What Does Job Security Have to Do With Organizational Citizenship Behavior?
Researchers have been trying to figure out if job security and organizational citizenship behavior (OCB) are related. Job security is something we’ve probably all thought of, and OCB refers to workplace behavior that goes above and beyond the call of duty and helps the organization, like helping a co-worker or taking on extra responsibilities without extra compensation. Do people who have more job security perform more or less OCB? Some researchers have found that they perform more OCB, some have found that they perform less OCB, and some have found that it doesn’t matter either way. So who is right?
Why Organizations Should Invest in Executive Coaching
Executive coaching has received considerable attention in the academic world in recent years. Articles on this topic have more than tripled since 2006.
But, in comparison to opinion articles, empirical studies have been rare, with few conducted in organizational settings.
In his new research on the subject, Anthony M. Grant evaluated the effects of a coaching program in an international engineering consulting company that had recently gone through multiple disruptive organizational changes.
Can your personality affect how well you adapt to changes in the workplace?
The business world is always evolving, from technology to everyday work requirements. So being able to adapt to changes in the workplace quickly is incredibly valuable for employers.
Evolutionary theory has put forward certain personality traits as better predictors of effective adaptation in various areas of our lives. But the difficulty in evolving within the organizational environment lies in the fact that adaptation in a work setting isn’t about adjusting to a stable environment, but to one that is constantly changing.
Repairing Working Relationships after an Organizational Crisis
We’ve all had those moments of sheer and utter panic: you completely forgot about that client meeting in twenty minutes; you made a monumental error on a deliverable you just sent over; or that instant message about how much you hate your job somehow found its way onto your boss’s computer screen. Ahhhh! Well, organizations enter a similar type of “crisis mode” when the unexpected happens, or when threatened by high-impact events that may have seemed unlikely to occur, but now have.
Success through consistency
Companies that alter their strategy at consistent times and for consistent durations perform better than those who make these changes in a less predictable manner, according to a study by Patricia Klarner of the University of Munich & Sebastian Raisch of the University of Geneva.
Keeping Your Business Model Afloat Before It Goes Under Water
At some point in our lives we’ve all had that nagging worry of being replaced or displaced by someone younger, smarter, better looking, or more talented. Well, navigating the business world is much the same. You’ve got to be vigilant and constantly on the lookout for new products or services that come to market and threaten to steal your client base.
Give ’em the One-Two Punch!
Topic: Business Strategy, Change Management
Publication: Harvard Business Review (DEC 2012)
Article: Two Routes to Resilience
Authors: Clark Gilbert, Matthew Eyring and Richard N. Foster
Reviewed By: Susan Rosengarten
Strategists at every organization worry about keeping their companies’ products and services relevant for the twenty first century. With new electronics brought to market before you can say the word “i-phone,” its no wonder companies are finding it harder to compete and maintain market share, yet alone dominate their industries. What’s the secret to not just staying afloat, but flourishing in this economy? Well, Gilbert, Eyring and Foster have the answer for you in their article “Two Routes to Resilience.”
Take the Lead!
Topic: Business Strategy, Change Management, Leadership
Publication: Harvard Business Review (JAN/FEB 2013)
Article: Strategic Leadership: The Essential Skills
Authors: Paul J. H. Schoemaker, Steve Krupp, and Samantha Howland
Reviewed By: Susan Rosengarten
Whether you set your sites on becoming CEO or simply want to take your lemonade stand to the next level, there are a couple of essential skills you’ll need to have. According to Schoemaker, Krupp and Howland, mastery of these six skills will help you navigate the murky waters of the 21st century and become a strategic leader in your own right.
Managing Change for the Twenty-First Century
Organizations are finding it increasingly difficult to keep up with the rapid pace of consumer, industry and worldwide change. Technological advancements as well as cross-cultural integrations have allowed for tremendous economic opportunities. At the same time though, the stakes are much higher, and the threats more real. Today’s leaders feel progressively more pressure to carefully consider how their investments in new ventures and R&D to remain competitive in changing markets will impact stakeholders’ perceptions and affect their bottom line.
Organizational Inducements and Resilience: Oft Ignored, but Effective Resources for Building Commitment and Support for Change
Topic: Change Management
Publication: Academy of Management Journal
Article: Resources for change: The relationships of organizational inducements and psychological resilience to employees’ attitudes and behaviors toward organizational change
Authors: J. Shin, M.S. Taylor, M. Seo
Reviewed by: Kecia Bingham
Although change is common among organizations, successful organizational change is far from typical. Why the low rate of success, you ask? Well there are likely a number of contributing factors, but research increasingly cites the importance of the often ignored, but invaluable resource called employees—specifically employee attitudes and behavioral reactions to change. A study by Shin and colleagues extends previous research on organizational change by highlighting organizational inducements (i.e., valued tangible and intangible outcomes employee receive in exchange for contributing to organizational performance) and psychological resilience (i.e., a trait-like ability to recover from adversity and adapt to shifting demands) as resources that can be developed over time before organizational change begins, and examines the mechanism by which these resources affect employees’ commitment to change and change behaviors (e.g., support for change and turnover).