Management Behaviour as Social Capital: A Systematic Analysis of Organizational Ethnographies
AbstractThis article explores managerial behaviour as a potential source of social capital in the workplace. Using content-coded data from the full population of organizational ethnographies (N "=" 204), we explore facets of workplace behaviours and relations that have been difficult to evaluate using survey-based techniques. Analysing ethnographic-based data with multivariate techniques, we find that competent management leadership, in particular, has widespread and significant effects on important workplace outcomes such as job satisfaction, organizational citizenship behaviour, and co-worker infighting. The findings highlight the value of cross-methods techniques for evaluating and extending existing workplace theories. Copyright Blackwell Publishing Ltd/London School of Economics 2005.
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Bibliographic InfoArticle provided by London School of Economics in its journal British Journal of Industrial Relations.
Volume (Year): 43 (2005)
Issue (Month): 1 (03)
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"Retaining the thin blue line: What shapes workers' intentions not to quit the current work environment,"
International Journal of Social Economics,
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- Martin G?chter & David A. Savage & Benno Torgler, 2009. "Retaining the Thin Blue Line: What Shapes Workers' Intentions not to Quit the Current Work Environment," Working Papers 2010-05, Faculty of Economics and Statistics, University of Innsbruck, revised Mar 2010.
- David Pastoriza & Miguel Ariño & Joan Ricart, 2009. "Creating an Ethical Work Context: A Pathway to Generate Social Capital in the Firm," Journal of Business Ethics, Springer, vol. 88(3), pages 477-489, September.
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