The moderating role of remote work in the relationship between organizational culture and OCB: case studies from the financial sector

Abstract

PurposeThe purpose of this article is to show how remote working affects employees' organizational citizenship behavior (OCB).Design/methodology/approachThe authors conducted research on organizations in the financial sector, as this segment was able to easily adapt to the challenges of remote working and teleworking. They used the case study approach: they analyzed organizational documents and management communications related to crisis management back to March 2020, when the pandemic started in Hungary, and conducted semi-structured interviews with managers and subordinates.FindingsThe results highlighted that the dominant organizational culture determines the effects of remote working on OCB. In organizations with a dominant market culture, OCB has changed the least because of the home office, with only a decline in the dimension of civic virtue. In organizations with a dominant clan culture, conscientiousness decreased, while the other three dimensions increased. The dominant hierarchy culture reacted the most unfavorably, excluding the dimension of courtesy, as all dimensions decreased.Originality/valueThe study shows how the pandemic and working in home office have changed the dimensions of OCB in different organizational cultures.

Evaluation of organisational culture dimensions and their change due to the pandemic

“…As a desirable organisational culture, it was predominantly hierarchical culture. As in the research presented here, Krajcsák and Kozák (2022) note the impact of remote working on organisational culture. They conclude that when hierarchy culture is dominant, as identified in this research (before Covid-19), very undesirable shifts will occur.…”

“…The effects of remote work are determined by the dominant organisational culture. Krajcsák and Kozák (2022) stated that in organizations with a dominant market culture, organisational behaviour has changed the least because of the home office, with only a decline in the dimension of civic virtue. In organizations with a dominant clan culture, conscientiousness decreased, while the other three dimensions increased.…”

Komitmen Organisasional Sebagai Pemoderasi Hubungan Antara Dukungan TOP Manajemen Terhadap Kualitas Sistem Akuntansi Manajemen

“…Studi-studi terdahulu yang membahas mengenai pola hubungan antara dukungan manajemen puncak dan kualitas sistem informasi akuntansi, beberapa diantaranya dilakukan oleh: (Claudia, Carolina, Hartono, Cristiana, & Oktawijaya, 2022) (Naranjo-Gil & Hartmann, 2007; (Sedevich-Fons, 2018); (Claudia et al, 2022). Studistudi terdahulu yang menempatkan komitmen organisasional beberapa diantaranya dilakukan oleh: (Widhy, Yuliantoro, Anwar, & Maharani, 2022); (Krajcsák & Kozák, 2022) Atas kajian teoritis dan kajian empiric yang diuraikan, maka model penelitian kami tersaji sebagai berikut pada Gambar 1 dibawah ini.…”

“…Hasil penelitian ini juga menunjukkan bahwa komitmen organisasional sebenarnya merupakan factor predictor bagi kualitas system informasi akuntansi manajemen. Penelitian ini bertolak belakang dengan hasil penelitian yang dilakukan oleh: (Widhy, Yuliantoro, Anwar, & Maharani, 2022); (Krajcsák & Kozák, 2022); (Abed, Hussin, Haddad, Al-Ramahi, & Ali, 2022); (Suryanarayana, 2022); (Alrefai, Ibrahim, & Alsheikh, 2022); (R. Batilmurik, Noermijati, AcmadSudiro, & FaturRochman, 2019); (R. Batilmurik, Noermijati, Sudiro, & Rochman, 2020); (R. Batilmurik, Sudiro, Noermijati, & Rohman, 2020); (R. W. Batilmurik & SE, 2021;Batimurik, 2020).…”

Meaningful group culture: development of a multidimensional measure using multilevel assessment

“…The culture in the organization has been primarily identified as an indispensable constituent of a firm's architecture. This essential component persistently helps a firm pursue the valuable strategy of making the organization an entity worth consideration and a dream employer for any present or potential stakeholders (Atatsi et al, 2019;Krajcs ak and Koz ak, 2022;Park and Doo, 2020). Undeniably, the organizational values play a great role in forming this culture (Meng and Berger, 2019).…”