More ethical, more innovative? The effects of ethical culture and ethical leadership on realized innovation

Wal, Zeger van der; Demircioğlu, Mehmet Akif

doi:10.1111/1467-8500.12423

Cited by 20 publications

(13 citation statements)

References 83 publications

(112 reference statements)

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“…A number of recent studies in the public sector setting have demonstrated that gender, age, working location, resources, work experience, education, and communication affect innovation and innovative behaviors (e.g. Bankins et al., 2017; Fernandez and Pitts, 2011; Nasi et al., 2011; Suseno et al., 2020; Torugsa and Arundel, 2016; Van der Wal and Demircioglu, 2020). According to descriptive statistics (see Table 1), 56% of the respondents were male and 44% were female.…”

Section: Methodsmentioning

confidence: 99%

Innovative work behaviors and networking across government

Demircioğlu

Hameduddin

Knox

2021

International Review of Administrative Sciences

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Public organizations have long faced pressures to become more innovative and entrepreneurial. This has been accompanied by a shift from traditional bureaucratic structures toward public management networks, both in scholarship and practice. We use the example of the Australian public service and its emphasis on increased networking to examine whether increased networking behavior is associated with greater innovative work behaviors. In developing our theoretical model, we hypothesize that networking activities are positively related to innovative work behaviors but that too few or too many networked actors are negatively associated with innovative work behaviors. Our analysis finds that networking practices are, indeed, associated with greater levels of innovative work behaviors but that they differ between the type of stakeholders public managers engage with. In addition, we find only limited evidence of a curvilinear relationship between these two constructs. The article ends with implications for research and practice. Points for practitioners Public organizations around the world are under pressure to become more innovative and collaborative. This is especially the case in the Australian public service. One way to achieve innovation is to encourage innovative work behaviors. We find that increased networking by public managers is associated with higher levels of innovative work behaviors. Contrary to our hypotheses, we find limited evidence of a curvilinear relationship between networking and innovative work behaviors, that is, too little or too much networking was not associated with reduced innovative work behaviors.

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Section: Methodsmentioning

confidence: 99%

Innovative work behaviors and networking across government

Demircioğlu

Hameduddin

Knox

2021

International Review of Administrative Sciences

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“…Therefore, the components of work ethic are deemed to include the requirement to save time, reduce leisure time, as well as the precept not to consume rewards, as they change people's attitude towards other values. Also, worth mentioning are new research results on studies regarding the relationship of ethical culture and leadership with employees' innovation [25,26].…”

Section: Work Ethic As a System Of Attitudes And Beliefsmentioning

confidence: 99%

“…Thus, if both work ethics and intrinsic motivation are associated with job satisfaction and innovation [21,25,44], it can be assumed that the work ethic and motivation also show significant relationships. The important question is which components of ethics are most strongly associated with intrinsic motivation and which are weaker.…”

Section: Plos Onementioning

confidence: 99%

Relationships between work ethic and motivation to work from the point of view of the self-determination theory

2021

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Most studies on motivation to work concentrate on its environmental and situational antecedents. Individual values are not the point of interest of empirical analyses. The aim of the research described in the paper was to seek possible relationships between work ethic and motivation to work. A hypothesis was put forward that work ethic, in the classical Weberian approach, is connected with motivation to work, from the point of view of Ryan’s and Deci’s self-determination theory. The study on a sample of 405 Polish employees was conducted with use of the Polish version of Multidimensional Work Ethic Profile MWEP-PL and Work Extrinsic and Intrinsic Motivation Scale, in the Polish adaptation WEIMS-PL. The Canonical Correlation Analysis was used to assess the simultaneous interrelationships between two sets of the variables measured. The results show that selected dimensions of work ethic, such as centrality of work, valuing hard work, perceiving work as an obligation, anti-leisure sentiment and delay of gratification are positively related to autonomous dimensions of motivation: intrinsic motivation, integration and identification, and non-autonomous introjection. Attributing a high value to hard work, including the conviction that it leads to success, aversion to wasting time and self-reliance correlate positively with taking up work for extrinsic rewards and with the desire to acquire a positive opinion about oneself as well as gain approval and recognition from others. Work ethic is connected on the one hand with autonomous motivation, including in particular intrinsic motivation, and on the other hand with extrinsic motivation, with the striving for success, which is the result of work. After empirical verification the findings could become a base for training programs and shape the way of influencing people’s motivation, morale, attitude towards work and job satisfaction. They can result in the way employees are managed and selected for different tasks.

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“…With regard to the implementation of sustainable or ethical orientation in companies, these focus in their implementation on the areas of processes, products and management. The focus is on clearly defined and standardised processes with a focus on sustainable products and a commitment to sustainability on the part of the management [19].…”

Section: Results Of the Online Surveymentioning

confidence: 99%

“…as entrepreneur, politician, customer or owner) and shows ethically "correct" (sustainable) behaviour here. From the literature, the following aspects can be named as the first relevant success factors for the formulation, operationalisation and implementation of ethical standards: existence of a sustainable corporate mission statement, existence of entrepreneurial resources, existence of a guiding regulatory framework, documentation of sustainable behaviour in the company as well as behaviour analogous to and measurement of entrepreneurial behaviour on indices and with the help of reporting standards [19,20].…”

Section: The State Of the Problem In The Literaturementioning

confidence: 99%

Perspectives, implementability and measurability of ethical principles in management

Sievers

2021

SHS Web Conf.

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Ethical behaviour in companies is built on principles, rules, values and resources. As integrative ethics, the macro level ensures a long-term and sustainable orientation of the company in the context of business ethics. The macro level ensures that the company can change its role from “expactant” to “creator” with regard to corporate ethics. The mezzo level prevents unethical behaviour in companies by offering them the opportunity to reflect on their own behaviour in the context of (government) guidelines. Finally, the micro level is considered essential. It creates the systemic preconditions for companies to be able to fulfil their ethical duties and take responsibility for their actions. Partnerships and networks play a central role in this context. Against this background, the existence of a regulatory framework, the measurement of ethical corporate behaviour with the help of standards and reporting, the existence of a sustainable corporate mission statement as well as the availability of necessary resources and the documentation of sustainable behaviour in the company can be derived from the literature as central success factors for the implementation of ethical standards in companies. These factors are compared by means of empirical research with a focus on the packaging industry in Germany, Switzerland and Austria so that the existence of a guiding regulatory framework in society and a sustainable corporate mission statement emerge as the final and particularly relevant characteristics for an ethically-sustainable company, the referencing of one’s own behaviour to sustainability indices, the use of the same (in particular the Dow Jones Sustainability (DJSI) and the Financial Times Stock Exchange (FTSE4 Good) indices) in reporting, the reference to the Sustainable Development Goals (SDGs) in the formulation of the corporate objective and the use of voluntary standards in sustainability reporting.

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More ethical, more innovative? The effects of ethical culture and ethical leadership on realized innovation

Cited by 20 publications

References 83 publications

Innovative work behaviors and networking across government

Innovative work behaviors and networking across government

Relationships between work ethic and motivation to work from the point of view of the self-determination theory

Perspectives, implementability and measurability of ethical principles in management

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