Project: Organizational Behavior
September 25, 2022
Women’s Woodland Owner Network: A Comparative Case Study of Oregon (the United States) and Austria
Gender equality, as a preferred social norm based on both ethical considerations and legislative demands, can be boosted by networking. However, the concept of organizational networks is too often associated with old boys’ clubs or old boy networks that effectively exclude women, thus limiting their potential. As a result, there is a movement to form women-inspired networks, to address the experiences of women with a goal for increasing their perceptions of belonging and engagement. So how do such networks operate in practice? This research focuses on the organizational differences and commonalities in two women’s woodland owner networks, one in the US and one in Austria, in order to understanding how participation in networks influence the advancement of women in the forest sector. Based on expert interviews, we found that both cases well reflect current networking potential for strengthening the capabilities of women engaging in network activities. Regardless of country women in similar circumstances tend to have similar networks. Yet, there are some differences even among these organized networks operating with similar targets. Results also show the limitations of sole networking approaches for the enhancement of women’s positions in the men-dominated forest sector. We suggested more action in terms of active equality policies, such as mentoring/networking programs, family friendly policies, and quota/sensibilization measures for boards and selection committees to increase the gender balance in the sector and its related industries.
February 20, 2022
COVID-19 Anxiety as a Moderator of the Relationship between Organizational Change and Perception of Organizational Politics in Forestry Public Sector
In addition to an outstanding commitment to the Sustainable Development Goals’ (SDG) agenda to good governance (goal no. 16), there is an argument that the SDGs can only be achieved through good governance with strong political institutions and processes. In Indonesia, a new era in politics has been marked with the new leadership of Joko Widodo (the current Indonesian President) who has a vision to reform the Indonesian bureaucracy. One of the bureaucratic reform implementations is the merging of the Ministry of Forestry and the Ministry of Environment into the Ministry of Environment and Forestry (MoE). In this kind of organizational change, employees may have increased perceptions of organizational politics and feelings of uncertainty and anxiety. This effect is suspected to be exacerbated by the impact of the COVID-19 pandemic. This article, therefore, aims to investigate the effects of organizational change in the public sector. Based on a survey of 112 state civil apparatuses in the forestry sector in Indonesia, we found that organizational change is positively related to employees’ perception of organizational politics. Nevertheless, our most intriguing finding is that the COVID pandemic situation has decreased employees’ perception of organizational politics. This is because political behaviors are difficult to perform in virtual working settings due to reduced face-to-face interaction and limited non-verbal cues.
July 8, 2021
Please Like Me: Ingratiation as a Moderator of the Impact of the Perception of Organizational Politics on Job Satisfaction
Drawing from the negative impacts of the perception of organizational politics (POP) on the literature on organizational outcomes, the model proposed in this study examines a nonlinear relationship of POP on job satisfaction. In a similar way, ingratiation as a moderator variable is tested. Based on a survey of 240 state-owned enterprise employees in Indonesia, this study finds that POP exhibits an inverted U-shaped relationship with job satisfaction. Low and high levels of POP have a negative impact on job satisfaction. Nevertheless, our most intriguing finding is that ingratiation behavior not only strengthens POP’s effects on job satisfaction, but can also alter the direction of the relationship in which its shape is represented by a U-shape. This shape indicates that the employees who engage in high levels of ingratiation as a coping mechanism and adaptive strategy tend to do so when they perceive high degrees of POP. These results are then discussed from a cross-cultural perspective as an attempt to explain the legitimacy of ingratiation in Indonesia.