Book Reviews : Omar Bin Sayeed, Organizational Commitment and Conflict: Studies in Healthy Organiza tional Processes. New Delhi: Sage Publica tions, 2001, 337 pp., Rs 295

Multilevel Analysis of the Effect of Corporate Entrepreneurship and Learning Capabilities on the Attitudes of Key Personnel in Small and Medium Enterprises in Korea: The Moderating Effect of Social Capital

“…Antoncic & Hisrich, 2001;Covin & Slevin, 1989;Zahra & Covin, 1995). In addition, learning capabilities have been found to improve job satisfaction and organizational commitment, as well as develop key personnel and improve their knowledge and skills (Harel & Tzafrir, 1999;Kalleberg & Moody, 1994;McEvoy, 1997;Paul & Anantharaman, 2004;Sayeed, 2001). In line with previous studies, corporate entrepreneurship and learning capability confirmed the positive impacts on organizational commitment and non-financial outcomes such as job satisfaction, and the importance of these results as antecedent factors for corporate growth was also confirmed.…”

“…In other words, learning capability can be found by measuring the participation of individual members in creating the vision of the organization (team orientation), understanding the relationship between the activities of individuals and the overall vision of the organization (system orientation), the organization's interest in learning (learning orientation), and the atmosphere in which individual members can access knowledge and information (memory action orientation). More importantly, learning capability relates to the context of making employees committed within an organization (Sayeed, 2001). In addition, learning capability has been found to improve employees' work satisfaction as well as improve skills and abilities (Harel & Tzafrir, 1999;Kalleberg & Moody, 1994;McEvoy, 1997;Paul & Anantharaman, 2004).…”

Motivational Climate and Role Efficacy of Managerial Personnel in Indian Banking and Insurance Enterprises of Public Sector: An Empirical Study

“…Extra role behaviour commitments of the individual employees include organizational citizenship behaviour' ('OCB') which referes to the individual's role performance beyond what is formally designated (Netemeyer et al, 1997). Outcomes of earlier research also indicate that OCB leads to affective attachment of individual employees towards their jobs by increasing in their level of job involvement (Sayeed, 2001 ;Biswas et al, 2007) ; high job involvement in turn influences the overall organizational effectiveness (Brown, 1996 ;VanScotter, 2000 ;Diefendorff et al, 2002). Job satisfaction was found positively related to OCB (extra role behaviour) (Organ, 1994); OCB, as displayed by individuals, have positive impact on their job satisfaction both Job involvement and Job satisfaction were found to have favourable association with organizational effectiveness (Biswas et al, 2007).…”