The Precursors and Products of Justice Climates: Group Leader Antecedents and Employee Attitudinal Consequences

Drawing on the organizational justice, organizational climate, leadership and personality, and social comparison theory literatures, we develop hypotheses about the effects of leader personality on the development of three types of justice climates (e.g., procedural, interpersonal, and informational), and the moderating effects of these climates on individual level justice- attitude relationships. Largely consistent with the theoretically-derived hypotheses, the results showed that leader (a) agreeableness was positively related to procedural, interpersonal and informational justice climates, (b) conscientiousness was positively related to a procedural justice climate, and (c) neuroticism was negatively related to all three types of justice climates. Further, consistent with social comparison theory, multilevel data analyses revealed that the relationship between individual justice perceptions and job attitudes (e.g., job satisfaction, commitment) was moderated by justice climate such that the relationships were stronger when justice climate was high

Developing Criteria for Evaluating a Multi-channel Digitally Enabled Participatory Budgeting Platform

No"Enabling Multichannel Participation through ICT Adaptations for Participatory Budgeting ICT-enabled platform” (EMPATIA) is a multi-channel participatory budgeting (PB) platform that represents a significant social innovation process of democratic deliberation and decision-making, involving citizens within complex public-institution structures. EMPATIA was targeted to deliver socio-economic and political benefits, such as enhancing citizen-government engagement, increasing public value through PB process, promoting ‘inclusiveness’ among the marginalized groups of citizens, and impeding political discontent that underpins distrust and skepticism towards the government. The attainment of these benefits will be driven by the EMPATIA's performance. Hence, a performance measurement tools is needed to enable assessment of EMPATIA, empirically. With an aim to propose an integrated performance evaluation metrics, this study presents a set of assessment criteria for multi-channel digitally enabled PB service platforms – especially EMPATIA. Findings from a qualitative, multi-strategies research approach suggest that the metrics should include five key technical and non-technical performance indicators, to be used as basis for the development of future evaluation instruments. Of major signposts, the metrics would inform key performance aspects to be considered during the PB platform development, and evaluated to indicate the PB platform performance

How Can Open Source Software Projects Be Compared with Organizations?

The existence of a community plays a central role in the development of Open Source Software (OSS). Communities are commonly defined as a group of people sharing common norms or values. The common interest of an OSS project is obvious: to develop software under an OSS license. When we look at the rather general definition of a community, we see that there is a similarity to the term ‘organization’. This paper draws parallels between OSS projects and the general elements of an organization and shows the different elements comprised in an OSS community: people, organization and assets. Each of those elements is enriched with examples from different research in the corresponding OSS research stream and provides a broad overview of the elements of OSS projects. With the help of this comparison, research on OSS can be made more focused and aligned with organizational research

Small and Medium-Sized Accounting Firms in India: Inclusive or Exclusive Leadership?

Integral to the effective management of the business are the concepts of creativity and innovation that set apart one business from another through differentiation and competitive advantage (Hulshegar and Anderson 2009). Business owners need to display effective leadership capabilities in the management of critical resources such as funding, information and time (Carmeli et al. 2010a, b), no matter what their size. Businesses globally face an increasingly uncertain and turbulent environment. Major challenges in this regard include globalisation, technology, privatisation and competition (Cooper et al. 2003). These forces, whether internal or external to the work environment, need to be managed effectively to ensure viability and profitability

Walking the Talk on Diversity: CEO Beliefs, Moral Values, and the Implementation of Workplace Diversity Practices

Although CEO commitment is recognized as being crucial to organizational diversity efforts, we know little about how CEOs signal their priorities and mobilize key organizational actors to implement diversity management. We tested an integrative model in which CEO beliefs about diversity were theorized to predict the implementation of organizational diversity practices through two consecutive mediating steps—via greater CEO engagement in pro-diversity behavior, and in turn, higher perceived CEO commitment by their HR manager. In this model, we also proposed a moderating effect such that when CEOs have less positive beliefs about diversity, CEOs espousing higher moral values will display greater pro-diversity behavior. Results supported the proposed model. Taken together, our findings indicate that a CEO’s words and actions alone are not sufficient for the implementation of diversity management practices. HR managers must view their CEOs as being committed to workplace diversity in order for diversity management practices to be implemented