Fostering Employee Cooperation Behavior in the Federal Workplace: Exploring the Effects of Performance Management Strategies

Fu, Kai-Jo; Hsieh, Jun-Yi; Wang, Tae Kyu

doi:10.1177/0091026018801038

Cited by 9 publications

(6 citation statements)

References 112 publications

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“…In a recent study, it was found that cooperative behaviors among workers improve organizational performance and help organizations reach their set goals (Fu et al, 2018). Cooperative culture results in a friendly environment conducive to higher performance.…”

Section: Hypotheses Development 31 Cooperative Culture and Organizati...mentioning

confidence: 99%

“Knowledge management practices” as moderator in the relationship between organizational culture and performance in information technology companies in India

Shea

Usman²,

Arivalagan³

et al. 2021

VJIKMS

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Purpose The purpose of this study is to empirically examine knowledge management (KM) practices as a moderator in the relationship between organizational culture and performance. The effect of four types of organizational culture on organizational performance was studied. In addition to direct effects, most importantly, KM practices as a moderator in strengthening the culture-performance relationship were empirically examined. Design/methodology/approach A carefully crafted survey instrument was distributed and data was collected from 1,255 respondents from 10 information technology companies in India. After checking the psychometric properties of the instrument, this paper performs hierarchical regression to test hypotheses. Findings The results reveal that: cooperative culture, innovative culture, consistent culture and effectiveness culture were all positively and significantly related to organizational performance; KM practices were positively and significantly related to organizational performance, KM practices moderate the relationship between various dimensions of organizational culture and organizational performance. Research limitations/implications As with any survey-based research, the present study suffers from the problems associated with self-report measures. These are common method bias and social desirability bias. However, this study attempts to minimize these limitations by following appropriate statistical techniques. Practical implications This study contributes to both practicing managers and the literature on KM and organizational culture. The study suggests that managers use KM practices, which are all-pervasive and very important for improving organizational performance. The results highlight the importance of implementing KM practices in organizations. Originality/value This study provides new insights into the importance of KM practices in achieving sustained competitive advantage by achieving organizational effectiveness. To the knowledge, the importance of KM practices is underemphasized in organizational culture research.

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Section: Hypotheses Development 31 Cooperative Culture and Organizati...mentioning

confidence: 99%

“Knowledge management practices” as moderator in the relationship between organizational culture and performance in information technology companies in India

Shea

Usman²,

Arivalagan³

et al. 2021

VJIKMS

View full text Add to dashboard Cite

show abstract

“…The literature also highlights how supervisor approach orientation is negatively associated with burnout, distress, and emotional exhaustion (Cardozo et al., 2012; Lahiri et al., 2017), all of which would negatively influence organizational commitment and retention (Demerouti et al., 2001). Conversely, supervisor approach orientation improves cooperative behaviors (Fu et al., 2019). Owing to the positive effects of supervisor approach orientation, we hypothesize the following:…”

Section: Theoretical Framework and Hypotheses Developmentmentioning

confidence: 99%

The influence of trauma on internal integration: An approach‐avoidance analysis in disaster relief operations

Brooks,

Shaheen,

Dobrzykowski

2023

Production and Operations Management

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Disaster relief workers face unique factors in their operating environments that can inhibit internal integration. For example, disaster relief often involves exposure to traumatic events affecting relief workers’ commitment to cooperation and the organization. As such, disaster relief organizations dedicate substantial amounts of scarce resources to support workers exposed to trauma. Unfortunately, contradictory views exist in the literature on how trauma exposure affects commitment and integrative behaviors and how supervisor support influences these relationships. Based on the approach‐avoidance coping theory, we test whether trauma exposure has positive or negative effects. We test our hypotheses on data from 300 disaster relief workers collected using a 2 × 3 factorial scenario‐based experiment. We find that trauma exposure evokes avoidance coping behaviors, which decrease individuals’ cooperative disposition and approach coping behaviors, which motivate organizational commitment. Next, we show that both forms of commitment have a nonlinear convex relationship with internal integration and mediate the relationship between trauma exposure and internal integration. Finally, we find that supervisor support amplifies these relationships. When exposed to trauma, supervisor approach and avoidance orientations provide higher internal integration levels than subjects exposed to no supervisor support. These findings extend the literature on disaster relief management, integration, and support, guiding decision‐making regarding support investments in disaster relief organizations.This article is protected by copyright. All rights reserved

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“…The fact that individuals act within the scope of a common goal means collaboration (Fu et al, 2019). When we look at the literature, we see various definitions of collaboration.…”

Section: Collaborationmentioning

confidence: 99%

Örgütsel kibirlilik algısının örgüt içi duygu ve davranışlara etkisi

YAŞAR,

GÜNDOĞAN,

ALKAN

et al. 2023

Dokuz Eylül Üniversitesi Sosyal Bilimler Enstitüsü Dergisi

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Arrogant behaviors negatively affect relations and communication within the organization. The primary purpose of the research is to determine the effects of colleague arrogance on collaboration, organizational gossip, and emotional exhaustion. Quantitative research method was adopted. Within the scope of the research, a questionnaire form was prepared on an online platform and applied between 16 January-10 February 2023. The questionnaire was sent to the academicians via e-mail, and 391 academicians participated. Looking at the results of the regression analysis, the perception of colleague arrogance has a negative and significant effect on the collaboration of academicians. The perception of colleague arrogance positively and significantly affects the emotional exhaustion of academicians. When we look at another finding, colleague arrogance positively and significantly affects negative work gossip. At the same time, the perception of colleague arrogance does not have a significant effect on positive work gossip. In conclusion, we think this research has brought a different and vital perspective to the perception of colleague arrogance. In organizational arrogance research, the importance of investigating the emotions and behaviors that occur in individuals has been put forward first.

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Fostering Employee Cooperation Behavior in the Federal Workplace: Exploring the Effects of Performance Management Strategies

Cited by 9 publications

References 112 publications

“Knowledge management practices” as moderator in the relationship between organizational culture and performance in information technology companies in India

“Knowledge management practices” as moderator in the relationship between organizational culture and performance in information technology companies in India

The influence of trauma on internal integration: An approach‐avoidance analysis in disaster relief operations

Örgütsel kibirlilik algısının örgüt içi duygu ve davranışlara etkisi

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