is therefore possible that the ideological lenses through which adolescents view the political climate differentially affect their mental well-being.”

Gimbrone and her co-authors based their work on studies of 85,000 teenagers from 2005 to 2018. They found that

while internalizing symptom scores worsened over time for all adolescents, they deteriorated most quickly for female liberal adolescents. Beginning in approximately 2010 and continuing through 2018, female liberal adolescents reported the largest changes in depressive affect, self-esteem, self-derogation and loneliness.

In conclusion, the authors wrote, “socially underprivileged liberals reported the worst internalizing symptom scores over time, likely indicating that the experiences and beliefs that inform a liberal political identity are ultimately less protective against poor mental health than those that inform a conservative political identity.”

From another vantage point, Nick Haslam , a professor of psychology at the University of Melbourne, argued in his 2020 paper “ Harm Inflation: Making Sense of Concept Creep ” that recent years have seen “a rising sensitivity to harm within at least some Western cultures, such that previously innocuous or unremarked phenomena were increasingly identified as harmful and that this rising sensitivity reflected a politically liberal moral agenda.”

As examples, Haslam wrote that the definition of “trauma” has been

progressively broadened to include adverse life events of decreasing severity and those experienced vicariously rather than directly. “Mental disorder” came to include a wider range of conditions, so that new forms of psychopathology were added in each revision of diagnostic manuals and the threshold for diagnosing some existing forms was lowered. “Abuse” extended from physical acts to verbal and emotional slights and incorporated forms of passive neglect in addition to active aggression.

Haslam described this process as concept creep and argued that “some examples of concept creep are surely the work of deliberate actors who might be called expansion entrepreneurs.”

Concept expansion, Haslam wrote, “can be used as a tactic to amplify the perceived seriousness of a movement’s chosen social problem.” In addition, “such expansion can be effective means of enhancing the perceived seriousness of a social problem or threat by increasing the perceived prevalence of both ‘victims’ and ‘perpetrators.’”

Haslam cited studies showing that strong “correlates of holding expansive concepts of harm were compassion-related trait values, left-liberal political attitudes and forms of morality associated with both.” Holding expansive concepts of harm was also “associated with affective and cognitive empathy orientation and most strongly of all with endorsement of harm- and fairness-based morality.” Many of these characteristics are associated with the political left.

“The expansion of harm-related concepts has implications for acceptable self-expression and free speech,” Haslam wrote. “Creeping concepts enlarge the range of expressions judged to be unacceptably harmful, thereby increasing calls for speech restrictions. Expansion of the harm-related concepts of hate and hate speech exemplifies this possibility.”

While much of the commentary on the progressive left has been critical, Haslam takes a more ambivalent position: “Sometimes concept creep is presented in an exclusively negative frame,” he wrote, but that fails to address the “positive implications. To that end, we offer three positive consequences of the phenomenon.”

The first is that expansionary definitions of harm “can be useful in drawing attention to harms previously overlooked. Consider the vertical expansion of abuse to include emotional abuse.”

Second, “concept creep can prevent harmful practices by modifying social norms.” For example, “changing definitions of bullying that include social exclusion and antagonistic acts expressed horizontally rather than only downward in organizational hierarchies may also entrench norms against the commission of destructive behavior.”

And finally:

The expansion of psychology’s negative concepts can motivate interventions aimed at preventing or reducing the harms associated with the newly categorized behaviors. For instance, the conceptual expansion of addiction to include behavioral addictions (e.g., gambling and internet addictions) has prompted a flurry of research into treatment options, which has found that a range of psychosocial treatments can be successfully used to treat gambling, internet and sexual addictions.

Judge suggested an approach to this line of inquiry that he believed might offer a way for liberalism to regain its footing:

I would like to think that there is a version of modern progressivism that accepts many of the premises of the problem and causes of inequality but does so in a way that also celebrates the power of individualism, of consensus and of common cause. I know this is perhaps naïve. But if we give in to cynicism (that consensus can’t be found), that’s self-reinforcing, isn’t it? I think about the progress on how society now views sexual orientation and the success stories. The change was too slow, painful for many, but was there any other way?

The Times is committed to publishing a diversity of letters to the editor. We’d like to hear what you think about this or any of our articles. Here are some tips . And here's our email: [email protected] .

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Thomas B. Edsall has been a contributor to the Times Opinion section since 2011. His column on strategic and demographic trends in American politics appears every Wednesday. He previously covered politics for The Washington Post. @ edsall

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