Carolyn P. Egri

Leadership in the North American Environmental Sector: Values, Leadership Styles, and Contexts of Environmental Leaders and their Organizations

Interview and questionnaire data obtained from 73 leaders of nonprofit environmentalist and for-profit environmental product and service organizations showed that these leaders personal values wer...

Key organizational commitment antecedents for nurses, paramedical professionals and non‐clinical staff

PURPOSEnThe purpose of this paper is to develop a causal model that explains the antecedents and mediating factors predicting the organizational commitment of healthcare employees in different work roles.nnnDESIGN/METHODOLOGY/APPROACHnThis study tests an integrative causal model that consists of a number of direct and indirect relationships for antecedents of organizational commitment. It is proposed that the relationship between job satisfaction and organizational commitment is best understood by focusing on the three interrelated facets of job satisfaction, i.e. satisfaction with career advancement, satisfaction with supervisor, and satisfaction with co-workers. However, the model also advances that these job satisfaction facets have different mediating effects for other antecedents of organizational commitment.nnnFINDINGSnThe Structural Equation Modeling (SEM) path analysis showed that the job satisfaction facets of career advancement and satisfaction with supervisor had a direct impact on organizational commitment. Employee empowerment, job-motivating potential, effective leadership, acceptance by co-workers, role ambiguity and role conflict were also important determinants of organizational commitment. Interestingly, post hoc analyses showed that satisfaction with co-workers only had an indirect impact on organizational commitment.nnnORIGINALITY/VALUEnWhile there has been extensive research on organizational commitment and its antecedents in healthcare organizations, most previous studies have been limited either to a single employee group or to a single time frame. This study proposes a practical causal model of antecedents of organizational commitment that tests relationships across time and across different healthcare employee groups.

Managerial Cultural Intelligence and Small Business in Canada

This study of 122 executives in Canadian small businesses examined the extent to which managerial cultural intelligence was a contributing factor to the organizational effectiveness of small businesses. We found that the cultural intelligence of small business managers engaged in international business was higher than that of small business managers in domestic-only firms. After controlling for firm entrepreneurial orientation, we found that managerial cultural intelligence was positively related to corporate reputation and employee commitment, but not to the financial performance of small businesses. Further, these relationships were similar for small businesses that conducted international business and those that were domestic-only. For internationalized small businesses, managerial cultural intelligence was not influenced by the international scope of business activities. One implication is that cultural intelligence is a managerial competency that is not restricted to international business contexts. Directions for future research on cultural intelligence are identified.

Do corporate social responsibility practices yield different business benefits in eastern and western contexts

Purpose – The purpose of this paper is to investigate the extent to which societal culture has a moderating effect on the business benefits of corporate social responsibility (CSR). Design/methodology/approach – A cross-national research design was conducted using survey data collected from 164 firms in Taiwan and 196 firms in Canada. Findings – We found societal differences in the positive influence of CSR on corporate image and employee commitment. Specifically, we found that the relationships between CSR (customer-oriented and employee-oriented) and corporate image were stronger for Taiwanese firms than for Canadian firms. In addition, employee CSR was found to be more strongly associated with higher employee commitment in Taiwan than in Canada. While customer CSR was associated with enhanced customer loyalty, this relationship was similar for firms in both countries. Research limitations/implications – Multi-informants for data collection and longitudinal research design in future research would be re...