Knowledge workers' existential affirmation and innovativeness: a Kierkegaardian redescription of Drucker

Purpose Ethical culture is a specific form of organizational culture (including values and systems that can promote ethical behavior), and as such a socially constructed phenomenon. However, no previous studies have investigated the degree to which employees’ perceptions of their organization’s ethical culture are shared within work units (departments), which was the first aim of this study. In addition, we studied the associations between ethical culture and occupational well-being (i.e., burnout and work engagement) at both the individual and work-unit levels.Design/Methodology/ApproachThe questionnaire data were gathered from 2,146 respondents with various occupations in 245 different work units in one public sector organization. Ethical organizational culture was measured with the corporate ethical virtues scale, including eight sub-dimensions.FindingsMultilevel structural equation modeling showed that 12–27 % of the total variance regarding the dimensions of ethical culture was explained by departmental homogeneity (shared experiences). At both the within and between levels, higher perceptions of ethical culture associated with lower burnout and higher work engagement.ImplicationsThe results suggest that organizations should support ethical practices at the work-unit level, to enhance work engagement, and should also pay special attention to work units with a low ethical culture because these work environments can expose employees to burnout.Originality/ValueThis is one of the first studies to find evidence of an association between shared experiences of ethical culture and collective feelings of both burnout and work engagement.

This article explores how top executives from two electric utility multinationals visualize systemic change and adaptation of their ethical cultures in the future. Allaire and Firsirotu’s framework for organizational culture was incorporated with scenario planning which focused on the influence that the contextual environment exerts on building an organizational ethical culture. The study relied on a holistic and a systems thinking approach to cluster and evaluate six key themes perceived to lead to disruptions in ethical culture. Consequently arriving at the aim to conceive four possible scenarios for 2040 on the future of organizational dynamics and ethical culture in the private electric utility sector. The attributions of relevance for organizational ethical culture and the interrelationships among six key themes demonstrated the greater significance of two themes: From profit to purpose and Environment and Sustainability. As the main driving forces, these two themes guided the development of the scenarios and provided further insights into the flow of power relations, agency, and leverage points for an organizational ethical system.

Employee job satisfaction is crucial for retaining good employees and sustaining the organization. Leaders’ ethical values and how these ethical values get translated into creating an ethical organizational culture are crucial factors in employee job satisfaction. In this study, we administered a survey questionnaire to understand how employee job satisfaction is related to the presence of ethical leadership. We also explored the mediating role of ethical culture and the moderating impact of age, gender, tenure, and age of the organization. We used leader-member exchange theory, and adapted frameworks primarily developed in a Western context and found that they are significant in the Indian context. We observed that ethical culture mediates the relationship between ethical leadership and job satisfaction. The analysis also revealed that Millennials and Gen-Z prefer organizations with an ethical culture. The same is true for new entrants against employees who have spent more extended periods in the same organization. We collected 210 samples from India’s micro, small, and medium-sized enterprises (MSMEs). There were 152 male respondents, 58 female respondents, and 145 respondents in the age group of 20–30 and 65 in the range of 30–50. We used SPSS Amos to perform structural equation modeling. The results hold significant implications for managers. The research calls upon managers to create an ethical culture with clearly articulated rules. This culture should encourage dissent and punish deviations. MSME companies must move away from the leader-centric approach to conscientiously creating an ethical culture.

This study aims to empirically prove that work experience, individual morality, and organizational ethical culture influence the tendency of accounting fraud. The population in this study is the Village Head, Village Secretary, and Village Finance staff located in Ploso District and Tembelang District, Jombang Regency. The sampling technique used was a purposive random sampling technique with 82 respondents. The analysis tool used in this study is Wrap PLS 7.0. The results of this study show that variables of work experience, individual morality, and organizational ethical culture affect the tendency of accounting fraud.

Purpose As sustainable performance has a central role in the small and medium enterprises (SMEs) performance literature, this study aims to examine the influence of networking capabilities in enhancing sustainable performance through knowledge workers’ productivity and digital innovation. It also examines the sequential mediating role of knowledge workers’ productivity and digital innovation on networking capabilities and SMEs’ sustainable performance relationship. Design/methodology/approach Data were collected from 308 knowledge workers in the information technology sector and analyzed using the Hayes Process Macro bootstrapping method to test the proposed hypotheses. Findings Results indicate that knowledge workers’ productivity and digital innovation individually and sequentially mediate the relationship between networking capabilities and SME’s sustainable (economic and environmental) performance, surprisingly, they do not act as a mediator between networking capability and SME’s social performance. SMEs should prioritize investments in the professional development of their knowledge workers through training and skill enhancement programs. This investment equips knowledge workers with the tools to effectively use the knowledge and resources acquired through networking. Thus, knowledge workers may improve performance by using these resources to tackle challenges. Research limitations/implications Although this research focused on this specific context, it is prudent to acknowledge that additional factors may also exert influence on sustainable performance within SMEs, factors that managers may consider when making decisions. Methodologically, the cross-sectional design of this research poses a potential limitation, as it does not allow for the complete elimination of endogeneity concerns. However, it is worth noting that scholars have endorsed the use of cross-sectional data in cases where management researchers aim to expand beyond well-documented and longitudinal data sets. Practical implications This research offers practical recommendations for SMEs to improve their sustainable performance through networking. SMEs should seek partnerships with complementary knowledge to improve operations and for other performance-oriented benefits. Originality/value This study adds significantly to the literature on sustainable SME performance by studying the interdependent effects of networking capabilities. It also represents the individual and sequential mediation mechanism that links networking capabilities to SME success through knowledge worker productivity and digital innovation.

