Information privacy in organizations: Empowering creative and extrarole performance.

Alge, Bradley J.; Ballinger, Gary A.; Tangirala, Subrahmaniam; Oakley, James L.

doi:10.1037/0021-9010.91.1.221

Cited by 251 publications

(210 citation statements)

References 61 publications

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“…Normally, when employees receive support and guidance, they become more conscious of their authority and competency with regard to a task's progression and outcome, and thus develop an enhanced level of autonomy (Spreitzer, 1996). When subordinates are motivated intrinsically, they espouse corporate principles and guidelines (Gagne & Deci, 2005), feel they have the freedom to make decisions and are acknowledged for their efforts (Alge, Ballinger, Tangirala, & Oakley, 2006), and believe they have competence and autonomy.…”

Section: Transformational Leadership Job Autonomy and Organizationalmentioning

confidence: 99%

Role of Leadership in Employees’ Work Engagement: Organizational Identification and Job Autonomy

Gözükara¹,

Şimşek²

2015

IJBM

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Transformational leadership is a style of leadership that leads to transformation in the opinions and beliefs of followers. The behaviors of transformational leaders result in higher levels of follower commitment and engagement. Work engagement refers to followers' feelings regarding their work in terms of what their work means to them and to what extent they want to show full concentration. The present study examines the effect of transformational leadership on work engagement by focusing on the mediator roles of job autonomy and organizational identification. The study data was collected using questionnaires from 252 participants working in higher education. The data was analyzed using structural equation modeling. The results supported study hypotheses, demonstrating that transformational leadership had a positive effect on work engagement, and job autonomy and organizational identification fully mediated the relationship between transformational leadership and work engagement. The findings from this research specifically highlight the significant impact of job autonomy and organizational identification on work engagement within the context of leadership.

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Section: Transformational Leadership Job Autonomy and Organizationalmentioning

confidence: 99%

Role of Leadership in Employees’ Work Engagement: Organizational Identification and Job Autonomy

Gözükara¹,

Şimşek²

2015

IJBM

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“…Ces dimensions sont cohérentes avec le domaine de la performance adaptative puisqu'elles ont pour objectif d'encourager les employés à gérer leur travail de manière autonome (Konczak, Stelly et Trusty, 2000 ;Raub et Robert, 2010), d'influencer positivement leurs attitudes vis-à-vis de l'apprentissage et du développement de leurs compétences (Ford et Fottler, 1995), d'encourager leur créativité (Alge et al, 2006 ;Konczak, Stelly et Trusty, 2000 ) ainsi que leur flexibilité et leur réactivité face à une situation nouvelle (Ahearne, Mathieu et Rapp, 2005 ;Scott et Bruce, 1994).…”

Section: L'habilitation Du Supérieurunclassified

L’effet de l’habilitation sur la performance adaptative des employés

Charbonnier-Voirin¹,

Akremi²

2011

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Les résultats d’une étude menée auprès de 390 employés, obtenus à l’aide de la méthode des équations structurelles, mettent en lumière une influence positive de l’habilitation du supérieur sur la performance adaptative des subordonnés. Les résultats montrent également que la perception d’un soutien de la direction favorise la réussite de l’habilitation du supérieur, en agissant comme une ressource émotionnelle valorisée par les employés dans leur stratégie d’adaptation.Si les recherches antérieures ont généralement focalisé leur attention sur les antécédents individuels de la performance adaptative, l’étude de l’influence des pratiques managériales sur ce type de performance est en revanche délaissée. Dans cette perspective, l’objectif de cet article est d’explorer l’effet de l’habilitation du supérieur (managerial empowerment) sur la performance adaptative au travail, processus visant à accroître l’étendue du pouvoir des individus et leurs capacités à contrôler leur travail. Les cas d’échec des pratiques d’habilitation nous conduisent également à étudier les conditions sous lesquelles ces pratiques peuvent faciliter le développement de la performance adaptative.Face à la complexification des situations de travail, la capacité des employés à apprendre de nouvelles compétences, à interagir avec divers acteurs et à s’adapter à de nouveaux contextes est devenue essentielle pour la compétitivité des entreprises. Ces comportements au travail, regroupés sous le nom de performance adaptative, sont désormais considérés comme un facteur crucial pour permettre aux organisations d’atteindre leurs objectifs dans un environnement marqué par le changement continu, la complexité et l’incertitude. Ce construit est encore peu étudié.Results, obtained using structural equation modeling on a sample of 390 French employees, supported our hypotheses. They highlighted the positive effect of managerial empowerment on adaptive performance. In addition, results showed that empowerment was more strongly related to adaptive performance when perceived supervisor support was high.The primary aim of this study is to examine the effect of managerial empowerment on employees’ adaptive performance. Failures of empowerment practices also suggest the need to study the boundary conditions under which managerial empowerment can facilitate adaptive performance.As the nature of work is changing, employees’ adaptive performance (employees’ ability to work creatively, learn new skills, and adapt to diverse social contexts and new environments) becomes a prominent factor that helps organizations attain their objectives. Previous research has mainly focused on individual differences as predictors of adaptive performance. In contrast, the role of managerial variables in promoting adaptive performance has been overlooked.Los resultados de una e...

