Exploring the Relationship Between Organizational Virtuousness and Culture in Continuing Higher Education

Vallett, Carol M.

doi:10.1080/07377363.2010.491772

Cited by 13 publications

(6 citation statements)

References 20 publications

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“…The present example contrast with the view of some that QA processes are either irrelevant or detrimental to academic practice. Practices outlined here confirm more positive views of the importance and resilience of academic professionalism and its role in delivering QA (Trowler, 1998;Walker, 2001) and reaffirms the value of not just transparency but organisational and cultural virtue (Vallett, 2010). It also goes some way towards answering Ehlers's (2009) complaint that while we know that QA in HE should be holistic and cultural we do not know what it looks like.…”

Section: Conclusion and Discussionsupporting

confidence: 65%

Risk management and cultural virtue in HE co-delivery arrangements

Talbot

Perrin

Meakin

2014

Quality Assurance in Education

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Purpose -The purpose of the paper is to contribute to the debate on the maintenance and enhancement of quality in the emerging landscape of higher education practice and delivery where new kinds of institutional relationships are emerging. Much of the literature describes situations where the risk to quality assurance is relatively low. The example discussed here details how principles of risk management can be used to assure quality where the risk of reputational damage is far greater. Design/methodology/approach -The paper uses a single case study approach. Findings -New and flexible forms of delivery in higher education present opportunities but also the potential for reputational damage so innovative delivery must be matched by a corresponding commitment to quality. This must be embedded at all levels, including tutors. Much of the literature from the perspective of tutors emphasises their experience of quality as a matter of bureaucratic compliance. The case study illustrates that in circumstances where there is a risk of compromise academic tutors can actively engage with a quality enhancement process. Research limitations/implications -Although a case study of specialised practice there is evidence that increasing numbers of universities are seeking to engage in similar methods. The literature on the implications of these initiatives is comprised of case studies so there is a need for more systematic research which examines practices more broadly. The case study also suggests that the search for quality cultures in HE may fruitfully investigate circumstances where quality has to be fought for rather than assumed. Practical implications -The paper demonstrates that universities can deliver in flexible and innovative ways which do not compromise their reputation provided they risk assess the implications of each arrangement and develop appropriate procedures and practices at all levels of operation. Originality/value -The case study is not the first of its kind to be published but it is the first to be published in the context of the quality assurance literature rather than the more specialist work based learning literature. It links developments within that specialist field to more mainstream discourses in the quality assurance literature. It also draws attention of a wider audience to some of the more innovative developments in British HE practice.The traditional pattern of higher education globally is breaking-up and diversifying.The dominant twentieth century model of publicly funded institutions delivering bachelor and postgraduate programmes face-to-face on a full-time basis is unlikely to disappear but we are witnessing rapid changes in the types of provider and patterns of provision for which the central question must be: how can quality be assured so that all students experience a university education worthy of the name?The current issue and full text archive of this journal is available at

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Section: Conclusion and Discussionsupporting

confidence: 65%

Risk management and cultural virtue in HE co-delivery arrangements

Talbot

Perrin

Meakin

2014

Quality Assurance in Education

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“…But where senior management has reached their intention for good organizational behaviour, their success is inevitable and this can achieve by different ways. Organizational performance always has been associated with success while organizational culture has been positive line with results of effectiveness, as argue Vallett (2010). According by D'Aquila (2001), the main role of senior management is to create the ethical behaviour.…”

Section: Literature Reviewmentioning

confidence: 92%

Critically Analyse the Role of Senior Managers as Barriers to Organizational Change and Explore How this can be Addressed

Zogjani¹,

Raçi²

2015

Eur. j. econ. bus. stud.

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“…instrumentalism, legitimacy) (Hwang, 2001). Under stronger benevolence prevailing among employees in the organization, their organizational identification becomes less influenced by instrumental climate, which to some extent contradicts their disposition to do good and to act kindly to the organization and to its stakeholders (Vallett, 2010). On the contrary, employees who perceive weaker benevolence in the firm are more likely to have lower organizational identification dominated by instrumental climate.…”

Section: Theory and Hypotheses Developmentmentioning

confidence: 99%

To quit or not to quit

Joe

Hung

Chiu

et al. 2018

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Purpose To deepen our understanding about the development of turnover intention, the purpose of this paper is to develop a model that explains how ethical climate influences turnover intention based on the ethical climate theory and social identity theory. Design/methodology/approach The hypotheses of this study were statistically tested using a survey of working professionals from Taiwan’s high-tech industry. Of the 400 questionnaires distributed to the working professionals from five large high-tech firms in a well-known science park in Northern Taiwan, 352 usable questionnaires were returned for a questionnaire response rate of 88 percent. Findings The test results of this study first show that all three dimensions of ethical climate (i.e. instrumental, benevolent, and principled) are indirectly related to turnover intention via the mediation of firm attractiveness. Moreover, instrumental and benevolent climate directly relate to turnover intention, whereas benevolent climate negatively moderates the relationship between principled climate and firm attractiveness. Originality/value This study finds that benevolent climate plays a dual role as an antecedent and a moderator in the formation of turnover intention, complementing prior studies that merely concentrate on the single role of benevolent climate as either an antecedent or a moderator. The effect of principled climate on organizational identification complements the theoretical discussion by Victor and Cullen (1987) about deontology in which an ethical workplace climate (such as legitimacy) drives employees to invest in identity attachments to the organization and influences their future career decision (e.g. turnover).

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Exploring the Relationship Between Organizational Virtuousness and Culture in Continuing Higher Education

Cited by 13 publications

References 20 publications

Risk management and cultural virtue in HE co-delivery arrangements

Risk management and cultural virtue in HE co-delivery arrangements

Critically Analyse the Role of Senior Managers as Barriers to Organizational Change and Explore How this can be Addressed

To quit or not to quit

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