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How Organizational Agility Can Contribute to Effective Digital Transformation in International Institutions
No full textDigital transformations are at the heart of organizations’ strategic direction. Beyond the buzzword, organizations experience growing challenges in meeting their digital transformation goals. Through a systematic review, this study aimed to create awareness of the criticality of organizational agility and dynamic capabilities as prerequisites to improve the effectiveness of digital transformations. Drawing upon the dynamic capabilities theory by Teece et al. (2016), a framework was developed to describe the relationship between organizational agility and digital transformation. The analysis and synthesis were supported by the evidence-based management (EBM) approach and the coding was completed using the Atlas.ti 23 software. The results indicate that organizational agility is essential to the successful delivery of digital transformations. This study provides an advanced understanding of how financial institutions and businesses can address digital transformation failures and how organizational agility helps organizations achieve their desired outcomes for their digital transformation initiatives. Five findings are identified, covering the following themes: the drivers and barriers of organizational agility, strategic agility, leadership agility, effective decision-making, innovation culture, resistance to change, and customer centricity. Future research could focus on expanding the available literature through qualitative and quantitative analysis. This would prove instrumental in highlighting the contribution of agility to specific attributes of emerging technologies such as artificial intelligence, cloud computing, internet of things, robotics, big data analytics, or the components of Industry 4.0 and Industry 5.0.How Organizaonal Agility Can Contribute To Effecve Digital Transformaon in Internaonal Financial Instuons
Dissertaon submited to the School of Business,
University of Maryland Global Campus in paral fulfillment
of the requirements for the degree of
Doctor of Business Administraon
by
Oyelade Aisaya Oyekola
November 2023
Dissertaon Commitee:
Dr. Richard Milter
Dr. James Gelat
Dr. Lisa Pearo
Date of Oral Defense: 11/29/2023
DIGITAL TRANSFORMATION AND ORGANIZATIONAL AGILITY ii
Abstract
Title of Dissertation:
HOW ORGANIZATIONAL AGILITY CAN CONTRIBUTE TO EFFECTIVE DIGITAL TRANSFORMATION IN INTERNATIONAL FINANCIAL INSTITUTIONS
Oyelade Aisaya Oyekola,
Doctor of Business Administration, 2023
Digital transformations are at the heart of organizations’ strategic direction. Beyond the buzzword, organizations experience growing challenges in meeting their digital transformation goals. Through a systematic review, this study aimed to create awareness of the criticality of organizational agility and dynamic capabilities as prerequisites to improve the effectiveness of digital transformations. Drawing upon the dynamic capabilities theory by Teece et al. (2016), a framework was developed to describe the relationship between organizational agility and digital transformation. The analysis and synthesis were supported by the evidence-based management (EBM) approach and the coding was completed using the Atlas.ti 23 software. The results indicate that organizational agility is essential to the successful delivery of digital transformations. This study provides an advanced understanding of how financial institutions and businesses can address digital transformation failures and how organizational agility helps organizations achieve their desired outcomes for their digital transformation initiatives. Five findings are identified, covering the following themes: the drivers and barriers of organizational DIGITAL TRANSFORMATION AND ORGANIZATIONAL AGILITY iii
agility, strategic agility, leadership agility, effective decision-making, innovation culture, resistance to change, and customer centricity. Future research could focus on expanding the available literature through qualitative and quantitative analysis. This would prove instrumental in highlighting the contribution of agility to specific attributes of emerging technologies such as artificial intelligence, cloud computing, internet of things, robotics, big data analytics, or the components of Industry 4.0 and Industry 5.0.
Keywords: digital transformation, organizational agility, leadership, financial sector, international financial institutions, dynamic capabilities theory, VUCA, emerging technologies.
