How and When employee volunteering probes unethical pro organizational behaviour?

AbstractThe concept of anormis found widely across fields including artificial intelligence, biology, computer security, cultural studies, economics, law, organizational behaviour and psychology. The concept is studied with different terminology and perspectives, including individual, social, legal and philosophical. If a norm is an expected behaviour in a social setting, then this article considers how it can be determined whether an individual is adhering to this expected behaviour. We call this processmonitoring, and again it is a concept known with different terminology in different fields. Monitoring of norms is foundational for processes of accountability, enforcement, regulation and sanctioning. Starting with a broad focus and narrowing to the multi-agent systems literature, this survey addresses four key questions: what is monitoring, what is monitored, who does the monitoring and how the monitoring is accomplished.

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Analysis of the personal factors of the volunteers as mediators between the satisfaction and the permanence in employee volunteering

International Review on Public and Nonprofit Marketing ◽

10.1007/s12208-021-00299-y ◽

2021 ◽

Author(s):

Oscar Licandro ◽

Stefanía Yapor ◽

Patricia Correa

Keyword(s):

Personal Factors ◽

Employee Volunteering

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Identity Transformation as an Intercontextual Process

Industry and Higher Education ◽

10.5367/000000006778702373 ◽

2006 ◽

Vol 20 (5) ◽

pp. 317-326 ◽

Cited By ~ 13

Author(s):

Sven De Weerdt ◽

René Bouwen ◽

Felix Corthouts ◽

Hilda Martens

Keyword(s):

Professional Identity ◽

Transformational Learning ◽

Identity Transformation ◽

Theoretical Understanding ◽

Organizational Behaviour ◽

Self Confidence ◽

Self Worth ◽

Identity Learning ◽

The Individual ◽

Student Interns

Societal and organizational change requires people to change their professional identity continuously. Starting from two theoretical traditions that address identity and learning, the authors analysed the learning narratives of two sets of learners – participants in a two-year experiential learning programme and student interns, both in the domain of organizational behaviour. They then developed a model of transformational learning for two aspects of a learner's professional identity: (1) the change in concepts and images that relate to who we consider ourselves to be; and (2) the development of a healthy self-worth and self-confidence. This differentiation of transformational learning into two distinct and complementary processes constitutes the contribution of this research to the theoretical understanding of identity transformation. By means of the notion of ‘intercontextuality’, the authors also describe the process that integrates the individual sense-making perspective and the relational–participatory perspective on identity learning.

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Existentialism and organizational behaviour

Journal of Organizational Change Management ◽

10.1108/09534811211228120 ◽

2012 ◽

Vol 25 (3) ◽

pp. 405-421 ◽

Cited By ~ 7

Author(s):

Robert J. Blomme ◽

Kirsten Bornebroek‐Te Lintelo

Keyword(s):

Literature Review ◽

Complexity Theory ◽

Design Methodology ◽

Sense Making ◽

Content Type ◽

Organizational Behaviour ◽

Important Input ◽

Emergent Change ◽

Organisational Behaviour ◽

Practical Implications

PurposeThis article aims to develop a conception consisting of insights from complexity theory and additional notions from Weick's sense‐making theory and existentialism for examining organization behaviour.Design/methodology/approachThis paper carries out a literature review of Karl Weick's theory of sense‐making and some notions from existentialism to discuss the possible contributions to complexity theory and with this a further comprehension of organizational behaviour.FindingsFour existential conditions, namely death, freedom, existentialism and meaninglessness, give a further comprehension of Weick's concept of equivocality. Equivocality is an important input for organizing processes. The complexity of organizing processes is an object for examining organizational behaviour from a complexity scientific standpoint. The authors argue that the concept of equivocality and with this the states of equilibrium in an organization can be approached with examining the states of the mentioned four existential conditions.Practical implicationsAn important point of application for change managers in an organization is equivocality. The increase of equivocality will lead to a shift in the state of equilibrium in which new themes will emerge and corresponding organisational behaviour. The level of equivocality is due to the presence of existential fears. Hence, change managers should focus on existential themes and anxieties in an organization to advance emergent change.Originality/valueNew in this paper is the usage of notions from existentialism to elaborate Weick's conception of sense‐making. Also this paper discusses the possible contribution of this elaboration to research of organisational behaviour from the perspective of complexity theory.

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Gearbox (China) Ltd.: Will the Company's ERP System Support its Ambitious Growth Strategy?

Journal of Information Technology ◽

10.1057/palgrave.jit.2000010 ◽

2004 ◽

Vol 19 (2) ◽

pp. 140-148 ◽

Cited By ~ 4

Author(s):

Kai Reimers

Keyword(s):

Operations Management ◽

Emerging Market ◽

Growth Strategy ◽

Medium Size ◽

Cultural Issues ◽

Erp System ◽

Organizational Behaviour ◽

Main Challenge ◽

Wide Range ◽

Mechanical Devices

This case describes the experience of a wholly foreign-owned manufacturing company in Tianjin/China regarding the use of its ERP system in its main functional departments, purchasing, production planning, sales/distribution, and finance. The company is part of a group which is a global leader in the manufacturing and distribution of mechanical devices, called gearboxes, that are needed to drive a wide range of facilities such as escalators and baggage conveyor belts in airports. It has entered China in 1995 and the Tianjin manufacturing facility has soon become a hub for the Asian market. The main challenge confronting the management team is to support the breakneck growth rate of this young company. The company's ERP system plays a crucial role in this task. However, it seems that middle managers are frequently hitting an invisible wall when trying to expand the use of the ERP system in order to cope with ever-increasing workloads and coordination tasks. This case serves to illustrate cultural issues implicated in the use of an enterprise wide information system in a medium size company operating in an emerging market economy. In addition, issues of operations management, global management, and organizational behaviour are addressed.

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