Vol.54, No 1 (2021)

Ilker UNDER

Anadolu University, Graduate School of Social Sciences, Eskisehir

Ender GEREDE

Eskisehir Technical University, Faculty of Aeronautics and Astronautics, Eskisehir

Abstract

Background/Purpose:   Organizational silence, seen as the greatest obstacle to the success of organizations and expressed as a refraining from expressing feelings, and ideas about problems encountered in their organi­zations, is identified as the avoidance of voluntary reporting in aviation organizations. The main purpose of this research is to identify and develop a tool to measure the various reasons for aviation employees’ remaining silent about the unsafe acts and events they witness, and the factors causing them to refrain from adopting safety en­hancement proposals.
Methodology: Within the scope of the study, a data collection tool was developed. Explanatory and confirmatory factor analysis of the data obtained from 483 employees was conducted to test the reasons for not reporting volun­tarily in aviation.
Results: As a result, it was found that employees did not participate in voluntary reporting due to factors of silence based on relational and prosocial factors, disengagement, quiescence and acquiescence, along with fear and defen­siveness.
Conclusion: Accordingly, organizations need to acknowledge and act with the awareness that organizational silence is a common phenomenon. The importance of voluntary reporting should be explained to employees at every oppor­tunity and the number of quality voluntary reports should be increased. However, this should go beyond the simple slogans of ‘Safety comes first in this workplace’ or ‘Safety first’ hanging on the wall of every organization.
Keywords: Organizational silence, Reporting, Safety management system, Aircraft maintenance

Renato Lopes DA COSTA

ISCTE-Instituto Universitário de Lisboa, BRU-Business Research Unit, Lisboa

João MIGUEL

ISCTE-Instituto Universitário de Lisboa, BRU-Business Research Unit, Lisboa

Álvaro DIAS

ISCTE-Instituto Universitário de Lisboa, BRU-Business Research Unit, Lisboa and Universidade Lusfófona/TRIE and ISCTE-IUL, Department of Marketing, Strategy and Operations, Lisboa

Leandro PEREIRA

ISCTE-Instituto Universitário de Lisboa, BRU-Business Research Unit, Lisboa

José SANTOS

ISCTE-Instituto Universitário de Lisboa, Department of Quantitative Methods, WINNING LAB, Lisboa

Abstract

Background/Purpose:  This work is focused on the variables that influence the outcomes of mergers and acquisi­tions, by learning from past mistakes, adopt better strategies and make wiser decisions to enhance the outcomes of their mergers and acquisitions. Using a qualitative approach, this research contributes to existing knowledge on mergers and acquisitions performance by exploring the cultural, managerial and organizational factors dimensions through an integrative approach using multiple perspectives.
Methodology: Fifteen interviews were conducted with experienced professionals in multiple areas of mergers and acquisitions. Content analysis was used to interpret the results. This enabled to achieve a more complete set of an­swers and potential solutions while comparing opinions on the same problems from slightly different angles.
Results: Results show the existence of managerial hubris, emotional attachment and over-optimism in mergers and acquisitions. There was a relative support towards standardizing the process of mergers and acquisitions deals, but respondents advise to keep some creativity and flexibility.
Conclusion: The article concludes by addressing key issues for mergers and acquisitions performance: capabilities and experience; organizational communication; internal coordination; and, key issues for decision-making.
Keywords: Mergers and acquisitions, Synergies, Culture, Strategy, Growth, Performance. 

Amro AL-MADADHA

Princess Sumaya University for Technology, Department of Business Administration, Amman

Ahmad Samed AL-ADWAN

Al-Ahliyya Amman University, Electronic Business and Commerce Department, Amman

Fida Amin ZAKZOUK

Princess Sumaya University for Technology, Department of Business Administration, Amman

Abstract

Background/Purpose:   Organisational politics can have a substantial negative effect on employees’ perfor­mance, however many organisations still do not pay attention to this organisational behaviour. In our study, we aim to examine the relationship between organisational culture and organisational citizenship behaviour through how employees perceive political behaviour within organisations.
Methods: Convenience sampling technique has been employed, quantitative data were collected from 532 employ­ees in the Jordan banking industry via online surveys. Structural equation modelling (SEM) was employed to test the hypotheses of the study.
Results: Analyses showed that organisational culture within the banking industry has an effect on how employees perceive political behaviour. A negative perception of political behaviour by employees, in turn, has a negative influ­ence on employees’ citizenship behaviour. These findings answer previous calls to investigate the destructive effect of organisational politics on employee outcomes.
Conclusion: Organisations should pay more attention to the destructive effect of organisational politics and try to minimise such behaviour. Organisational citizenship behaviour, in contrast, benefits organisational performance, and the enhancement of this is recommended through the implementation of more effective policies and strategies.
Keywords: Organisational culture; Perceived organisational politics; Organisation citizenship behaviour