DIGITAL TRANSFORMATION AND ORGANIZATIONAL AGILITY iv
HOW ORGANIZATIONAL AGILITY CAN CONTRIBUTE TO EFFECTIVE DIGITAL TRANSFORMATION IN INTERNATIONAL FINANCIAL INSTITUTIONS
By
Oyelade Aisaya Oyekola
Dissertation submitted to the School of Business,
University of Maryland Global Campus, in partial fulfillment
of the requirements for the degree of
Doctor of Business Administration
2023
DIGITAL TRANSFORMATION AND ORGANIZATIONAL AGILITY v
DIGITAL TRANSFORMATION AND ORGANIZATIONAL AGILITY vi
© Copyright by
Oyelade Aisaya Oyekola
2023
DIGITAL TRANSFORMATION AND ORGANIZATIONAL AGILITY vii
Dedication
I dedicate this dissertation to my loving spouse, Ade Regina Oyekola, and my family. Their unwavering support, encouragement, and understanding have been instrumental in the completion of this research work.
To my dearest wife, thank you for being my rock throughout this journey. Your love, patience, and belief in me have been my constant source of motivation. Your sacrifices and understanding during the long hours spent on research and writing are deeply appreciated. This dissertation would not have been possible without your steadfast support.
To my children, Dr. C. L. Oyekola, Michael, Daniella, and David Oyekola, thank you for always being there for me. Your understanding and patience during the times when I had to prioritize my studies are truly commendable. I am truly grateful for the sacrifices you have made to ensure my success.
Lastly, I want to acknowledge and express my heartfelt appreciation to my academic advisors, mentors, and professors who have guided and shaped my research. Your expertise, guidance, and constructive feedback have been essential in the development and completion of this dissertation. DIGITAL TRANSFORMATION AND ORGANIZATIONAL AGILITY viii
Acknowledgments
I want to express my deepest gratitude and appreciation to all the individuals who have supported me throughout my doctoral journey. Your unwavering support and encouragement have been instrumental in the successful completion of this program.
First and foremost, I would like to thank my esteemed doctoral committee Chair, Dr. R. Milter. Your expertise, guidance, and mentorship have been invaluable. Your dedication to my academic and personal growth have been a constant source of inspiration. I am truly grateful for the countless hours you have spent providing feedback, challenging my ideas, and pushing me to excel.
I want to also extend my heartfelt appreciation to the members of my dissertation committee, Dr. J. Gelatt, and Dr. L. Pearo. Your valuable insights, constructive criticism, and scholarly expertise have significantly contributed to the refinement and quality of this research work. I am grateful for the time and effort you have dedicated to reviewing my work and providing valuable suggestions for improvement.
I am indebted to the faculty and staff of UMGC for their support and guidance throughout my doctoral program. I would like to express my gratitude to my colleagues and fellow doctoral students who have been a source of inspiration and support. Your camaraderie, intellectual discussions, and shared experiences have made this journey more enriching and enjoyable. To my friends and family, thank you for your unwavering support and understanding. Your patience and understanding during the challenging times of this doctoral journey are deeply appreciated. DIGITAL TRANSFORMATION AND ORGANIZATIONAL AGILITY ix
Table of Contents
Abstract ______________________________________________________________ ii
Dedication _____________________________________________________________vii
Acknowledgments _____________________________________________________ viii
Table of Contents _______________________________________________________ ix
List of Tables ___________________________________________________________ xii
List of Figures _________________________________________________________ xiii
List of Abbreviations ____________________________________________________ xiv
Chapter 1: Introduction and Overview of the Management Problem ______________ 1
Background and Overview ____________________________________________________ 1
The Global Mandate for Digital Transformation _________________________________________ 2
Digitalization and Digital Transformation ______________________________________________ 4
Organizational Agility_______________________________________________________________ 4
Problem Statement and Significance of the Problem _______________________________ 5
A Growing Number of Digital Transformation Failure Rate ________________________________ 7
Digital Transformation in International Financial Institutions ______________________________ 7
Purpose of the Study ________________________________________________________ 8
PICOC Framework __________________________________________________________________ 8
Significance of the Study _____________________________________________________ 9
Definitions and Terminology _________________________________________________ 10
Chapter Summary __________________________________________________________ 12
Organization of the Dissertation ______________________________________________ 12
Chapter 2: Scoping Literature Review and Theoretical Framework _______________ 14
Introduction ______________________________________________________________ 14
Literature Review __________________________________________________________ 14
Digitization ______________________________________________________________________ 14
Digitalization _____________________________________________________________________ 15
Digital Transformation _____________________________________________________________ 15
Digital Technologies _______________________________________________________________ 17
DT Means Disruption to the Business _________________________________________________ 18