The paper explores the interrelations between ethical organisational culture and organisational innovativeness in two different socio-cultural contexts, Finland and Lithuania. According to the Global Innovation Index 2013, Finland ranked 6th and Lithuania 40th in terms of the national capacity to produce innovations. Prior research by Riivari and Lamsa (J Business Ethics 124:1–17, 2014) and Riivari et al. (Eur J Innov Manag 15:310–331, 2012) argues the importance of the ethical dimension of organisational culture in fostering the organisational capacity to innovate. In this paper, a different context is taken to test hypothesised differences between the two multidimensional phenomena. The paper discusses the findings of 2 surveys in Finnish and Lithuanian public organisations (respectively, n FI = 477 and n LT = 757). Data analysis shows that ethical organisational culture affects organisational innovativeness, in particular process and behaviour innovativeness in both organisations. The findings suggest that some ethical virtues such as congruency of management, discussability and clarity can be explained by an institutional rather than socio-cultural context. However, the effect of transparency and sanctionability in the Finnish organisation and congruency of supervisors, supportability and feasibility in the Lithuanian organisation rests on peculiarities of a socio-cultural context.

This study aims to analyze internal factors that influence the tendency of accounting fraud in Village Credit Institutions (Lembaga Perkreditan Desa/LPD) in Badung Regency. The research is based on the fraud triangle theory, which highlights conditions that may trigger fraudulent behavior. A quantitative approach was employed, with data collected through questionnaires distributed to the heads and treasurers of each LPD. The study population consisted of 115 LPDs, with a sample of 54 LPDs selected using purposive sampling. Data analysis was conducted using multiple linear regression with SPSS version 26 to examine the effects of internal control, human resource competence, compliance with accounting rules, and ethical organizational culture on the tendency of accounting fraud. The results indicate that internal control, human resource competence, compliance with accounting standards, and ethical organizational culture all have a negative and significant effect on the tendency of accounting fraud. These findings underscore the importance of strengthening internal controls, enhancing employee competence, adhering to accounting standards, and fostering an ethical organizational culture to minimize the occurrence of accounting fraud in LPD financial management.

Digitalization has affected all aspects of business including the banking business. Digitalization has increased efficiency in work, especially regarding the need for human resources. Digitalization has reduced the quantity of human resources needed thereby increasing the demand for quality employees. One of the required employee characteristics is high organizational citizenship behavior (OCB). This study analyzes the influence of ethical organizational culture on OCB with transparent communication as an intervening variable in banking companies in Gresik district. Data were collected from 160 respondents using a non-probability sampling technique using purposive sampling. SEM-PLS is used in the analysis of research data. The research results obtained are hypotheses 1 and 2 are accepted, while hypotheses 3 and 4 are rejected. The results also show that ethical organizational culture has a positive and significant effect on transparent communication, ethical organizational culture has a positive and significant effect on organizational citizenship behavior, transparent communication has a positive but not significant effect on organizational citizenship behavior, and transparent communication has no mediating effect on organizational culture. ethical on organizational citizenship behavior.

Introduction: This research studied the mediating role of job autonomy in the relationship between ethical leadership and knowledge workers’ innovative behaviour based on self-determination theory. Data were collected from 377 knowledge workers in the IT industry in Sichuan, Henan, and Guangdong province, China. A conceptual model was constructed and tested with the statistical software SMART-PLS. This paper concludes that job autonomy effectively mediates ethical leadership and knowledge workers’ innovative behaviour. The findings also reveal the strong and positive impact of ethical leadership on knowledge workers’ innovative behaviour. This paper enriched the leadership literature and extended the understanding of the predictors of employee innovative behaviour Objective: To investigate the impact of ethical leadership on knowledge workers’ innovative behaviour. To study the relationship between ethical leadership and job autonomy. To examine the impact of job autonomy on knowledge workers’ innovative behaviour. To investigate the mediating effect of job autonomy between ethical leadership and knowledge workers’ innovative behaviour. Theoretical Framework: Knowledge workers are highly skilled workers with professional knowledge, good education, or experience in their respective fields (Davenport, 2006). According to Correia & Dierendonck (2010), three core elements underpin the global meaning framework of knowledge workers: first, knowledge workers perceive their work as a calling; second, they have a strong desire for membership within a community of peers; third, they demand autonomy. These elements are in consistency with SDT. Method: This research used a quantitative approach to test the hypothesis, a closed questionnaire to collect the data, and SMART PLS version 4 to analyze the data. The survey questions were translated into Chinese with a back-translation approach (Brislin, 1986), as the respondents were all Chinese. Results and Discussion: Due to the single source, we first test common method bias. We adopted a full collinearity assessment approach to check the common method bias (Kock, 2015; Kock and Lynn, 2012). In this approach, the constructs were regressed on a new dummy variable with random values. As shown in table 4.1, the variance inflation factor (VIF) is lower than 3.3 (Kock, 2015), the model is indicated free of common method bias. Research Implications: The study constructed a research model to investigate the mediating effect of job autonomy between ethical leadership and knowledge workers' innovative behaviour. Management in knowledge-intensive industries, like the IT industry, can gain inspiration from the research to develop proper management strategies to promote knowledge workers’ innovative behaviour while guarding the ethical line.

