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Organizational Norms (organizational + norm)

Distribution by Scientific Domains

Business, Economics, Finance and Accounting	50%

Selected Abstracts

Coordination and Motivation in Flat Hierarchies: The Impact of the Adjudication Culture

ECONOMICA, Issue 288 2005
Rabindra Nath Chakraborty
This paper considers a variation of the partnership game with imperfect public information, in which teams are semi-autonomous. The only hierarchical intervention in teamwork is when a superior is called in by a team member to adjudicate alleged cases of free-riding or unjustified lateral punishment (flat hierarchy) according to publicly known adjudicative rules (adjudication culture), using for statistical inference a publicly known organizational norm for teamwork cooperation. It is shown that it is advantageous to set a non-elitist organizational teamwork norm. Furthermore, fairness in adjudication is valuable for economic reasons alone. [source]

What Would You Sacrifice?

GENDER, WORK & ORGANISATION, Issue 1 2009
Access to Top Management, life Balance, the Work
This article is based on a current research, combining quantitative (human resources figures and statistics) and qualitative data (60 interviews with career managers, top managers and high potential talents, both men and women), conducted in a major French utility company on the subject of diversity and more specifically on the issue of women's access to top management positions. The main purpose of this research is to understand the difficulties women may encounter in the course of their occupational career linked to organizational aspects, including the ,glass ceiling' processes, informal norms related to management positions (such as time and mobility constraints) and social and cultural representations attached to leadership. The other perspective of this research focuses on the different strategies women and men build either to conform to the organizational norms or bypass them. The issue of work,life balance are therefore addressed both from a corporate/organizational standpoint and an individual and family perspective. [source]

Adaptive Management and Watersheds: A Social Science Perspective,

JOURNAL OF THE AMERICAN WATER RESOURCES ASSOCIATION, Issue 1 2008
Catherine Allan
Abstract: Adaptive management is often proposed as the most effective way to manage complex watersheds. However, our experience suggests that social and institutional factors constrain the search for, and integration of, the genuine learning that defines adaptive management. Drawing on our work as social scientists, and on a guided panel discussion at a recent AWRA conference, we suggest that watershed-scale adaptive management must be recognized as a radical departure from established ways of managing natural resources if it is to achieve its promise. Successful implementation will require new ways of thinking about management, new organizational structures and new implementation processes and tools. Adaptive management encourages scrutiny of prevailing social and organizational norms and this is unlikely to occur without a change in the culture of natural resource management and research. Planners and managers require educational, administrative, and political support as they seek to understand and implement adaptive management. Learning and reflection must be valued and rewarded, and fora established where learning through adaptive management can be shared and explored. The creation of new institutions, including educational curricula, organizational policies and practices, and professional norms and beliefs, will require support from within bureaucracies and from politicians. For adaptive management to be effective researchers and managers alike must work together at the watershed-scale to bridge the gaps between theory and practice, and between social and technical understandings of watersheds and the people who occupy and use them. [source]

The Influence of Anger Expressions on Outcomes in Organizations

NEGOTIATION AND CONFLICT MANAGEMENT RESEARCH, Issue 3 2009
Donald E. Gibson
Abstract Anger can lead to positive organizational outcomes. Anger is an important emotion in negotiations and organizations create situations that promote anger, yet little research has examined the conditions under which anger expressions can lead to positive outcomes in organizations. We analyzed 129 anger episodes across six organizations. In these episodes we link the form of anger expression, characteristics of the expresser, and the organizational norms surrounding anger expressions with the valence of individual, relationship, and organizational outcomes. We find that outcomes are better when anger expressions are of low intensity, expressed verbally rather than in a physical way, and expressed in settings where anger expressions are normatively appropriate. Compared to expressions of anger by men, expressions of anger by women are associated with less positive organizational outcomes. [source]

Employee creativity in U.S. and Lithuanian nonprofit organizations

NONPROFIT MANAGEMENT & LEADERSHIP, Issue 4 2008
Kristina Jaskyte
This article reports findings from a study designed to test a model of creativity in the United States and Lithuania. Five independent variables were derived from the creativity literature: perceived leadership behaviors, organizational norms for creativity, group climate, job characteristics, and motivational orientation. They were used to predict creativity in a sample of 201 employees of nonprofit organizations. The results differed for the two countries. Interestingly, while in the United States organizational norms for creativity, extrinsic motivation, and hierarchical level were related to employee creativity, in Lithuania intrinsic motivation and education constituted major predictors of creativity. Based on the study results, I suggest practical implications for nonprofit managers on how to capitalize on their employees' creativity. [source]

Bystanders' reactions towards co-punishment events in the Taiwanese military: Examining the moderating effects of organizational norms

ASIAN JOURNAL OF SOCIAL PSYCHOLOGY, Issue 4 2008
Shu-Cheng S. Chi
The present study examined bystanders' justice perceptions about co-punishment events. In a sample of 169 logistic officers in the Taiwanese military, responsibility attributions (i.e. liability attributed to co-punished persons) had a negative relationship with perceived harshness, and a positive relationship with perceived procedural justice. In addition, the effects of responsibility attributions on procedural justice were weaker if the person perceived stronger rather than weaker organizational norms of co-punishment. [source]