DT as the Acquisition of New Technologies _____________________________________________ 19
DT Can Support Organizational Agility _________________________________________________ 19
Outlook at Digital Transformation in Europe and North America ___________________________ 20
Industry 4.0 ______________________________________________________________________ 21
Industry 5.0 ______________________________________________________________________ 24
DT is Highly Dependent on Organizational Agility ________________________________________ 25
Organizational Agility ______________________________________________________________ 25
Agile Methodology ________________________________________________________________ 26
Organizational Agility Attributes _____________________________________________________ 27
The Use of Digital Technologies Strengthens (Operational) Agility __________________________ 30 DIGITAL TRANSFORMATION AND ORGANIZATIONAL AGILITY x
Common Reasons Why DT Fail _______________________________________________________ 31
International Financial Institutions (IFIs) _______________________________________________ 31
Theoretical Framework _________________________________________________ 35
Dynamic Capabilities Theory _________________________________________________ 36
Conceptual Framework _________________________________________________ 38
Chapter Summary ______________________________________________________ 41
Chapter 3: Method _____________________________________________________ 42
Review Design and Methodology ______________________________________________ 42
The Evidence-Based Research Framework _____________________________________________ 42
Four Elements of Evidence-Based Management _________________________________________ 43
Research Philosophy _______________________________________________________________ 44
Systematic Reviews ________________________________________________________ 46
Systematic Review Process __________________________________________________________ 47
Search Strategy and Inclusion/Exclusion Criteria ________________________________________ 50
Method of Quality Appraisal of the Included Studies _____________________________________ 52
PRISMA Process ___________________________________________________________ 55
PRISMA Diagram ___________________________________________________________ 56
Analysis and Synthesis Methodology ___________________________________________ 58
Subject Matter Experts ______________________________________________________ 59
Chapter Summary __________________________________________________________ 60
Chapter 4: Analysis and Findings __________________________________________ 61
PRISMA Results ____________________________________________________________ 61
Databases Searched And Results. _____________________________________________ 62
Description of Data Set and Critical Appraisal ____________________________________ 64
Results of the Quality Appraisal of the Data Set __________________________________ 68
Findings and Discussion _________________________________________________ 72
Findings __________________________________________________________________ 72
Findings Across Articles ____________________________________________________________ 73
Discussion ________________________________________________________________ 75
Finding 1: Organizational Agility Attributes Improve Digital Transformation Outcomes _________ 75
Finding 2: OA Fosters Strong Leadership Commitment and Effective Decision-Making to Improve DT Outcomes________________________________________________________________________ 78
Finding 3: Organization's Dynamic Capabilities Play a Critical Role in DT _____________________ 83
Finding 4: OA Leverages The Culture of Innovation to Enhance DT __________________________ 85
Finding 5: Customer Centricity is Essential to DT's Effectiveness ____________________________ 87
Summary of Findings _______________________________________________________ 89
Assessment of the confidence of the findings ____________________________________ 90
Revised Conceptual Framework _______________________________________________ 93 DIGITAL TRANSFORMATION AND ORGANIZATIONAL AGILITY xi
Chapter Summary __________________________________________________________ 95
Chapter 5: Conclusions and Implications ____________________________________ 96
Management Implications (Recommendations) __________________________________ 96
Recommendation 1: Organizations Must Embrace OA to be Successful in Their DT Initiatives ____ 96
Recommendation 2: Organizations must Develop their Leaders and Managers to Adopt Leadership Agility to Influence DT Outcomes. ____________________________________________________ 97
Recommendation 3: Organizations must Develop Dynamic Capabilities to Respond to Environmental Changes and Increase their Potential to Succeed in DT Initiatives. ______________ 98
Recommendation 4: Organizations should Adopt and Implement a Culture of Innovation to Enhance DT Outcomes _____________________________________________________________________ 99
Recommendation 5: Put the “Customer First” as an Integral Part of the Corporate Strategy ____ 100
Limitations of the Study and Areas for Future Research ___________________________ 100
Final Summary and Conclusion ______________________________________________ 101
References __________________________________________________________ 103
Appendix A __________________________________________________________ 128
Appendix B __________________________________________________________ 129
Appendix C __________________________________________________________ 137
Appendix D __________________________________________________________ 140
DIGITAL TRANSFORMATION AND ORGANIZATIONAL AGILITY xii
List of Tables
Table 1 PICOC Framework .............................................................. Error! Bookmark not defined.