The aim of the present longitudinal study was to quantitatively examine whether an ethical organizational culture predicts turnover among managers. To complement the quantitative results, a further important aim was to examine the self-reported reasons behind manager turnover, and the associations of ethical organizational culture with these reasons. The participants were Finnish managers working in technical and commercial fields. Logistic regression analyses indicated that, of the eight virtues investigated, congruency of supervisors, congruency of senior management, discussability, and sanctionability were negatively related to manager turnover. The results also revealed that the turnover group is not homogeneous, and that there are several different reasons for leaving. The reasons given for turnover were grouped into five different categories: (1) lay-off, (2) career challenges, (3) dissatisfaction with the job or organization, (4) organizational change, and (5) decreased well-being/motivation. ANCOVA analyses showed that those managers who stayed in their organization perceived their ethical culture to be stronger than those in turnover groups, and especially compared to groups 3 and 5. The results acquired through different methods complemented and confirmed each other, showing that by nurturing ethical virtues an organization can decrease job changes and encourage managers and supervisors to want to remain in their organization.

This study aims to determine the effect of internal control, individual morality and organizational ethical culture on accounting fraud tendencies. This research is located at PT. Regional Development Bank (BPD) Bali. The population in this study were 236 employees of PT. BPD Bali. The number of samples used was 172 employees using the nonprobability sampling method specifically purposive sampling. Data was collected through survey methods with questionnaire instruments. The results of this research questionnaire were measured using a modified Likert scale. The data analysis technique used is multiple linear regression analysis techniques. Based on the results of multiple linear regression analysis, it is shown that internal control, individual morality and organizational ethical culture negatively influence accounting fraud tendencies. The implication of this research theoretically is supporting the theory of fraud triangle and the theory of moral development. 
 Keywords: internal control, individual morality, organizational ethical culture, accounting fraud tendency

Fraud can be seen from a deliberate form of policy and actions that aim to commit fraud or manipulation that can harm other parties. Fraud is an intentional act of fraud, generally in the form of a lie, plagiarism and theft. The purpose of this study was to examine the effect of individual morality, internal control, and organizational ethical culture on accounting fraud tendencies. The population used is 23 KSP in Tegallalang, Gianyar Regency. Methods of data collection using questionnaires, multiple linear regression analysis techniques used in. The results of the study show that individual morality, internal control and the ethical culture of the organization negatively affect accounting fraud tendencies. This means that the better the individual morality, internal control, and the application of organizational ethical culture in KSP, it will be able to reduce the level of accounting fraud tendencies that occur in KSP in Tegallalang District.
 Keywords : Individual morality; internal control; accounting fraud tendency; organizational ethical culture.

1024x768 Sustainable growth is not only the ultimate goal of business corporations but also the primary target of local governments as well as regional and global economies. One of the cornerstones of sustainable growth is ethics. An ethical organizational culture provides support to achieve sustainable growth. Ethical leaders and employees have great potential for positive influence on decisions and behaviors that lead to sustainability. Ethical behavior, therefore, is expected of everyone in the modern workplace. As a result, companies devote many resources and training programs to make sure their employees live according to the high ethical standards. This study provides an analysis of Vietnamese business students’ level of ethical maturity based on gender, education, work experience, and ethics training. The results of data from 260 business students compared with 704 working adults in Vietnam demonstrate that students have a significantly higher level of ethical maturity. Furthermore, gender and work experience are significant factors in ethical maturity. While more educated respondents and those who had completed an ethics course did have a higher level of ethical maturity, the results were not statistically significant. Analysis of the results along with suggestions and implications are provided. Normal 0 false false false IN X-NONE X-NONE

Innovation and misconduct in the pharmaceutical industry

In the aftermath of recent corporate scandals, managers and researchers have turned their attention to questions of ethics management. We identify five common myths about business ethics and provide responses that are grounded in theory, research, and business examples. Although the scientific study of business ethics is relatively new, theory and research exist that can guide executives who are trying to better manage their employees' and their own ethical behavior. We recommend that ethical conduct be managed proactively via explicit ethical leadership and conscious management of the organization's ethical culture.