Pavel Král and Andrew Schnackenberg
Despite considerable evidence of the benefits of organizational transparency, policies to enhance transparency often fail or are met with resistance and unexpected results. In…
Abstract
Purpose
Despite considerable evidence of the benefits of organizational transparency, policies to enhance transparency often fail or are met with resistance and unexpected results. In part, this is due to a lack of knowledge about the drivers of organizational transparency and their interrelationships. This study examines the interplay among the forces that influence organizational transparency, and thus answers numerous calls for developing a deeper theoretical understanding of the determinants of organizational transparency. We propose three forces that influence organizational transparency and theorize how they combine in nonlinear ways to form five archetypical transparency regimes that organizations operate within. We then discuss contingencies to organizational transparency within each regime.
Design/methodology/approach
We employ configurational theorizing to capture the complexity of transparency and the nonlinear relationships among the forces of transparency.
Findings
We propose three forces that influence organizational transparency: institutional, societal, and leadership. We identify configurations of the three forces that yield five archetypical transparency regimes. We then discuss contingencies for cultivating organizational transparency within each regime. Vanguard transparency and pioneering transparency represent the desired regimes for fostering organizational transparency. In contrast, hollow transparency and deceptive transparency reveal a combination of determinants that cultivate less desirable forms of organizational transparency. Paradoxical transparency represents a regime in which socially desirable outcomes are associated with undesirable consequences for an organization.
Research limitations/implications
This paper is among the first to theorize the drivers of organizational transparency and to discuss the limits and boundaries of organizational responses to transparency determinants.
Practical implications
Despite the many benefits of transparency, we explain why efforts to enhance organizational transparency often fail or are met with mixed results. By considering the three forces, managers and policymakers can avoid unexpected and undesired organizational responses to transparency regimes.
Social implications
We propose five transparency regimes that place a spotlight on social contingencies to enhance transparency.
Originality/value
This study offers an integrative theory of organizational responses to transparency determinants and develops its theoretical foundations. The model integrates the fragmented empirical findings from previous studies on the determinants of transparency and draws attention to overlooked institutional, societal, and leadership forces that influence organizational transparency.
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Keywords
Le Tao, Yun Su and Xiuqi Fang
The intended nationally determined contributions (INDCs) is a major outcome of the Paris Agreement on international cooperation to reduce emissions, and is likely to be the future…
Abstract
Purpose
The intended nationally determined contributions (INDCs) is a major outcome of the Paris Agreement on international cooperation to reduce emissions, and is likely to be the future scenario for carbon emissions. This paper aims to obtain the fine spatial pattern of carbon emissions in 2030, identify hot spots and analyze changes of carbon emissions with a spatial grid method.
Design/methodology/approach
Based on the integrated quantified INDCs of each economy in 2030, the authors predict the population density pattern in 2030 by using the statistics of current population density, natural growth rates and differences in population growth resulting from urbanization within countries. Then the authors regard population density as a comprehensive socioeconomic indicator for the top-bottom allocation of the INDC data to a 0.1° × 0.1° grid. Then, the grid spatial pattern of carbon emissions in 2030 is compared with that in 2016.
Findings
Under the unconditional and conditional scenarios, the global carbon emission grid values in 2030 will be within [0, 59,200.911] ktCO2 and [0, 51,800.942] ktCO2, respectively; eastern China, northern India, Western Europe and North America will continue to be the major emitters; grid carbon emissions will increase in most parts of the world compared to 2016, especially in densely populated areas.
Originality/value
While many studies have explored the overall global carbon emissions or warming under the INDC scenario, attention to spatial details is also required to help us make better emissions attributions and policy decisions from the perspective of the grid unit rather than the administrative unit.
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Pushkar Dubey, Abhishek Kumar Pathak and Kailash Kumar Sahu
In the time of coronavirus disease 2019 (COVID-19) epidemic, the effective leadership is what all the organisations are now requiring. Retaining and satisfying the employees in…
Abstract
Purpose
In the time of coronavirus disease 2019 (COVID-19) epidemic, the effective leadership is what all the organisations are now requiring. Retaining and satisfying the employees in these tough times has become very difficult. In view of this, the present study attempts to investigate three objectives: first, to find out the direct effect of effective leadership on job satisfaction and organisational citizenship behaviour (OCB); second, to examine the relationship between job satisfaction and OCB and, third, to investigate whether effective leadership positively moderate and mediate the link between job satisfaction and OCB among managerial employees of private manufacturing firms of Chhattisgarh state.
Design/methodology/approach
Correlational research design was applied in the present study. Cluster sampling was used to finalise sample region, and simple random technique was applied to collect primary responses. Employees working at the managerial positions were chosen as participants in the present study. About 530 questionnaires were sent to the participants in which 400 responses were found useable for analysis.
Findings
The results explained a significant relation of effective leadership with job satisfaction and OCB. In addition, job satisfaction also revealed a positive correlation with OCB. The moderating and mediating effect of effective leadership in the link between job satisfaction and OCB was also noted in significant association.
Originality/value
Private sector enterprises were economically harmed by COVID-19's sudden arrival. This forced corporations to minimise expenses by cutting staff, production and operations. Employees felt alone, needed assistance and guidance. This research demonstrates how effective leadership may reconnect workers and boost organisational performance.