Herscovitch and Meyer’s Three-Component model of commitment to change: Meta-analytic findings

Commitment to change has been subject to several qualitative reviews in recent years. As a response to an associated lack of consensus in construct definition, Herscovitch and Meyer introduced a three-component model demonstrating affective commitment to change (i.e., ACC), normative commitment to change (i.e., NCC) and continuance commitment to change (i.e., CCC). Given the growing literature on organizational change, the aim of this paper is to take stock of a decade of research that uses Herscovitch and Meyer’s instrument to measure these three components. To determine the tool’s discriminant validity we conducted meta-analyses evaluating the strength of relations among ACC, NCC and CCC; the relations among the three components and behavioural support for change; and the moderating role of North American context versus non-North American context in shaping these relationships. Findings based on data collected from 17 studies indicate notable differences in the strength of relationships among ACC–NCC, ACC–CCC and NCC–CCC. Also the pattern of the correlations among the three components and behavioural support reveals interesting extensions and insights for further research into the robustness of this model, and on hitherto under-acknowledged discrepancies in behavioural support for commitment to change research.     

The paradox of power sharing: Participative charismatic leaders have subordinates with more instead of less need for leadership

Although charismatic and participative leaders have been noted for their positive effects on criteria such as performance, job satisfaction, and commitment, few studies have looked at the relations with subordinates' leadership needs. In this study, the relations between charismatic and participative leadership, team outcomes, and a team's need for leadership were investigated. The sample consisted of South Pacific CEOs and their top-level management teams from Fiji, Tonga, Samoa, Vanuatu, and the Solomon Islands. Results showed that charismatic leadership was related to both group-level need for leadership and positive team outcomes. However, team outcomes did not mediate the relations between leadership and a team's need for leadership. Additionally, a moderator effect was found between participative leadership and charismatic leadership in explaining a team's need for leadership, implying that teams of subordinates with participative charismatic leaders need more instead of less leadership from their CEOs.     

The interactive effects of person-focused citizenship behaviour,task interdependence,and virtuality on team performance

A multifactorial between-groups experiment examined the effects of person-focused organizational citizenship behaviours (OCBP) on the performance of teams characterized by different levels of virtuality and task interdependence. Results reveal in low virtual teams the moderating effects of task interdependence on the OCBP–team performance relationship are positive; however, these effects are reversed in high virtual teams. Using social presence and task–technology fit theories, our results indicate that task context affects how OCBP impacts team performance, particularly across different levels of team virtuality. The implications for research on OCB and the management of virtual teams are discussed.     

Diagnosing organizational cultures: A conceptual and empirical review of culture effectiveness surveys

This review traces the development of survey research methods within the organizational culture tradition and focuses specifically on those instruments that measure the aspects of culture that are related to organizational effectiveness. Our review suggests that the reliability and validity of most instruments in this category is quite limited. This review outlines the recommended logic for the development and validation of culture effectiveness surveys and identifies three key challenges for future culture researchers to address: (1) the confirmatory testing of nested models, (2) the guidelines for aggregating data to the organizational level, and (3) the establishing of criterion-related validity. Using data from the Denison Organizational Culture Survey, we present an empirical illustration of the three challenges identified above and conclude by considering limitations and opportunities for future research.     

Multirater assessment of creative contributions to team projects in organizations

This study examined the convergent and construct validity of ratings of individual creative contributions in a team context. A sample of 201 employees and supervisors, working on 26 team projects, completed the NEO-Five Factor Inventory and rated themselves and their teammates monthly on a single item measuring creative contributions to the project. The convergent validity of the ratings was supported because there was consistency among other ratings of the same targets and among different types of ratings (peer, supervisor, and self ratings) of the same targets. The construct validity of the ratings was partly supported because there were positive associations between individuals' peer-rated creativity and their Extraversion, and between individuals' self-rated and supervisor-rated creativity and their Openness to Experience. From peers and the self, women had lower creativity ratings than men, but other ratings were not influenced by the gender of the judge or the difference in gender of the target–judge dyad. The implications of these findings are discussed.     