Table 2 Characteristics of Global Multilateral Development Banks ............................................ 33
Table 3 Regional Multilateral Development Banks ...................................................................... 34
Table 4 List of Inclusion and Exclusion Criteria ............................................................................ 52
Table 5 The Header of the Data Extraction Table ........................................................................ 53
Table 6 MMAT Appraisal Table Template .................................................................................... 55
Table 7 List of the Databases Searched and Results .................................................................... 64
Table 8 Dataset Descriptor ........................................................................................................... 65
Table 9 Abbreviated Data Extraction Table ................................................................................. 68
Table 10 Consolidated Appraisal of the Articles in the Data Set ................................................. 70
Table 11 Summary of the Findings with the Corresponding Categories and Codes .................... 72
Table 12 List of the Findings and Supporting Studies .................................................................. 73
Table 13 Findings-Across-Articles ................................................................................................ 74
Table 14 Definitions of the Components of the CERQual ............................................................. 91
Table 15 Definitions of the CERQual Confidence Levels ............................................................... 92
Table 16 Summary of the CERQual Assessment .............................. Error! Bookmark not defined. DIGITAL TRANSFORMATION AND ORGANIZATIONAL AGILITY xiii
List of Figures
Figure 1 The Difference between Digitization, Digitalization, and Digital Transformation .... 17
Figure 2 Industrial Revolution Timeline from 18th Century to 2023 ....................................... 22
Figure 4 Industry 4.0 Framework and Contributing Digital Technologies .............................. 24
Figure 5 Evolution of Strategic Management Including Dynamic Capabilities ....................... 37
Figure 6 Theoretical Framework of Dynamic Capabilities Theory ......................................... 38
Figure 7 Conceptual Framework of DT and OA in International Financial Institutions (IFIs) ... 40
Figure 8 The Stages of the Systematic Review Process ......................................................... 47
Figure 9 The systematic Review Process in Six Steps ............................................................ 49
Figure 10 The PRISMA Flow Diagram with Articles Selection Process ................................... 57
Figure 11 The PRISMA Flow Diagram with Results of Articles Selection ................................ 62
Figure 12 Word Frequencies From Coding In Atlas.Ti 23 Software ........................................ 66
Figure 13 Finding-to-Categories for Finding 1 ...................................................................... 75
Figure 14 Finding-to-Categories for Finding 2 ...................................................................... 79
Figure 15 Finding-to-categories for Finding 3....................................................................... 83
Figure 16 Finding-to-categories for Finding 3....................................................................... 86
Figure 17 Finding-to-categories for Finding 5....................................................................... 88
Figure 18 Revised Conceptual Framework ........................................................................... 95 DIGITAL TRANSFORMATION AND ORGANIZATIONAL AGILITY xiv
List of Abbreviations
4IR – Fourth Industrial Revolution
DT – Digital Transformation
OA – Organizational Agility
CEO – Chief Executive Officer
CIO – Chief Information Officer
CRM – Customer Relationship Management
CTO – Chief Technical Officer
CDO– Chief Data Officer
DC – Dynamic Capabilities
ERP– Enterprise Resource Planning
GFI – Global Financial Institutions
ICT– Information Communication and Technologies
IFI – International Financial Institutions
IMF – International Monetary Fund
MDB – Multilateral Development Banks
MDO – Multilateral Development Organizations
MMAT – Mixed Methods Assessment Tool
OA – Organizational Agility
SMAC – Social, Mobile, Analytics, and Cloud
VUCA – Volatile Uncertain Complex Ambiguous
DIGITAL TRANSFORMATION AND ORGANIZATIONAL AGILITY
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Chapter 1: Introduction and Overview of the Management Problem
The rapid growth of new technologies is changing the way the world functions. When Marshall McLuhan predicted the world would become a global village in 1964 (Wright, 1990), the interconnectivity and technological development levels were barely visible. Five decades later, the world is experiencing the products of the fourth industrial revolution, coined Industry 4.0. As a result, digital transformation has become the buzzword in the business environment (Bharadwaj et al., 2013). In 2018, Steven Zobell of the Forbes Technology Council projected that the investments in digital initiatives would reach $1.3 trillion (USD) in North America (ZoBell, 2018); however, 70% of these digital transformations will fail to meet their goals (ZoBell, 2018).