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“…Some empirical studies of online information privacy were not included in this analysis because they did not meet other selection criteria. For example, Alge et al (2006) utilized an employee rather than consumer focus, included only "perceived risk of information disclosure" in the nomological network as opposed to investigation of a defined "privacy concern", Liu et al (2005) studied consumer "perceived privacy" in online transactions as a positive condition, but did not measure consumer "concern", and Ackerman et al (1999) did not provide factor analyses of the privacy concern construct nor place the construct in a nomological network thereby making empirical comparison impossible.Although the reviewed studies met the selection criteria, they exhibited numerous differences. It was these differences that highlighted the increasing need for a consistent treatment of consumer information privacy concern and provided the basis for this analysis.…”

mentioning

confidence: 99%

Improving Municipal Information and Knowledge Management Capabilities: Case Study

Ekionea

Fillion

Koffi

2012

J. Info. Know. Mgmt.

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AcknowledgementsThere is a great deal of work to coordinate and administer all of the activities of the Atlantic Schools of Business Conference. In particular, the coordination of activities from the call for papers to the acceptance process is very extensive. We would like to thank the many people involved to help us with this central aspect of the conference. Thanks to Ms. Amanda Strongman who took on the initiative and perseverance to automate the paper submission process using Easy Chair this year. The use of this tool provided many insights from an organizing perspective that were invaluable. We would also like to thank the track chairs (see next section for a track chair list) who provided timely and helpful feedback about how to improve the process and managed the review process for the papers submitted to their tracks. Their commitment to getting reviews for all papers and providing feedback to authors involved an immense amount of work which we are thankful they took on. Finally, we would like to thank all the reviewers who took the time to review papers in their area of expertise and offer constructive feedback to authors to help improve their work. This process relies on volunteers from across the region. We are grateful that the spirit of academic development and achievement is alive and well! Your contributions in this area make the ASB conference possible! Sincerely, Wendy R. Carroll Conference Chair Atlantic Schools of Business Executive Stream PageAccounting 1 Business Communications 13 Business History 50Finance 84 Human Resources and Industrial Relations 197 Information Systems 258 Management Education 307Marketing 323 Organizational Theory 384Strategy 430 ASB Conference 2011 Proceedings Accounting StreamUniversity of PEI IntroductionCorporate Social Responsibility (CSR) has received growing attention in the last several decades. Its impact dramatically reached the top echelons of the United Nations when UN Secretary-General Kofi Annan proposed The Global Compact at the World Economic Forum in Davos, Switzerland in 1999 (Bitanga and Bridwell, 2010). The Global Compact has grown to encompass more than 8,700 corporate participants and others stakeholders, including over 7,700 businesses in 130 countries around the world (United Nations Global Compact, 2011a).The UN Global Compact is a voluntary initiative that relies on public accountability, transparency, and enlightened corporate self-interest. The basic idea is that the voluntary involvement of companies in the areas of human rights, labor rights, environmental degradation, and anti-corruption can encourage private innovation and concern within these areas in a manner that regulation has been unable to adequately achieve, thereby hastening the emergence of a more sustainable and just future (Kell and Levin, 2002).The benefits for companies voluntarily affiliating with the UN Global Compact have been little documented from an empirical perspective. A survey by Cetindamar and Husoy (2007) documented the motivations of some firms for adherin...

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Information privacy in organizations: Empowering creative and extrarole performance.

Cited by 251 publications

References 61 publications

Role of Leadership in Employees’ Work Engagement: Organizational Identification and Job Autonomy

Role of Leadership in Employees’ Work Engagement: Organizational Identification and Job Autonomy

L’effet de l’habilitation sur la performance adaptative des employés

Improving Municipal Information and Knowledge Management Capabilities: Case Study

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