Situational leadership -- Management coaching -- Leadership principles.

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In the last three decades, strategic management scholars have explored the organization’s need to reconfigure its capabilities to leverage opportunities in a changing environment. The first objective of this study was to identify the underlying elements of the managerial processes of dynamic capabilities, and to offer a reconceptualization of the dynamic capabilities construct. The second objective of this investigation was to determine how the reconceptualized dynamic capabilities construct could influence the alignment of ordinary capabilities. Findings from this investigation indicate that organizational processes and managerial processes are unique components of dynamic capabilities. In addition, these organizational processes were found to be significantly and positively correlated with the alignment of ordinary capabilities. Furthermore, managerial processes were found to moderate the relationship between organizational processes and one type of ordinary capability alignment (i.e. innovation-operations capability alignment). Taken together, the findings of this study support the notion that dynamic capabilities are context specific, and that understanding how they influence the organization’s ability to change is complex. The developments and findings in this study offer a reconceptualized and empirically tested framework for the capability alignment process, thereby providing a more comprehensive picture of the underlying processes.

Five models for designing work teams from the Work Group Design Measure (Campion & Medsker, 1992b) and the models7 relationships to effectiveness criteria were compared using 30 self-directed work teams (SDWTs) in a manufacturing/production setting of a large defense contractor. The models which are from social psychology, socio-technical systems theory, industrial engineering, and organizational psychology include Job Design, Composition, Context/Resources, Potency/Interdependence, and Process. The study also examined distinguishing demographics, team characteristics, and interpersonal processes within the teams that differentiate higher performing teams and/or teams with higher job satisfaction. Effectiveness criteria were performance and job satisfaction. Among the findings, four of the five team design models (i.e., excluding the Composition Model), and the team-oriented interpersonal group processes correlated with performance and SDWT member job satisfaction.

In the post-industrial society, career management has become vitally important for assisting workers to be employable. This study aimed to investigate the relationship between career anchors and employability. The effort of researching these concepts is geared towards adding to the knowledge base in the field of Industrial and Organisational Psychology, so that the current organisation from which the sample was chosen and other organisations in South Africa can adopt a strong career management culture. A quantitative survey using primary data was conducted on a convenience sample (N=108) of full-time employees in a South African financial company. The Career Anchors Inventory (COI) and the Employability Attribute Scale (EAS) were used to gather data. The study found a statistically significant positive relationship between career anchors and employability. In addition, there were significant correlations between the sub-constructs of career anchors and employability, while significant differences in career anchor preferences and employability perceptions between males and females emerged. The only differences in career anchor preferences were detected between racial and age groups. The results indicate a mutual and positive relationship between career anchors and employability, which can be useful in career guidance in the 21st century. / Industrial and Organisational Psychology / M.A. (Industrial and Organisational Psychology)

The literature clearly indicates that service organizations are lagging behind their manufacturing counterparts in terms of the effective deployment of total quality management (TQM) practices aimed at achieving operational and strategic objectives. The objective of this study is to shed some light on the current TQM practices of service organizations. In general, the results of this study appear to confirm the reported literature findings concerning outcomes and benefits of effective TQM implementation. More importantly, the results underscore the differences in TQM implementation practices and benefits due to some industry-specific factors. The lack of commitment to TQM implementation on the part of high percentage of the surveyed service organizations in this study is alarming.

The research adopts the technological affordance approach and the theory of planned behavior (TPB) to examine the role of enterprise social media (ESM) in employee communication and its effects on employees in the context of mainland China. The research postulated that organizations can actualize affordances of ESM to influence employees' cognitive perceptions of ESM (i.e., attitude, subjective norms, and perceived behavioral control) that further affect their ESM use intention and relationships with organizations (i.e., employee-organization relationships; EORs). Using a mixed-methods approach to examine Enterprise WeChat (EWeChat), the research interviewed 36 participants to explore organizational actions of EWeChat affordance actualization and employee perceptions about EWeChat use in mainland China. An online survey with 427 mainland Chinese employees adopting EWeChat was conducted to investigate the role of ESM affordance actualization in forming the employees' intention to continuously use EWeChat, as well as in cultivating their EORs through their attitude, subjective norms, perceived behavioral control, and habits of EWeChat use. Key results of the research include the following. Thirteen EWeChat affordances and means of actualization (i.e., association, control, diversity, feedback, outeraction, perpetual contact, persistence, personalization, portability, privacy, social presence, synchronicity, and visibility) for specific organizational goals were identified. The influence of EWeChat affordance actualization on employees' intention to continuously use EWeChat was mediated by their perceived benefits and risks of EWeChat use. The utilitarian benefit, hedonic benefit, avoidance of work-life conflicts, social concerns, privacy concerns, and perceived behavioral control were positive indicators of the continuous EWeChat-use intention, while performance risk was a negative indicator. The effects of affordance actualization on EORs were partially mediated by employees' perceived utilitarian benefit and perceived professional image related to EWeChat use. The research extends the TPB to predict ESM use in Chinese workplaces. It explicates ESM affordance actualization as the interaction between ESM and organization (actor 1), and also between ESM and employees (actor 2). It also evidences that ESM can be used as a relationship cultivation tool. The research sheds light on how organizations in mainland China can effectively configure their ESM to maximize the efficacy and relational outcomes of its mobile application in employee communication