In addressing these issues, this chapter will introduce the dissertation, starting with the problem statement describing the business challenge this study will attempt to resolve. Then, the importance of the stated probl
Shared Leadership Behaviors Within Global Virtual Teams - a Systematic Review
No full textThe purpose of this research was to identify the impact of shared leadership behaviors on global virtual team (GVT) performance. A secondary purpose was to create evidence-based recommendations that leaders can integrate into their global virtual teams. This research was a qualitative, systematic review and thematic synthesis of 26 scholarly journal articles. The data were derived from qualitative, quantitative, and mixed method studies published between 2005 and 2022 and the study used Pearce and Simms’ 2001 Shared Leadership Theory for the theoretical framework. The literature review was drawn from sources in the ABI/Inform, Business Source Ultimate, and Science Direct electronic databases. The articles included in the synthesis were appraised for quality using the Mixed Methods Appraisal Tool. The analysis resulted in three themes that helped answer the study’s research question: What is the impact of shared leadership behaviors on global virtual team performance? Overall, this dissertation found evidence that shared leadership behaviors can positively impact team performance, team effectiveness and behavioral and psychological responses among GVT members.SHARED LEADERSHIP BEHAVIORS WITHIN GLOBAL VIRTUAL TEAMS
1
SHARED LEADERSHIP BEHAVIORS WITHIN GLOBAL VIRTUAL TEAMS – A SYSTEMATIC REVIEW
Dissertation submitted to the School of Business,
University of Maryland Global Campus in partial fulfillment
of the requirements for the degree of
Doctor of Business Administration
by
Patricia A. Jameson
December 2023
Dissertation Committee:
Dr. Trina Shields
Dr. Richard Milter
Dr. Kathleen Edwards
Date of Oral Defense: 12/01/2023 SHARED LEADERSHIP BEHAVIORS WITHIN GLOBAL VIRTUAL TEAMS
2
Abstract
The purpose of this research was to identify the impact of shared leadership behaviors on global virtual team (GVT) performance. A secondary purpose was to create evidence-based recommendations that leaders can integrate into their global virtual teams. This research was a qualitative, systematic review and thematic synthesis of 26 scholarly journal articles. The data were derived from qualitative, quantitative, and mixed method studies published between 2005 and 2022 and the study used Pearce and Simms’ 2001 Shared Leadership Theory for the theoretical framework. The literature review was drawn from sources in the ABI/Inform, Business Source Ultimate, and Science Direct electronic databases. The articles included in the synthesis were appraised for quality using the Mixed Methods Appraisal Tool. The analysis resulted in three themes that helped answer the study’s research question: What is the impact of shared leadership behaviors on global virtual team performance? Overall, this dissertation found evidence that shared leadership behaviors can positively impact team performance, team effectiveness and behavioral and psychological responses among GVT members.
