Required Reading Chapter 3-4 In The Text

Required Readingchapter 3 4 In The Textseyeonchoi Goohyeokchun

Required Reading: Chapter 3 & 4 in the text Se Yeon Choi, Goo Hyeok Chung, & Jin Nam Choi. (2019). Why are we having this innovation? Employee attributions of innovation and implementation behavior. Social Behavior & Personality: An International Journal, 47(7), 1–13. Optional Resources: Chapter 3 & 4 Journal articles Journal Article 3.1: Lucas, J.W. and Baxter, A.R. (2012) ‘Power, influence, and diversity in organizations’, The ANNALS of the American Academy of Political and Social Science, 639(1): 49–70 .

Journal Article 3.2: Martinez, A.D., Kane, R.E., Ferris, G.R. and Brooks, C.D. (2012) ‘Power in leader–follower work relationships’, Journal of Leadership & Organizational Studies, 19(2): 142–151. Journal Article 4.1: Petty, M.M., Beadles, N.A., Chapman, D.F., Lowery, C.M. and Connell, D.W. (1995) ‘Relationships between organizational culture and organizational performance,’ Psychological Reports, 76(2): 483–492. Journal Article 4.2: Bonavia, T. (2006) ‘Preliminary organizational culture scale focused on artifacts’, Psychological Reports, 99(3): 671–674. Journal Article 4.3: Walker, R.C. and Aritz, J. (2015) ‘Women doing leadership: leadership styles and organizational culture,’ International Journal of Business Communication, 52(4): 452–478.

Paper For Above instruction

Required Readingchapter 3 4 In The Textseyeonchoi Goohyeokchun

This paper provides an in-depth analysis of the core themes presented in the specified chapters and articles, focusing on organizational innovation, power dynamics, leadership, and organizational culture. It synthesizes insights from the primary reading by Se Yeon Choi, Goo Hyeok Chung, and Jin Nam Choi (2019), alongside supplementary scholarly articles, to explore how these elements influence organizational effectiveness and employee behavior.

Introduction

Organizational innovation remains a critical factor for the success and sustainability of contemporary businesses. Understanding the underlying mechanisms that facilitate or hinder innovation involves examining various organizational factors, including power structures, leadership styles, and cultural artifacts. The core chapters and articles under review provide a multidimensional perspective on how these elements interact to shape organizational outcomes.

Organizational Innovation and Employee Attributions

The primary reading by Choi et al. (2019) emphasizes employee attributions towards innovation processes. The authors argue that employees’ perceptions and explanatory beliefs about the reasons behind innovation initiatives significantly influence their engagement and implementation behavior. The authors suggest that when employees attribute innovation to managerial support and organizational vision, they are more likely to participate actively in innovative activities, fostering a culture of continuous improvement.

This attribution process is embedded in broader organizational contexts including leadership influence and the distribution of power. As Lucas and Baxter (2012) highlight, power dynamics within organizations critically determine influence pathways, impacting how innovation is perceived and enacted by employees. Similarly, Martinez et al. (2012) explore the nuanced relationships between leaders and followers, emphasizing that effective leadership can empower employees and facilitate organizational change.

Power, Influence, and Organizational Culture

Power and influence are central themes in understanding organizational behavior. Lucas and Baxter (2012) argue that diversity in power sources and influence tactics shape organizational climate. They posit that equitable power distribution enhances organizational adaptability and fosters innovation. Furthermore, Martinez et al. (2012) explore how authentic and transformational leadership styles can leverage power positively, promoting follower commitment and collaborative effort towards organizational goals.

The role of organizational culture is intertwined with power structures. Petty et al. (1995) demonstrate that a strong, positive culture correlates with superior organizational performance. They emphasize that artifacts, rituals, and shared values serve as tangible manifestations of underlying cultural assumptions that influence innovation and change initiatives.

Organizational Culture and Leadership Styles

Walker and Aritz (2015) examine how women leadership styles influence organizational culture. They find that female leaders often promote participative and transformational leadership styles, which foster inclusive cultures receptive to innovation. This insight complements Bonavia’s (2006) work on organizational artifacts, which suggests that tangible cultural elements reflect and reinforce leadership behaviors and organizational values.

The interaction between leadership style and organizational culture significantly impacts employee perception and engagement. Leaders who exemplify cultural alignment can positively influence employee attributions of innovation, leading to more effective implementation of organizational change.

Conclusion

Overall, the reviewed chapters and articles illustrate the complex interplay between organizational structures, leadership, culture, and employee attribution processes. Their combined insights underscore that for organizations to successfully innovate, they must promote equitable power relations, foster adaptive cultures, and cultivate leadership styles that inspire participation and commitment. Continuing research in these areas promises to deepen understanding of the mechanisms that drive organizational success in an increasingly dynamic environment.

References

• Choi, S. Y., Chung, G. H., & Choi, J. N. (2019). Why are we having this innovation? Employee attributions of innovation and implementation behavior. Social Behavior & Personality: An International Journal, 47(7), 1–13.
• Lucas, J. W., & Baxter, A. R. (2012). Power, influence, and diversity in organizations. The ANNALS of the American Academy of Political and Social Science, 639(1), 49–70.
• Martinez, A. D., Kane, R. E., Ferris, G. R., & Brooks, C. D. (2012). Power in leader–follower work relationships. Journal of Leadership & Organizational Studies, 19(2), 142–151.
• Petty, M. M., Beadles, N. A., Chapman, D. F., Lowery, C. M., & Connell, D. W. (1995). Relationships between organizational culture and organizational performance. Psychological Reports, 76(2), 483–492.
• Bonavia, T. (2006). Preliminary organizational culture scale focused on artifacts. Psychological Reports, 99(3), 671–674.
• Walker, R. C., & Aritz, J. (2015). Women doing leadership: leadership styles and organizational culture. International Journal of Business Communication, 52(4), 452–478.