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Sociomoral Atmosphere and Prosocial and Democratic Value Orientations in Enterprises with Different Levels of Structurally Anchored Participation

Author

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  • Wolfgang G. Weber
  • Christine Unterrainer
  • Thomas Hoege

Abstract

This study examines effects of structurally anchored organisational democracy on perceived sociomoral atmosphere and on employees’ prosocial, democratic behavioural orientations. Data result from the ODEM research project. Beside a description of the concept of sociomoral atmosphere, within this project, 30 small and medium sized enterprises from Austria, North Italy, South Germany, and Liechtenstein (542 participants) were surveyed with questionnaires, interviews, and document analyses. Based on organisational science criteria, several types of enterprises were derived and pooled into three groups of structurally anchored organisational democracy (no, medium, and high democracy). Multivariate group analyses show significant differences between those groups in parts of their prosocial and democratic behavioural orientations and in their sociomoral atmosphere.

Suggested Citation

  • Wolfgang G. Weber & Christine Unterrainer & Thomas Hoege, 2008. "Sociomoral Atmosphere and Prosocial and Democratic Value Orientations in Enterprises with Different Levels of Structurally Anchored Participation," Zeitschrift fuer Personalforschung. German Journal of Research in Human Resource Management, Rainer Hampp Verlag, vol. 22(2), pages 171-194.
    • Handle: RePEc:rai:zfpers:doi_10.1688/1862-0000_zfp_2008_02_weber
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    Citations

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    Cited by:

    1. Alexandra Huber & Cornelia Strecker & Melanie Hausler & Timo Kachel & Thomas Höge & Stefan Höfer, 2020. "Possession and Applicability of Signature Character Strengths: What Is Essential for Well-Being, Work Engagement, and Burnout?," Applied Research in Quality of Life, Springer;International Society for Quality-of-Life Studies, vol. 15(2), pages 415-436, April.
    2. Enver Haskasap & Tulen Saner & Serife Eyupoglu & Cemre S. Gunsel Haskasap, 2022. "Influence of Organizational Democracy on Organizational Citizenship Behaviors in Digital Transformation: Mediating Effects of Job Satisfaction and Organizational Commitment for Smart Services," Sustainability, MDPI, vol. 15(1), pages 1-13, December.
    3. Thomas Höge & Cornelia Strecker & Melanie Hausler & Alexandra Huber & Stefan Höfer, 2020. "Perceived Socio-moral Climate and the Applicability of Signature Character Strengths at Work: a Study among Hospital Physicians," Applied Research in Quality of Life, Springer;International Society for Quality-of-Life Studies, vol. 15(2), pages 463-484, April.
    4. Armin Pircher Verdorfer & Brigitte Steinheider & David Burkus, 2015. "Exploring the Socio-moral Climate in Organizations: An Empirical Examination of Determinants, Consequences, and Mediating Mechanisms," Journal of Business Ethics, Springer, vol. 132(1), pages 233-248, November.
    5. Jose DiBella & Nigel Forrest & Sarah Burch & Jennifer Rao‐Williams & Scott Morton Ninomiya & Verena Hermelingmeier & Kyra Chisholm, 2023. "Exploring the potential of SMEs to build individual, organizational, and community resilience through sustainability‐oriented business practices," Business Strategy and the Environment, Wiley Blackwell, vol. 32(1), pages 721-735, January.

    More about this item

    Keywords

    Participation; Organisational Democracy; Ethical Climate; Organisational Citizenship Behaviour; Value Orientations;
    All these keywords.

    JEL classification:

    • A13 - General Economics and Teaching - - General Economics - - - Relation of Economics to Social Values
    • J24 - Labor and Demographic Economics - - Demand and Supply of Labor - - - Human Capital; Skills; Occupational Choice; Labor Productivity
    • J28 - Labor and Demographic Economics - - Demand and Supply of Labor - - - Safety; Job Satisfaction; Related Public Policy
    • J53 - Labor and Demographic Economics - - Labor-Management Relations, Trade Unions, and Collective Bargaining - - - Labor-Management Relations; Industrial Jurisprudence
    • M12 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - Personnel Management; Executives; Executive Compensation
    • M52 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Personnel Economics - - - Compensation and Compensation Methods and Their Effects
    • M54 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Personnel Economics - - - Labor Management

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