Psychological Approaches to Values in Organizations and Organizational Behavior Management

Herbst, Scott A.; Houmanfar, Ramona A.

doi:10.1080/01608060802714210

Cited by 30 publications

(21 citation statements)

References 40 publications

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“…These findings show that subjective norms become an important factor when a perpetrator"s intention is clearly malicious (i.e., intentional destruction and detrimental misuse) or intentionally ignoring. From an organizational point of view, when an employee is confronted with a dilemma either to engage in dysfunctional behavior or to refuse it altogether, a work environment, which forms a basis of reference to important others, plays an important role [see 110,111,112]. If the employee feels important others would take similar (unwarranted) action, it is very likely that he or she will engage in IS security malpractices.…”

Section: Resultsmentioning

confidence: 99%

Dysfunctional information system behaviors are not all created the same: Challenges to the generalizability of security-based research

Djajadikerta

Roni

Trireksani

2015

Information & Management

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Please cite this article as: H.G. Djajadikerta, S. Mat Roni, T. Trireksani, Dysfunctional information system behaviors are not all created the same: Challenges to the generalizability of security-based research, Information and Management (2015), http://dx.doi.org/10.1016/j.im. 2015.07.008 This is a PDF file of an unedited manuscript that has been accepted for publication. As a service to our customers we are providing this early version of the manuscript. The manuscript will undergo copyediting, typesetting, and review of the resulting proof before it is published in its final form. Please note that during the production process errors may be discovered which could affect the content, and all legal disclaimers that apply to the journal pertain.

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Section: Resultsmentioning

confidence: 99%

Dysfunctional information system behaviors are not all created the same: Challenges to the generalizability of security-based research

Djajadikerta

Roni

Trireksani

2015

Information & Management

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“…Herbst and Houmanfar (2009) discussed ways in which organizational leaders can help their employees align their individual goals with those of the organization. They argued that organizational values are "principled statements formulated by organizational leaders that direct the formation of organizational processes and the responses to environmental events" (pp.…”

Section: Leadership Practicesmentioning

confidence: 99%

The Cost of Affluence: a Closer Look at the Food Industry

Brown

Houmanfar

2015

Behav. Soc. Iss.

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There is often much confusion among consumers in the U.S. as to which food products are healthy for humans and which products are not. One reason why this occurs may be seen in the disconnect among results of various scientific research studies. A prominent example involves one set of research results that indicate that meat and dairy products are healthy for humans to consume (Biesalski, 2005;Pereira & Vincente, 2013), while results from other research indicate that animal-based foods are detrimental to human development and can lead to health issues (Campbell & Campbell, 2006;Esselstyn, 2001). This paper aims to define and identify some externalities/internalities that exist within the food industry as well as utilize a behavioral systems approach, including an analysis of the relevant meta and macrocontingencies and the interlocked relationship formed between the two. Additionally, the three processes of selection within the metacontingency (leadership practices, aggregate product by consumers, and group rules) are addressed as they relate specifically to the food industry in hopes of offering potential solutions for change initiatives at each level. Various strategies for changing the current practices surrounding the production and consumption of potentially harmful food products are also addressed, with a focus on the altering of leadership practices and changes in consumer behavior. By utilizing what we know about organizational practices and how to better those practices through incentives (i.e., tax breaks, cooperatives), we can hope to see healthier options for food available to all U.S. consumers.

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“…A change of values is possible only through fostering the preferred behavior patterns, which manifest relevant values (Scott, Herbst & Houmanfar, 2009). …”

Section: Personal Characteristics Of Effective Managers In Organizatimentioning

confidence: 99%

“…Individual values are usually described as objects in the environment that people work for or desire (Locke, 1976), and organizational values are usually described as the things an organization must do in order to survive and thrive (Tosti, 2005). Therefore, values have consequences for behavior (Herbst, 2009). Cameron and Quinn showed convincingly that each type of OC eventually attracts managers with specific types of values and determines the manifestation of the individual psychological peculiarities of personnel, including managerial peculiarities in the format of the behavioral model of the specific type of OC.…”

Section: Introductionmentioning

confidence: 99%

Personal characteristics of effective managers in organizational cultures of different types

Zakharova¹,

Korobeynikova²

2015

Psych. Rus.

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Since the 1990s Russian enterprises have been experiencing difficulties in transitioning to the market-innovative model of development. In the context of the current variability of management paradigms, we had an opportunity to study the internal and external regulators of organizational changes that are typical for a transitioning economy. Organizational culture (OC) was studied as an external factor, while the personal traits of middle managers were viewed as internal factors because these managers are the agents for values and for behavior models, from corporate directives to "front-desk" personnel. The goal of this theoretical and empirical study was to determine the personality traits of middle managers who were deemed effective by top management in companies transitioning to the market-innovative model of development in the context of different types of OCs.During the preliminary stage, we conducted a comparative analysis of the requirements for the personal traits of middle managers who are working in stable conditions as well as in conditions of transfer to the market-innovative model of development, and we selected the relevant methods of empirical research. During the first stage of the empirical part of our research we defined a group of four enterprises with OCs of different types, identified their effective mid-level managers based on expert evaluations by the top leadership, and formed test groups. During the second stage we studied the personal characteristics of these managers.We determined that the personality traits of managers deemed effective by their leaders form integral complexes, which in turn correlate in a certain way with the type of OC of an enterprise. We identified four models of an effective manager: Mentor, Dictator, Innovator, and Businessman; these managers have varying degrees of work productivity, value priorities in the development of OC, personal self-concepts, organizational leadership skills, and types of decision-making. It has been demonstrated that in the evaluation of the effectiveness of a manager of an enterprise, the correspondence of his/her personal traits to the characteristics of the OC prevailing in the company is a more important factor than his/her agreement with the long-term goals of the company and, therefore, with the more promising type of OC. This phenomenon opens a way to utilize such functions of OC as internal integration but prevents external adaptation, which in turn becomes a serious psychological obstacle in the development of an enterprise. 70 L. N. Zakharova, E. V. KorobeynikovaThe OC of an enterprise has a powerful potential to attract employees with certain sets of psychological traits. Important tasks for the psychological support of the organizational development of an enterprise could be the development of a criteria database for the evaluation of managers and the development of a management talent pool based on the market-innovative vector of development of an enterprise with relevant changes in the OC.

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Psychological Approaches to Values in Organizations and Organizational Behavior Management

Cited by 30 publications

References 40 publications

Dysfunctional information system behaviors are not all created the same: Challenges to the generalizability of security-based research

Dysfunctional information system behaviors are not all created the same: Challenges to the generalizability of security-based research

The Cost of Affluence: a Closer Look at the Food Industry

Personal characteristics of effective managers in organizational cultures of different types

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