Linear and Nonlinear Thinking: A Multidimensional Model and Measure

Building upon previously developed and more general dual‐process models, this paper provides empirical support for a multidimensional thinking style construct comprised of linear thinking and multiple dimensions of nonlinear thinking. A self‐report assessment instrument (Linear/Nonlinear Thinking Style Profile; LNTSP) is presented and preliminarily tested across three studies with an overall sample of 778 respondents comprised of business students and managers. The results indicate that nonlinear thinking style consists of seven distinct, yet interrelated dimensions: intuition, creativity, values, imagination, flexibility, insights, and emotions. Convergent and discriminant validity estimates vis‐à‐vis a multidimensional creative thinking index and an emotional intelligence measure provide support for further development of the instrument. The implications of these results for future managerial cognition research are discussed, as well as potential practical applications of the LNTSP for management education and business practice.     

Organization-Level Predictors of Sustained Social Movement Participation

Long‐term sustained participation represents one of the most important resources available to community organizations and social movement organizations (SMOs). The participatory literature on community and SMOs has identified a host of individual‐level factors that influence participation beyond initial engagement, and has more recently identified contextual factors that influence participation. This study builds upon current understandings of participation in SMOs by examining how sustained participation in movement activities is affected by two qualities of SMO settings: repertoire of organizational activity, and equality of staff contact with organization members to cultivate and facilitate individual participation. To this end, we employ multi‐level regression techniques to examine longitudinal data on participation within 50 local chapters of a national congregation‐based community organizing federation. We find that the conduct of organizational activities previously shown to increase levels of participation among individual persons does not necessarily lead to increases in aggregate or organization‐level participation. Further, we find that conditions of unequal staff contact among organization members represent a notable drag on organization‐level participation over time. Our findings suggest that organizers and organizational leaders may well see greater levels of participation in their organizations by simply re‐distributing resources and opportunities more equitably within their organizations.     

A Begrudging,Recalcitrant Academic Observes What She's Learning: Distance Learning in Leadership Formation

Neither advocacy nor condemnation of distance learning, this essay offers observations and critical reflection on four years' longitudinal engagement with distance learning pedagogies for formation in higher theological education. Instead, readers are invited to curiosity, communal‐institutional discernment, and intense ambivalence. Theological, pedagogical, contextual, and ethical concerns are examined, as well as potential opportunities for innovation amidst age‐old practical theological challenges. A moral imperative emerges for those within and outside historic faith traditions, and some plausible impacts on educational and communal life are explored, especially faculty grief.     

Justice and employee attitudes during organizational change: The mediating role of overall justice

IntroductionSeveral studies have investigated the mediating role of overall justice (OJ) in the relationships between specific dimensions of justice and employee attitudes. However, prior research has neglected to examine OJ during the process of organizational change, as suggested in fairness heuristic theory (FHT).ObjectiveThis study aims to replicate the results of previous studies and expand them by examining, in two contexts of organizational change implementation, the mediating role of OJ in the relationships between procedural, interpersonal, and informational justice (PJ, ITJ, and IFJ, respectively) and employee attitudes (job satisfaction, turnover intentions, and organizational commitment).MethodologyWe surveyed 537 employees experiencing a company reorganization (Study 1) and 188 employees experiencing a merger (Study 2).ResultsEach dimension of justice is related to OJ, which in turn is associated to employee attitudes. Furthermore, bootstrap results indicated that OJ mediates the effects of PJ, ITJ, and IFJ on job satisfaction and turnover intentions (in both studies), and on affective, normative, and continuance commitment (in Study 2).ConclusionOur findings show the importance of fairness during organizational change. Treating employees fairly in times of change is crucial for managers.     

Miami Thrives: Weaving a Poverty Reduction Coalition

In an environment where community based organizations are asked to do increasingly more to alleviate the effects of complex social problems, networks and coalitions are becoming the answer for increasing scale, efficiency, coordination, and most importantly, social impact. This paper highlights the formation of a poverty reduction coalition in south Florida. Our case study approach chronicles a developing coalition in Miami-Dade County and the role of one organization acting as lead to the initiative. Drawing on interviews with lead organization staff, participant observation field notes, network mapping and analysis of documents and artifacts from the initiative, we analyze the local organizational context and illuminate important processes associated with supporting a developing coalition. Findings offer a picture of the interorganizational relationships in the community using social network analysis and identify the organizational capacity factors that contribute to and inhibit the formation of a cohesive and effective coalition in this context. This study also highlights the utility of an action research approach to organizational learning about coalition-building in such a way that informs decision making.