
organizational-behavior


Whereas organizational network studies infer employees’ agentic desires through observed network changes, we capture desires to collaborate more closely with co-workers directly through a survey. We argue that formal structures create workflow dependencies between employees as they gather others’ inputs to complete their tasks, and individuals desire to alter their networks to manage those depend…
IntroductionProfessionals are often required to perform tasks they regard as unnecessary or inconsistent with their legitimate responsibilities. Although research has linked such illegitimate tasks to adverse work outcomes, less is known about how they are associated with employees’ appraisal of the work–nonwork interface, motivational investment, and work role performance, or how leadership cond…

Many studies over the decades have examined how diversity affects team performance. Yet those studies did not also explore the role that status plays in how diversity impacts team functioning and results. Research by Professor Prithviraj Chattopadhyay and Professor Elizabeth George of Cambridge Judge fills this scholarship gap. The post How status, not only diversity, impacts team performance app…

Retaining talent continues to be a challenge for organizations and their business leaders. The problem is important to human resource (HR) business leaders because retaining talent helps reduce turnover costs, preserve institutional knowledge, strengthen workforce stability, and enhance organizational success and competitive advantage. The purpose of this quantitative correlational research proje…
This study aims to examine the organizational and managerial factors influencing employees’ quiet quitting behavior. In this context, the study investigates the effect of job creep on quiet quitting and the moderating role of servant leadership in this relationship. A quantitative research design was adopted, and data were collected via a survey of 386 employees working at manufacturing firms in …

The Job Demands–Resources (JD-R) model is a widely used framework for understanding how work conditions influence employee attitudes and retention-related outcomes. However, empirical evidence testing JD-R dynamics in classified technical work environments remains limited, particularly using longitudinal designs that account for structural constraints, nonrandom participation, and outcome-specifi…

Date of Conferral 6-11-2026 Date of Award June 2026 Degree Doctor of Business Administration (D.B.A.) School Management Advisor Ashley Riebel Recommended Citation Cook Ransdell, Lorraine Noviza, "Perceived Usefulness and Organizational Support as Predictors of Organizational Commitment Among Healthcare Administrators" (2026). Walden Dissertations and Doctoral Studies. 20262. …
"Nobody ever gets credited for fixing problems that never happened." That sentence has been rattling around in my head for years. I've seen it play out at every company I've worked at, every team I've been part of, and every org chart I've squinted at trying to understand why that person got promoted. The War Hero Problem Large organisations are addicted to firefighters. The people who swoop in a…
This perspective article examines the complex and increasingly consequential relationship between emotional health and organizational performance in the healthcare sector, positioning emotional well-being not as an individual psychological concern but as a strategic organizational and public health issue with direct implications for service quality, workforce sustainability, and system resilience…

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