Keywords: global virtual teams, performance, shared leadership behaviors, shared leadership theory
SHARED LEADERSHIP BEHAVIORS WITHIN GLOBAL VIRTUAL TEAMS
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©Copyright by
Patricia A. Jameson
2023 SHARED LEADERSHIP BEHAVIORS WITHIN GLOBAL VIRTUAL TEAMS
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Dedication
This dissertation is dedicated to my parents, John, and Ursula Bearden. In addition, I dedicate this dissertation to my husband, Marcus, and my children Lenny and Stephanie. SHARED LEADERSHIP BEHAVIORS WITHIN GLOBAL VIRTUAL TEAMS
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Acknowledgements
I thank my family for their on-going support. My parents always encouraged my continuing education. I thank my husband, Marcus, for his care and patience. He took on extra household duties to allow me the time I needed to focus on my studies and dissertation. I also thank my children, Lenny, and Stephanie, for their understanding.
This dissertation would not have been possible without the support of my faculty advisors, my cohort, my leadership, my co-workers, and my friends. Among these special supporters are my dissertation chair, Dr. Trina Shields, and my dissertation committee members, Dr. Kathleen Edwards and Dr. Richard Milter. Dr. Shields was always accessible for guidance throughout the entire dissertation process. Drs. Edwards and Milter provided meaningful and prompt feedback. Dr. Bert Jarreau encouraged me to pursue the DBA. Dr. Jessica Stock bolstered me with her editing expertise. Ms. Patricia Coopersmith supported my educational goals. My co-workers and my friends encouraged me to keep going and not give up.
I thank the subject matter experts (SMEs). The SMEs provided me with helpful feedback and ideas for improving my dissertation. A special thanks to Ms. Stephanie Dantzler. Ms. Dantzler was always available to share her insight and discuss my research. I also thank Ms. Cynthia Thomes, UMGC Business Librarian, for her expertise.
Most of all, I thank God for making this remarkable accomplishment possible.
SHARED LEADERSHIP BEHAVIORS WITHIN GLOBAL VIRTUAL TEAMS
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Table of Contents
SHARED LEADERSHIP BEHAVIORS WITHIN GLOBAL VIRTUAL TEAMS – A SYSTEMATIC REVIEW ............................................................................................................... 1
Abstract .......................................................................................................................................... 2
Dedication ...................................................................................................................................... 4
Acknowledgements ......................................................................................................................... 5
Table of Contents ............................................................................................................................ 6
List of Tables ............................................................................................................................... 10
List of Figures ............................................................................................................................... 11
Chapter 1: Introduction and Overview of the Management Problem ........................................... 12
Background and Overview ........................................................................................................ 12
GVT Leadership Benefits ...................................................................................................... 13
GVT Leadership Challenges ................................................................................................. 14
Problem Statement and Significance of the Problem ................................................................ 16
Importance for Business Leaders .......................................................................................... 18
Research Opportunity – Shared Leadership .......................................................................... 18
Purpose of the Study and The Research Question .................................................................... 19
Concepts and Themes ................................................................................................................ 19
Definitions and Terminology .................................................................................................... 21
Chapter Summary ...................................................................................................................... 21
Organization of the Dissertation ............................................................................................... 22 SHARED LEADERSHIP BEHAVIORS WITHIN GLOBAL VIRTUAL TEAMS
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Chapter 2: Theoretical Frame and Scoping Literature Review .................................................... 23
Theoretical Framework ............................................................................................................. 26
The Literature Landscape or Scoping Literature Review ......................................................... 28
Global Virtual Teams ............................................................................................................ 29
Hierarchical vs. Horizontal Leadership of GVTs .................................................................. 32
Effective Leadership of GVTs and Shared Leadership ......................................................... 35
GVT Performance and Shared Leadership ............................................................................ 37
Common GVT Leadership Challenges ................................................................................. 39
Conceptual Framework ............................................................................................................. 43
Chapter Summary ...................................................................................................................... 44
Chapter 3: Method ........................................................................................................................ 45
Review Design and Methodology ............................................................................................. 46
Systematic Reviews ............................................................................................................... 46
Systematic Review Process ................................................................................................... 49
Method of Quality Appraisal of the Included Studies ........................................................... 53
PRISMA Diagram ................................................................................................................. 57
Analysis and Synthesis Methodology ....................................................................................... 58
Subject Matter Experts .............................................................................................................. 61
