The character of organizations

Fernández, Jorge Eliécer Villarreal; Hogan, Robert

doi:10.1108/02756660310508254

Cited by 9 publications

(2 citation statements)

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“…A model of distributed leadership builds from shared values, or fundamental principles, between partnering organizations. Prior research suggests that organizational values generally fall into a handful of categories, such as attributed or aspirational, and might stem from one or more sources, including the institution itself, the organizational structure of the institution, and/or the individual managers currently employed by the institution (Bourne and Jenkins, 2013;Fernández and Hogan, 2003). Over time, joint learning helps fine-tune these values and defines the character of an organization.…”

Section: Leadership and Shared Valuesmentioning

confidence: 99%

Forging effective corporate/nonprofit partnerships for CSR programs

Remund

McKeever

2018

JCOM

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Purpose The purpose of this paper is to examine how corporate and nonprofit leaders partner on public relations for corporate social responsibility (CSR) programs. Design/methodology/approach Through semi-structured interviews across the USA, and stretching into Europe and South America, leaders (n=24) from US-based corporations top-ranked for corporate citizenship, and the nonprofit organizations with which they have developed CSR programs, shared insights and best practices. Findings Corporate and nonprofit leaders who collaborate on CSR programs spoke independently about several essential shared values, including community-focused collaboration, fiscal responsibility, and strategic alignment. How they described their CSR partnerships reflects a mutual commitment to a distributed leadership model, which involves the need to span organizational boundaries, share unique expertise across levels and roles, and sustain long-term relationships. Consistent with prior research, this study also suggests that communication leaders in both corporations and nonprofit organizations leverage transactional (process-focused) and transformational (people-focused) leadership styles, as they work to build and foster these long-term partnerships. Research limitations/implications The findings pinpoint how principles of the distributed leadership model come to life across CSR partnerships and contribute to the success of such partnerships. Corporations and their nonprofit partners must mutually focus on spanning, sharing, and sustaining as they build programs together. These shared principles exemplify a distributed leadership model and help define what CSR partnership truly means. Originality/value This study looks at CSR programs beyond just the perspective of the corporation and the public, taking into account the critical role the nonprofit organization plays as a partner in some CSR programming, and within a distributed leadership model.

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Section: Leadership and Shared Valuesmentioning

confidence: 99%

Forging effective corporate/nonprofit partnerships for CSR programs

Remund

McKeever

2018

JCOM

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“…In those studies, methodological tools can be divided into the deductive method and induction method. For example, through a deductive exploration, Fernández and Hogan ( 2003 ) pointed out that defining the distinct character of a great organization needed four value clusters: achievement type, safekeeping type, collaborative type, and creative type (Fernández and Hogan, 2003 ). Likewise, Moore ( 2015 ) proposed that organizational character was a relatively broad concept, which should include organizational strategy, organizational culture, product positioning, employee personality, and many other choice preferences (Moore, 2015 ).…”

Section: Literature Reviewmentioning

confidence: 99%

The Dimensions of Organizational Character and Its Impacts on Organizational Performance in Chinese Context

Xiao

2018

Front. Psychol.

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As an organic entity, organizations are similar to humans, having unique organizational character which constitutes a source of competitive differentiation. This study aimed to explore the dimensions of organizational character and measure its impacts on organizational performance in a Chinese context. Since several previous studies have developed the definition and constitutions of organizational character in the context of developed countries such as America and England, this indigenous study provides new evidence from the perspective of an emerging economy. A research model using a qualitative analysis method was proposed to define the dimensions of organizational character. The connection between organizational character and organizational performance was empirically tested by a multi-ordered logit regression analysis with a survey of 205 observations in Chinese enterprises. The dimension of organizational character was finally extracted and summarized as six aspects including enterprise, conscientiousness, innovation, agreeableness, democracy, and Boy Scout. The results of the empirical analysis showed that the formation and cultivation of organizational character would directly improve an organizations' business performance as well as their growth potential. It is worth noting that a special part of organizational character, which may depend more on national culture or institutional background than organizational individuals, also has an impact on organizational performance. The findings can provide practical implications for Chinese companies and multinational companies that do or plan to do business in China. Entrepreneurs are suggested to make effective decisions on the cultivation of organizational character, since different types and specific levels of organizational character may have significantly different effects on organizational performance. This paper explored a novel theory to explain the antecedents of organizational performance, and could inspire scholars to expand the sources of organizational competitive advantage in the future.

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Authentic leadership and work engagement: the mediating effect of practicing core values

Cho

Lim

2018

LODJ

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Purpose The purpose of this paper is to investigate the mediating effect of practicing core values on the relationship between authentic leadership and work engagement in a Korean corporate environment. Design/methodology/approach Self-report data on authentic leadership, practicing core values, and work engagement were obtained from 281 employees of three major corporations in South Korea. Structural equation modeling was adopted to analyze the data. Findings The results revealed a direct and significant influence of authentic leadership on both practicing core values and work engagement. In addition, practicing core values was found to have a partial mediating effect on the relationship between authentic leadership and work engagement. Research limitations/implications This study revealed a three-factor model of authentic leadership compared to the four-factor model found in western cultural contexts. Similar findings are indicated for other Asian countries. A rigorous future study is warranted to validate the psychometric structure across different cultural settings. Harman’s single factor test was performed to address the common method variance issue. Practical implications Practicing core values functioned as a catalyst for developing authentic leaders. Therefore, it is necessary that organizational development practitioners perform developmental activities to purposefully facilitate practicing core values. Originality/value The study falls under the isolated or disregarded researched topic of the practicing core values in relation to authentic leadership and work engagement.

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The character of organizations

Cited by 9 publications

References 0 publications

Forging effective corporate/nonprofit partnerships for CSR programs

Forging effective corporate/nonprofit partnerships for CSR programs

The Dimensions of Organizational Character and Its Impacts on Organizational Performance in Chinese Context

Authentic leadership and work engagement: the mediating effect of practicing core values

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