Tareq LUBBADEH

University of Pécs, Faculty of Business and Economics, Pécs

Abstract

Background/Purpose:  This study investigated the relationship between job burnout and counterproductive work behavior (CWB) among 307 employees drawn from various banks within Jordan. This study also examined the levels of job burnout and CWB with regard to gender, age, marital status, and education.
Methodology: For data collection, the convenience sampling method is utilized to survey frontline bank employees. The Oldenburg Burnout Inventory scale, which assesses exhaustion, disengagement, and the CWB scale from the Individual Work Performance Questionnaire (IWPQ), were used for data collection. The data were analyzed using the Statistical Package for Social Science 25.0.
Results: The study results suggest that there is a significant positive relationship between job burnout two dimen­sions and CWB. The research also shows that age, education, and marital status affect both job burnout and CWB. Nevertheless, gender was found to have a significant effect only on the disengagement dimension of job burnout. Further, the study implies that exhaustion and disengagement are vital predictors influencing CWB.
Conclusion: With regard to the results, the phenomena of job burnout provide the means that can provoke deviant behavior in the workplace.
Keywords: Job burnout, Exhaustion, Counterproductive work behavior, Bank employees, OLBI

Febri Nila CHRISANTY

University of Indonesia, Faculty Economics and Business, Depok

Michael Surya GUNAWAN

University of Indonesia, Faculty Economics and Business, Depok

Retno W. WIJAYANTI

University of Indonesia, Faculty Economics and Business, Depok

Budi W. SOETJIPTO

University of Indonesia, Faculty Economics and Business, Depok and University of Pertamina, Faculty Economics and Business, Jakarta

Abstract

Background/Purpose:  The company sustainability balancing economic with social impact to coexist whilst the transformation entrepreneurship create the coexist. The purpose of this research is to better understand the consequences of transformational entrepreneurship, in terms of increasing organizational readiness for change, minimizing counterproductive work behavior and enhancing employee performance. In addition, this paper aims to comprehend the extent to which organizational readiness for change and counterproductive work behavior affect employee performance.
Methodology: The data were collected via a survey of 257 branches of a state-owned bank. The structural equation model (SEM) was used to test the proposed model.
Findings: Transformational entrepreneurship positively and significantly affect organizational readiness for change and employee performance, and negatively and significantly affect counterproductive work behavior. Moreover, the result demonstrated a significantly positive effect of organizational readiness for change on employee performance, and demonstrated a significantly negative effect of counterproductive work behavior on employee performance.
Conclusion: Point of this study is the effectiveness of transformational entrepreneurship in directly affecting em­ployees’ performance. However, the effect transformational entrepreneurship has on readiness for change and counterproductive work behavior adds its impact on employees’ performance and based on the direct effect, readi­ness for comes up much more impactful than the other two. It implies how volatile and dynamics the work (internal and external) situations that having employees ready for change can help them cope with such volatility and dynam­ics to reach better performance.
Keywords: Employee performance, Counterproductive work behavior, Readiness for change, Transformational en­trepreneurship

Mahmut BİLGETÜRK

Yıldız Technical University, Faculty of Economics and Administrative Sciences, Istanbul

Elif BAYKAL

Istanbul Medipol University, Medipol Business School, Istanbul

Abstract

Background/Purpose:  Authentic leadership, the most noteworthy positive leadership style accepted by pos­itive organizational behavior scholars, is famous for its contributions to psychological capitals. And, in fact, this leadership style can flourish and be experienced more easily in situations where there are supportive organizational conditions. Hence, in this study, we assume that organizational support is an important antecedent for experiencing and displaying authentic leadership. Furthermore, in organizations wherein authentic leadership is practiced, people may assume organizational support comes about thanks to their leaders’s management style, particularly where authentic leadership may shadow the effect of perceived organizational support on the psychological capitals of individuals. So, in our model we proposed that perceived organizational support will have a positive effect on both authentic leadership style and the psychological capitals of individuals. Moreover, authentic leadership will act as a mediator in this relationship.
Design/Methodology/Approach: For the related field research we collected data from professionals working in the service sector in Istanbul. Related data have been analysed with structural equation modelling in order to test our hypotheses.
Results: Results of this study confirmed our assumptions regarding the positive effects of perceived organizational support on authentic leadership and on four basic dimensions of psychological capital: self-efficacy, optimism, resilience, and hope. Moreover, our results confirmed the statistically significant effect of authentic leadership on psychological capital and partial mediator effect of authentic leadership in the relationship between perceived orga­nizational support and psychological capital.
Conclusion: Our results indicate the importance of empowering employees and engaging in authentic leadership behaviour in increasing psychological capitals of employees and psychologically creating a more powerful work­force.
Keywords: Perceived organizational support, Authentic leadership, Psychological capital