Kivanc Inelmen, Nisan Selekler-Goksen and Özlem Yildirim-Öktem
The purpose of this paper is to understand the impact of university tradition, justice perceptions and quality of leader-member exchange (LMX) on the faculty members’ tendency to…
Abstract
Purpose
The purpose of this paper is to understand the impact of university tradition, justice perceptions and quality of leader-member exchange (LMX) on the faculty members’ tendency to engage in organizational citizenship behavior (OCB) from the perspective of social exchange theory (SET). Attention is drawn to the need to contextualize the established relationships between OCB and its antecedents, as direction and strength of relationships may vary in different contexts.
Design/methodology/approach
The study uses a sequential mixed method design comprising a survey of 203 faculty members, and 15 semi-structured interviews both undertaken in several universities in Turkey. Hierarchical regression and discriminant analyses were used for the quantitative phase, followed by the qualitative phase that includes compiled quotes and content analysis.
Findings
Analyses provide strong support for the impacts of university tradition and LMX on OCB. The compiled quotes largely support the quantitative findings. Additionally, content analysis reveals sources and consequences of injustice and mechanisms to cope with it among academics.
Practical implications
The findings have implications for university administrators who are looking for ways to increase OCB and enhance justice perception. LMX emerges as a significant factor in encouraging OCB regardless of university tradition. In order to enhance justice perceptions, Continental European-modeled universities should allocate workload and resources in a fair manner, while American-modeled universities should apply procedures consistently across people and time.
Originality/value
The inclusion of university tradition as an independent variable is a contribution as it contextualizes the relationship between OCB and its antecedents, verifying SET for both contexts. Using a mixed method design, the study provides an enriched understanding of OCB.
Details
Keywords
Özlem Yildirim-Öktem, Irmak Erdogan, Andrea Calabrò and Osman Sabri Kiratli
The aim of this paper is to investigate the effects of environmental dynamism on different EO dimensions in family firms. The authors also examine the moderating role of national…
Abstract
Purpose
The aim of this paper is to investigate the effects of environmental dynamism on different EO dimensions in family firms. The authors also examine the moderating role of national culture (uncertainty avoidance and in-group collectivism) and the level of family control and influence in fostering/hindering this relationship.
Design/methodology/approach
A survey was conducted among 1,143 family firms from twenty-eight countries. The authors developed and tested hypotheses through a fixed-effects regression analysis.
Findings
The findings suggest that environmental dynamism has a positive effect on all three EO dimensions. Analysis reveals a positive moderating role of family control and influence and negative moderating roles of in-group collectivism and uncertainty avoidance.
Practical implications
The findings imply that family firm managers should carefully interpret the influence of their national culture on family firm behavior. More specifically, family firms in dynamic environments should consider the importance of the national culture in which they are embedded. Those operating in high uncertainty avoidant and highly collectivist cultures should take proactive steps to cultivate a corporate entrepreneurial culture. On the other hand, the family should not undermine the effect of its control and influence. In dynamic environments, family control and influence may be a competitive advantage in reinforcing entrepreneurial orientation.
Originality/value
The study contributes to the literature on EO in family firms by expanding the previous research on the antecedents of EO and examining moderation effects of culture and family control and influence across a broad multi-country sample. In contrast with the common findings regarding the effect of family logic on EO, the study shows the strengthening role of family control and influence in the relationship between environmental dynamism and EO. The authors show that culture as an informal institution may also play a critical role in hindering/strengthening the relationship between environmental dynamism and EO.