Can group diversity translate adhocracy culture into service innovative behavior among hospitality employees? A multilevel study

Yang, Mingjun; Qian, David

doi:10.1016/j.ijhm.2022.103332

Cited by 7 publications

(1 citation statement)

References 74 publications

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“…It comprises shared values, emphasizes collectivism, and is manifested through consistent interactions among organizational members (Wilkins & Ouchi, 1983). Second, an adhocracy culture also has a flexible approach to the structure but with an external focus and develops an atmosphere of continuous adaptability, which stimulates creativity in tasks and augments a risk-taking predisposition (Khurosani, 2013; Yang et al, 2022). Third, similar to the adhocracy culture, a market culture is focused on the external environment but with a control system intended to earn profits by aggressively competing and focusing on customer demands (Denison & Spreitzer, 1991).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Green Human Resource Management and Green Culture: An Integrative Sustainable Competing Values Framework and Future Research Directions

Maheshwari,

Kaur,

Renwick

2024

Organization & Environment

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This study aims to analyze the association between green human resource management practices and green culture and proposes a green competing values framework that entails four green cultures: green clan, green adhocracy, green market, and green hierarchy culture, adopted from Cameron & Quinn’s (2011) competing values framework. We elucidate that each green culture is shaped through ability-motivation-opportunity enhancing green human resource management practices in alignment with desired green beliefs, values, and symbols to achieve organizational sustainability goals. Thus, our model acts as a diagnostic toolkit for identifying the organization’s dominant green culture and how a specific green culture can be generated that assimilates with the organization’s green objectives. Our theoretical contributions include extending sustainable Human Resource Management (HRM) studies by employing a green competing values framework to enhance organizational and staff green behaviors, and critically appraising such outcomes to negate the adoption of standardized practices as descriptive, prescriptive solutions in green HRM studies. We provide implications for practice and elucidate future research directions in organizational sustainability and green HRM.

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Section: Theoretical Backgroundmentioning

confidence: 99%