Locations of Decision Makers in Membership Organizations

AbouAssi, Khaldoun; Tschirhart, Mary; Makhlouf, Nadeen

doi:10.1002/nml.21272

Cited by 5 publications

(1 citation statement)

References 28 publications

(24 reference statements)

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“…A contrasting interpretation would be that the respondents failed to see how the current legislation truly promotes and safeguards societal welfare. For instance, in Lebanon, civil society is actively engaged in promoting amendments to laws addressing social issues (AbouAssi et al, 2017) including gender equality, women's rights, child abuse, accessibility for the physically challenged and environmental preservation. Oman, moreover, is going through the government-sponsored process of localization (Bachkirov, 2018), which focuses on replacing expatriate labor with Omani nationals.…”

Section: Comparative Csrmentioning

confidence: 99%

Comparative CSR decision-making in the Middle East: an exploratory study

Haddad

Bachkirov

Grishina³

2021

IMEFM

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Purpose This study aims to explore the commonalities and differences of corporate social responsibility (CSR) perceptions among business leaders in Oman and Lebanon, two Middle Eastern countries forming a comparative dyad with a high level of cultural variance within the Arab cluster. Design/methodology/approach Semi-structured interviews were used to elicit qualitative data that were analyzed by means of multilevel analysis. Findings The findings provide empirical evidence that CSR is a powerful factor in managerial decision-making in the Middle East with the national cultures of Oman and Lebanon exerting partially differing effects on CSR decision-making. Practical implications The study enlightens practicing managers and policymakers in terms of the salience of multiple actors’ influence on CSR decision-making processes and the responses they may receive when developing and implementing CSR initiatives in the Middle East. Originality/value The study proposes a seven nodal model, which captures the flow of CSR decision-making in the research contexts.

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Section: Comparative Csrmentioning

confidence: 99%

Comparative CSR decision-making in the Middle East: an exploratory study

Haddad

Bachkirov

Grishina³

2021

IMEFM

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Examining the Influence of Shared Leadership and Organizational Capacity on Performance and Innovative Work Behavior in Sport for Development and Peace

Svensson¹,

Kang²,

2019

Journal of Sport Management

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The purpose of this study was to examine the influence of shared leadership and organizational capacity on organizational performance and innovative work behavior (IWB) in sport for development and peace. An electronic survey was distributed to 1,120 sport for development and peace practitioners. A total of 215 completed surveys were recorded for a response rate of 19.2%. Structural equation modeling revealed significant relationships between shared leadership and both organizational performance and IWB. In addition, shared leadership fully mediated the relationship between capacity and IWB, and partially mediated the relationship between capacity and organizational performance. Altogether, the results indicate that shared leadership and capacity combined to explain a significant proportion of variance in performance and IWB. The results provide empirical support for the significant role of shared leadership in sport for development and peace. In addition, the significant direct and indirect effects in the tested model highlight the value of examining both capacity and shared leadership.

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We are not all the same: what motivates individuals to be members of professional associations varies by sector

Young

Berlan

2021

Voluntary Sector Review

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Does the sector that an individual works in influence their motivation to participate in voluntary associations? Private and public engagement motivation theories hold that individuals participate in these collective action associations to either benefit themselves or benefit the common good, respectively. While previous research has evaluated motivations to join, the influence of engagement motivation theory by sector has yet to be evaluated. This study uses the 2011 American Society of Association Executives’ (ASAE) ‘Decision to Join II’ study to examine whether an individual’s sector influences their motivation to engage in formal, voluntary collective action networks. We found that non-profit and government sector employees value benefits that impact the public good more than benefits that directly impact themselves. These findings suggest that there may be a difference in the type of benefits that individuals who work in for-profit, non-profit and government sectors value when deciding whether or not to engage in voluntary associations.

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Locations of Decision Makers in Membership Organizations

Cited by 5 publications

References 28 publications

Comparative CSR decision-making in the Middle East: an exploratory study

Comparative CSR decision-making in the Middle East: an exploratory study

Examining the Influence of Shared Leadership and Organizational Capacity on Performance and Innovative Work Behavior in Sport for Development and Peace

We are not all the same: what motivates individuals to be members of professional associations varies by sector

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