The value and motivating mechanism of transparency in organizations

Brandes, Leif; Darai, Donja

doi:10.1016/j.euroecorev.2017.06.014

Cited by 13 publications

(10 citation statements)

References 33 publications

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“…Additionally, workers in the treatment No Delegation have been given an explanation for the change in the organization's policy—A plausible behavior of an employer who does not want to explicitly antagonize workers. Accordingly, workers receive both information and recognition from their employer which has been shown to be highly valued by workers, even in the case of bad news (see, e.g., Brandes & Darai, ; Kosfeld & Neckermann, ). Besides, not necessarily every employee values wage delegation as a signal of benevolence from the employer: Psychological and economic research (see, e.g., Irons & Hepburn, ; Iyengar & Lepper, ) has shown that an individual's desire for choice is sometimes limited so that the choice might therefore be seen as a burden rather than a gift.…”

Section: Behavioral Predictionsmentioning

confidence: 99%

Wage delegation in the field

Jeworrek

Mertins

2019

Economics Manag Strategy

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By conducting a natural field experiment, we analyze the managerial policy of delegating the wage choice to employees. We find that this policy enhances performance significantly, which is remarkable since allocated wage premiums of the same size have no effect at all. Observed self‐imposed wage restraints and absence of negative peer effects speak in favor of wage delegation, although the chosen wage premium levels severely dampen its net value. Additional experimental and survey data provide important insights into employees' underlying motivations.

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Section: Behavioral Predictionsmentioning

confidence: 99%

Wage delegation in the field

Jeworrek

Mertins

2019

Economics Manag Strategy

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“…Many researchers continue to refer to a pay secrecy (Belogolovsky & Bamberger, 2014; Blumkin & Lagziel, 2019) or a pay transparency continuum (Brandes & Darai, 2017; Cullen & Pakzad-Hurson, 2019). Others refer to a pay communication scale with pay secrecy and pay openness (Marasi, Wall, & Bennett, 2018) or pay transparency representing the two anchors.…”

Section: Pid: Conceptualizationmentioning

confidence: 99%

Pay Information Disclosure: Review and Recommendations for Research Spanning the Pay Secrecy–Pay Transparency Continuum

Brown

Nyberg

Striver

2022

Journal of Management

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The amount and type of pay information made available by organizations to employees and between employees can have important effects on employee attitudes and behaviors as well as organizational performance. Although a large body of research on pay information exists, on topics ranging from pay transparency to pay secrecy, researchers have used inconsistent definitions (pay secrecy, openness, transparency, pay communications) and operationalizations that hinder knowledge development. In this paper, consistent with the theory of information asymmetry and based on research reviewed here, we promote a new integrative definition (“pay information disclosure”) that anchors both current and future research. We define the concept of pay information disclosure (PID) as the communication of relevant pay information between and among actors. By viewing pay information disclosure research in an information asymmetry context, with its focus on the causes and consequences of unequal access to information, we can synthesize research that examines motives for and outcomes of PID for individuals, organizations, and society. Based on our review, we outline a research agenda that identifies research questions and methods to stimulate studies to better understand the role of pay information in the workplace and in society.

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“…Therefore, transparency has value. and the paradox when involving it in organizations is evident [36,39], which makes some control and structure mechanisms over information technology necessary. Such mechanisms meet the strategic management demands.…”

Section: Organizational Transparencymentioning

confidence: 99%

Data Mining to Assess Organizational Transparency across Technology Processes: An Approach from IT Governance and Knowledge Management

et al. 2021

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Information quality and organizational transparency are relevant issues for corporate governance and sustainability of companies, as they contribute to reducing information asymmetry, decreasing risks, and improving the conduct of decision-makers, ensuring an ethical standard of organizational control. This work uses the COBIT framework of IT governance, knowledge management, and machine learning techniques to evaluate organizational transparency considering the maturity levels of technology processes applied in 285 companies of southern Brazil. Data mining techniques have been methodologically applied to analyze the 37 processes in four different domains: Planning and organization, acquisition and implementation, delivery and support, and monitoring. Four learning techniques for knowledge discovery have been used to build a computational model that allowed us to evaluate the organizational transparency level. The results evidence the importance of IT performance monitoring and assessment, and internal control processes in enabling organizations to improve their levels of transparency. These processes depend directly on the establishment of IT strategic plans and quality management, as well as IT risk and project management, therefore an improvement in the maturity of these processes implies an increase in the levels of organizational transparency and their reputational, financial, and accountability impact.

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The value and motivating mechanism of transparency in organizations

Cited by 13 publications

References 33 publications

Wage delegation in the field

Wage delegation in the field

Pay Information Disclosure: Review and Recommendations for Research Spanning the Pay Secrecy–Pay Transparency Continuum

Data Mining to Assess Organizational Transparency across Technology Processes: An Approach from IT Governance and Knowledge Management

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