Validation of the Organizational Culture Assessment Instrument

Organizational culture is a commonly studied area in industrial/organizational psychology due to its important role in workplace behaviour, cognitions, and outcomes. Jung et al.'s [1] review of the psychometric properties of organizational culture measurement instruments noted many instruments have limited validation data despite frequent use in both theoretical and applied situations. The Organizational Culture Assessment Instrument (OCAI) has had conflicting data regarding its psychometric properties, particularly regarding its factor structure. Our study examined the factor structure and criterion validity of the OCAI using robust analysis methods on data gathered from 328 (females = 226, males = 102) Australian employees. Confirmatory factor analysis supported a four factor structure of the OCAI for both ideal and current organizational culture perspectives. Current organizational culture data demonstrated expected reciprocally-opposed relationships between three of the four OCAI factors and the outcome variable of job satisfaction but ideal culture data did not, thus indicating possible weak criterion validity when the OCAI is used to assess ideal culture. Based on the mixed evidence regarding the measure's properties, further examination of the factor structure and broad validity of the measure is encouraged

A Novel Tool for Online Community Moderator Evaluation

This study introduces a new instrument for leadership evaluation in online forums and other online communities which was developed using a grounded approach. Questions that emerged from the literature were then evaluated to create hypotheses that guided the development of an instrument for moderator evaluation. The Moderator Evaluation Contingency Scale (MECS) is modified from Fiedler’s contingency model to determine if a moderator is more task- or relationship-oriented in his or her approach to moderation and interactions with other members of a community. The MECS was developed and tested on Reddit in 2013–2014 using random sampling for Forum selection, moderator selection, and interactions with users. A content analysis using the MECS to evaluate posts was found to be a viable measure of a moderator’s ability to perform tasks like removing content as well as his or her ability to interact with users. Bots were analyzed using the MECS as well to determine bias. Next steps include making the instrument available for use by social media and niche community sites, administrators, and other moderators

Critical Essay: Organizational cognitive neuroscience drives theoretical progress, or: The curious case of the straw man murder:organizational cognitive neuroscience drives theoretical progress, or: The curious case of the straw man murder

In this critical essay, we respond to Lindebaum’s (2016) argument that neuroscientific methodologies and data have been accepted prematurely in proposing novel management theory. We acknowledge that building new management theories requires firm foundations. We also find his distinction between demand and supply side forces helpful as an analytical framework identifying the momentum for the contemporary production of management theory. Nevertheless, some of the arguments Lindebaum (2016) puts forward, on closer inspection, can be contested, especially those related to the supply side of organizational cognitive neuroscience (OCN) research: fMRI data, motherhood statements and ethical concerns. We put forward a more positive case for OCN methodologies and data, as well as clarifying exactly what OCN really means, and its consequences for the development of strong management theory

Collaborating With ‘Virtual Strangers’: Towards Developing a Framework for Leadership in Distributed Teams

The current study qualitatively explores emergent leadership themes within distributed teams in a large international Fortune 500 organization. Sixteen employees across different organizational sites were interviewed about experiences in both collocated and distributed teams. Previous research has typically highlighted how these teams fall on a continuum of virtuality, from purely face-to-face to entirely distributed, as well as emphasizing the importance of distributed team leaders using technology to create a virtual presence along this continuum. In addition, extant research emphasizes that leadership functions may need to vary depending on the geographic and temporal dispersion of the team. Consistent with traditional leadership theories, our findings suggest that distributed team leaders play an important role both in structuring group tasks and supporting socio-emotional group processes, and these functions vary by team distribution level. The idea that distributed teams are particularly conducive to more non-traditional forms of leadership also appeared as a consistent theme