TY - JOUR
T1 - Mission-Driven Organizations in Japan
T2 - Management Philosophy and Individual Outcomes
AU - Wang, Yingyan
N1 - Funding Information:
The author would like to thank Professor Iwao Taka and Professor Yoshiaki Takao for the opportunity to carry out this project, and Professor Koichiro Hioki for his generous guidance and encouragements. The author owes her thanks also to the editor, and anonymous reviewers for their valuable comments and suggestions. The author is also grateful to Kyocera Chair of Management Philosophy at Kyoto University for the financial support. Additional partial support was granted to the author by the Japan Society for the Promotion of Science, under Grant No. 22730303.
PY - 2011/6
Y1 - 2011/6
N2 - Previous studies imply that management philosophy has become an essential ethical foundation for a number of mission-driven organizations in Japan. This study examines how management philosophy might be influential to individuals with a sample of 1019 Japanese employees. The article develops a framework for analyzing the adoption of management philosophy and individual attitudinal and behavioral outcomes. Factor analysis shows that adoption of the management philosophy can be categorized into two dimensions, identification with management philosophy, and sensemaking of that management philosophy. Regression results indicate that while philosophy-oriented practice might affect individual adoption of management philosophy, the adoption of the management philosophy is positively related to both job involvement and organizational citizenship behavior. Furthermore, the results of structural equation analysis indicate that both dimensions of the adoption of the management philosophy might mediate the relationship between organizational practice and individual outcomes. The research not only increases our understandings into the effectiveness of the management philosophy as an essential ethical foundation, but also provides intriguing implication regarding the organizational measures required to enhance the mission-driven culture.
AB - Previous studies imply that management philosophy has become an essential ethical foundation for a number of mission-driven organizations in Japan. This study examines how management philosophy might be influential to individuals with a sample of 1019 Japanese employees. The article develops a framework for analyzing the adoption of management philosophy and individual attitudinal and behavioral outcomes. Factor analysis shows that adoption of the management philosophy can be categorized into two dimensions, identification with management philosophy, and sensemaking of that management philosophy. Regression results indicate that while philosophy-oriented practice might affect individual adoption of management philosophy, the adoption of the management philosophy is positively related to both job involvement and organizational citizenship behavior. Furthermore, the results of structural equation analysis indicate that both dimensions of the adoption of the management philosophy might mediate the relationship between organizational practice and individual outcomes. The research not only increases our understandings into the effectiveness of the management philosophy as an essential ethical foundation, but also provides intriguing implication regarding the organizational measures required to enhance the mission-driven culture.
KW - identification
KW - individual outcomes
KW - job involvement
KW - management philosophy
KW - mission-driven organization
KW - organizational citizenship behavior
KW - sensemaking
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U2 - 10.1007/s10551-010-0712-x
DO - 10.1007/s10551-010-0712-x
M3 - Article
AN - SCOPUS:79959578107
SN - 0167-4544
VL - 101
SP - 111
EP - 126
JO - Journal of Business Ethics
JF - Journal of Business Ethics
IS - 1
ER -