Sustainable work environment creation seeks the development of a healthy environment that diminishes all forms of deviant organizational and interpersonal workplace behavior. This paper explores the role of organizational culture and values of organizational culture that help to create a sustainable work environment where the presence of deviant workplace behavior is least present. Using Cameron and Quinn’s Competing Values Framework and FOCUS questionnaires as the grounds for the taxonomy of organizational culture and Robinson and Bennett typology of deviant workplace behavior, this paper analyzed the effects of different organizational cultures and their dominant values on the level of occurrence of different forms of deviant workplace behavior. Empirical analysis was done on a sample of 251 employees, belonging to 11 organizations. The research results imply that an emphasis on market and hierarchy culture can be related with occurrence of deviant behaviors. Emphasizing market culture value “job clarity” can reduce deviant behavior, unlike an emphasis on market culture value “efficiency” that could increase the level of deviant behavior. The research results are compared with previous similar studies and discussed in terms of creating a sustainable work environment.

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Uncivil behavior at work can have numerous consequences for individuals and the organization. This paper examines the interplay of personality traits and organizational culture as antecedents of workplace incivility. Empirical research on a sample of 251 employees has shown that the perceptions and occurrence of workplace incivility can be significantly related to personality traits and features of organizational culture. When looking at the combined effect of personality and organizational culture, culture determines one’s perception and experience of incivility stronger than personality traits alone. The research showed that personality trait agreeableness and emphasizing values related to clan, market or adhocracy culture could reduce the odds of workplace incivility.

This paper analyzes the connection between supply chain management maturity (SCMM) and business performance in light of the balanced scorecard (BSC) framework. The goal is to explore the relationship between SCMM and business performance from the financial and customer, innovation and learning, and internal processes perspectives. Industry characteristics (technological dynamism and the level of state support) are examined to determine their moderating effects. The survey was carried out on a sample of organizations from Bosnia and Herzegovina to test if the BSC approach can be a relevant framework for assessing the effects of SCMM on performance, and whether, as in many countries’ political legacies, the role of the government is significant in this relation. PLS-SEM was used to test the proposed hypotheses. The obtained research results confirm a positive relationship between SCMM and business performance from the BSC perspective. This relation is strengthened when an organization operates in an industry with higher technological dynamism. Interestingly, the results confirm that the level of state support does not influence the contribution of SCMM to business performance. This paper provides a more comprehensive view of the role of SCMM and an additional understanding of its contribution to multiple perspectives of business performance. Furthermore, the relevance of industry characteristics for SCMM and business performance has been illustrated by testing the moderation effect of technological dynamism and the level of state support.

Deviant workplace behavior is one of the widely present employee behaviors that create significant organizational cost, create an unhealthy working environment, and lead to various social and psychological job- and non-job-related consequences. Although various personality, situational, and organizational factors have been analyzed as instigators of such behavior, literature calls for a more comprehensive approach that analyzes interaction and mutual effects of different sources of deviant behavior. This paper explores organizational culture and individual personality as the antecedents of deviant workplace behavior. A multilevel perspective is applied in empirical research that was done on a sample of 251 employees from 11 organizations in Croatia. Results of our research and hierarchical linear modeling imply that individual-related factors, namely, age and gender, as well as personality traits, are greater predictors of both individual and organizational deviance as opposed to organizational culture.