The research adopts the technological affordance approach and the theory of planned behavior (TPB) to examine the role of enterprise social media (ESM) in employee communication and its effects on employees in the context of mainland China. The research postulated that organizations can actualize affordances of ESM to influence employees' cognitive perceptions of ESM (i.e., attitude, subjective norms, and perceived behavioral control) that further affect their ESM use intention and relationships with organizations (i.e., employee-organization relationships; EORs). Using a mixed-methods approach to examine Enterprise WeChat (EWeChat), the research interviewed 36 participants to explore organizational actions of EWeChat affordance actualization and employee perceptions about EWeChat use in mainland China. An online survey with 427 mainland Chinese employees adopting EWeChat was conducted to investigate the role of ESM affordance actualization in forming the employees' intention to continuously use EWeChat, as well as in cultivating their EORs through their attitude, subjective norms, perceived behavioral control, and habits of EWeChat use. Key results of the research include the following. Thirteen EWeChat affordances and means of actualization (i.e., association, control, diversity, feedback, outeraction, perpetual contact, persistence, personalization, portability, privacy, social presence, synchronicity, and visibility) for specific organizational goals were identified. The influence of EWeChat affordance actualization on employees' intention to continuously use EWeChat was mediated by their perceived benefits and risks of EWeChat use. The utilitarian benefit, hedonic benefit, avoidance of work-life conflicts, social concerns, privacy concerns, and perceived behavioral control were positive indicators of the continuous EWeChat-use intention, while performance risk was a negative indicator. The effects of affordance actualization on EORs were partially mediated by employees' perceived utilitarian benefit and perceived professional image related to EWeChat use. The research extends the TPB to predict ESM use in Chinese workplaces. It explicates ESM affordance actualization as the interaction between ESM and organization (actor 1), and also between ESM and employees (actor 2). It also evidences that ESM can be used as a relationship cultivation tool. The research sheds light on how organizations in mainland China can effectively configure their ESM to maximize the efficacy and relational outcomes of its mobile application in employee communication

Research does not address how staff in the United States perceive employee engagement in the university system. Leadership training and communication for managers are essential processes that help staff become highly engaged in universities. The purpose of phenomenological study was to explore the views of employees in a selected university within the state of Georgia in an attempt to address positive employee engagement in the academic environment. The engagement theory and social exchange theory were used as the conceptual frameworks to explore how employees engaged in their department working with their managers. To address this question, a purposeful sample of 15 females and 5males full time employees who had a direct line reporting relationship to a manager were selected from one university in the state of Georgia. The research questions indicated what lived experiences of Georgia School system employees feel about engagement and the factors employees identify as the influence on employee engagement. Employees responded to a questionnaire, containing 14 open ended questions, to gather rich data on their lived experiences. Open hand and axial coding extracted data to identify the emergent themes, such as: incentives, increased morale, increased confidence and reverence of management, reward based performance, and organizational productivity. These findings indicate that managers must learn to meet the needs of the employees to positively address employee engagement. This research contributes to positive social change by adding insights for managers seeking to increase productivity.

Organizational systems from a variety of fields and industries have begun to investigate and evaluate the skills, strategies, and lessons learned from conflict. Yet, many of the findings are isolated to their specific organizations or industries, decreasing the impact of the newly emerging knowledge. Due to the lack of interconnectedness in the fields and industries, this study poses the following research question: How do organizations develop skills and strategies to respond to internal and external conflict within systems? The purpose of this grounded meta-analysis was to discover what skills and strategies organizations learn through the process of managing conflict and to utilize the findings to develop a comprehensive integrated conflict development model to aid organizations in the development of their systems. The study utilized Hossler and Scalese-Love’s (1989) grounded meta-analysis methodology. Theories such as systems theory, social constructivism, and frame analysis were used to inform the development of the new theoretical framework: the roadmap for organizational conflict management systems (ROC framework). From an initial sample of 33 reports from 1990 to the present indicating conflict, I reviewed 12 executive reports and publications relating to conflict in organizations (before, during, or after conflict). Data analysis produced a framework including a holistic, transparent, and innovative context for learning, using strategies of communication, knowledge sharing, support, and collaboration. The resulting ROC framework is presented in the form of a chart to assist organizations in developing an integrated conflict management system resulting in organizational effectiveness, cooperative conflict management, and a culture of openness and trust.