The influence of organizational democracy on employees' socio‐moral climate and prosocial behavioral orientations

Weber, Wolfgang; Unterrainer, Christine; Schmid, Birgit E.

doi:10.1002/job.615

Cited by 102 publications

(135 citation statements)

References 45 publications

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“…The belief that their input is valued increases employees' trust in the firm's leadership (McCauley & Kuhnert, 1992), augments organizational commitment (Weber, Unterrainer, & Schmid, 2009) and enhances employee performance (Ye, Marinova, & Singh, 2007). Nutt (1998) examined 376 cases involving attempts to implement strategic decisions (including mergers, buyouts and restructuring), concluding that giving the parties a voice in the decision-making process greatly improved the chances of success.…”

Section: The International Journal Of Human Resource Management 15mentioning

confidence: 99%

Untangling micro-behavioral sources of failure in mergers and acquisitions: a theoretical integration and extension

Friedman

Carmeli

Tishler

et al. 2015

The International Journal of Human Resource Management

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Research in the field of mergers and acquisitions (M&A) has extensively examined potential sources of failure and success. However, despite increasing attention from scholars, only a handful of studies have actually investigated M&A processes. Adopting a process perspective is crucial to unraveling the underlying microbehavioral foundations of M&A. This paper focuses on why M&As rarely reach their full potential. Specifically, we address these issues by providing an in-depth review of mechanisms contributing to M&A failure and developing a processual framework. We argue that behavioral factors at the individual and organizational levels impede rational and effective decision-making before, during and after an acquisition and suggest that communication climate plays a vital role in facilitating effective integration and may serve as a platform to improve M&A performance.

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Section: The International Journal Of Human Resource Management 15mentioning

confidence: 99%

Untangling micro-behavioral sources of failure in mergers and acquisitions: a theoretical integration and extension

Friedman

Carmeli

Tishler

et al. 2015

The International Journal of Human Resource Management

View full text Add to dashboard Cite

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“…Conversely, organizational democracy, which may extend to employee-owned and self-governed enterprises, may be the most comprehensive form of DLA (Wegge et al 2010). Studies have shown that democratic company structures are positively related with employee ethical value orientation and democratic engagement orientation towards society (Unterrainer et al 2011;Weber et al 2009). In addition to the potential positive effects of a democratic approach of DLA, there are concerns that distributed leadership is merely a new way to deliver top-down policies (Harris 2013).…”

Section: Practical Implicationsmentioning

confidence: 99%

Distributed Leadership Agency and Its Relationship to Individual Autonomy and Occupational Self-Efficacy: a Two Wave-Mediation Study in Denmark

2017

Self Cite

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The purpose of the present study is the investigation of distributed leadership agency (DLA). DLA is an activity-based concept, which is defined as employees' active participation in leadership tasks. By combining a descriptive and a normative approach DLA has the potential of real employee empowerment. It can protect from arbitrary managerial power and lead to employees' personal development through sharing organizational resources, influencing leadership activities and joint decision making in companies. The study examines individually perceived autonomy as an antecedent and employees' occupational self-efficacy as an outcome of DLA over time. Furthermore, the study tests the mediating role of DLA on the autonomy -selfefficacy relationship. The two-wave study applied an online survey in a Danish municipality with a time lag of seven months. We used regression analyses for testing the cross-sectional as well as cross-lagged relationships and an autoregressive model for analyzing the half-longitudinal mediation. The results revealed a significant positive effect of DLA on employees' occupational self-efficacy cross-sectionally at Time 1 (n = 117) and Time 2 (n = 67), as well as cross-lagged (n = 67). The cross-sectional and cross-lagged findings also support a significant positive impact of autonomy on DLA. However, DLA only mediated the autonomy-self-efficacy relationship cross-sectionally, but not over time. Computed alternative causal models corroborate the proposed direction of our hypothesized relationships. These results provide first evidence that structural features such as autonomy are timely prior to action-related behavior (DLA), and that participating in leadership tasks enhances employees' occupational self-efficacy.

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“…a climate of democratic participation in terms of cooperation, communication, openness, appreciation, trust and respect. The socio-moral climate describes context conditions for individual and organizational change, and innovation and is expected to be crucial for participative team processes (Weber et al, 2009). Regarding the team process, we focus on the processes of debating and integrating different viewpoints into decisions, as these processes are the most important steps in innovation processes (Scholl, 2009;Simons et al, 1999).…”

Section: Introductionmentioning

confidence: 99%

Socio-moral climate, debate, and decision comprehensiveness interplay for team innovation

Seyr

Vollmer

2014

International Journal of Conflict Management

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Purpose -The aim of this paper is to address both the socio-moral climate and how teams process debate and decision comprehensiveness as pre-conditions for team innovation. Design/methodology/approach -A total of 67 teams comprising 413 participants were surveyed. Data were analyzed with a multiple-step multiple-mediation procedure. Findings -The socio-moral climate was positively related to innovation. The positive relation between the socio-moral climate and innovation was mediated stepwise through debate and decision comprehensiveness.Research limitations/implications -To overcome the limitations of a cross-sectional design, future research opportunities exist in the longitudinal evaluation of participatory socio-moral climates and comparisons between organizations. Debate and decision comprehensiveness can be further studied using behavior-based methodological designs, such as observation.Practical implications -From this study, practitioners can learn of the needs and opportunities for participative approaches when managing innovation in teams. Promoting a socio-moral climate of cooperation, communication, openness, appreciation, trust and respect and leaving open the possibility that debating can help integrative decision comprehensiveness and thus innovation. Originality/value -This paper expands the literature on organizational climate, debate, decision comprehensiveness, and innovation. On the one hand, the results empirically linked the socio-moral climate, a theoretically well-founded climate construct, to process variables. On the other hand, the literature on debate and decision comprehensiveness was expanded by adding the socio-moral climate as a pre-condition of debate and decision comprehensiveness. Furthermore, both were linked to a crucial outcome variable, innovation.

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The influence of organizational democracy on employees' socio‐moral climate and prosocial behavioral orientations

Cited by 102 publications

References 45 publications

Untangling micro-behavioral sources of failure in mergers and acquisitions: a theoretical integration and extension

Untangling micro-behavioral sources of failure in mergers and acquisitions: a theoretical integration and extension

Distributed Leadership Agency and Its Relationship to Individual Autonomy and Occupational Self-Efficacy: a Two Wave-Mediation Study in Denmark

Socio-moral climate, debate, and decision comprehensiveness interplay for team innovation

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