Chapter Summary ...................................................................................................................... 61
Chapter 4: Analysis and Findings ................................................................................................. 62
Review of the Research Question ............................................................................................. 62
Description of the Data Set ....................................................................................................... 63 SHARED LEADERSHIP BEHAVIORS WITHIN GLOBAL VIRTUAL TEAMS
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Results of the Quality Appraisal of the Data Set ...................................................................... 67
Themes and Discussion ............................................................................................................. 70
Summary of Findings ................................................................................................................ 90
Revised Conceptual Model/Framework .................................................................................... 90
Chapter Summary ...................................................................................................................... 91
Chapter 5: Conclusions and Implications ..................................................................................... 92
Review of the Research ............................................................................................................. 92
Answer to the Research Question ............................................................................................. 93
Management Implications (Recommendations) ........................................................................ 94
Recommendation 1: Supplement Formal Leadership with Shared Leadership Behaviors ... 95
Recommendation 2: Management Within Organizations Should Monitor GVTs and Intervene When Needed ........................................................................................................ 95
Recommendation 3: Management Should Establish Conditions for Shared Leadership to Occur .................................................................................................................................... 96
Recommendation 4: Management Should Cultivate and Reinforce a GVT Culture of Shared Leadership ............................................................................................................................. 97
Recommendation 5: Management Should Encourage Shared Leadership Behaviors that Foster Positive Behavioral and Psyche Responses ................................................................ 98
Recommendation 6: Management Should Invest in Reliable and Current Technology for GVTs .................................................................................................................................... 99
Limitations of the Study .......................................................................................................... 100
Areas for Future Research ....................................................................................................... 101
Final Summary and Conclusion .............................................................................................. 102 SHARED LEADERSHIP BEHAVIORS WITHIN GLOBAL VIRTUAL TEAMS
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References (Articles identified by an asterisk (*) were included in the SR) .............................. 103
Appendix A Mixed Methods Appraisal Tool, Version 2018 ..................................................... 125
Appendix B Data Extraction Table ............................................................................................. 126
Appendix C SME Comments...................................................................................................... 129
SHARED LEADERSHIP BEHAVIORS WITHIN GLOBAL VIRTUAL TEAMS
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List of Tables
Table 1 CIMO Framework .......................................................................................................... 19
Table 2 Historical Bases of Shared Leadership ......................................................................... 24
Table 3 The Seven Stages and Processes of a Systematic of Review Literature ......................... 49
Table 4 Database Search Strings and Results ............................................................................ 51
Table 5 Inclusion and Exclusion Criteria ................................................................................... 52
Table 6 Screening Questions ...................................................................................................... 55
Table 7 Methodological Quality Criteria – Qualitative ............................................................. 56
Table 8 Description of the Data Set by Category ....................................................................... 63
Table 9 Population Synopsis Across All Studies ......................................................................... 66
Table 10 MMAT Quality Assessment Scores ................................................................................ 68
Table 11 First Cycle Coding – Reoccurring Codes ..................................................................... 70
Table 12 Articles Associated with Themes ................................................................................... 72
Table 13 CERQual Evaluation .................................................................................................... 89
SHARED LEADERSHIP BEHAVIORS WITHIN GLOBAL VIRTUAL TEAMS
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List of Figures
Figure 1 Shared Leadership Theory Framework ......................................................................... 28
Figure 2 Hierarchical/Vertical versus Shared Leadership Structures ........................................ 34
Figure 3 Conceptual Framework – Shared Leadership Behaviors and GVT Performance ........ 44
Figure 4 Evidence-Based Management Decision-Making ........................................................... 47
Figure 5 PRISMA Diagram .......................................................................................................... 57
Figure 6 Industry and Number of Articles Representing Each Industry ...................................... 64
Figure 7 Number of Articles by Organization Type ...................................................................... 65
Figure 8 Majority of Countries Represented ............................................................................... 67
Figure 9 Updated PRISMA .......................................................................................................... 69
Figure 10 Coding Process ............................................................................................................. 71
Figure 11 Studies Reflecting Shared Leadership Behavior Performance Magnitude .................. 79
Figure 12 Conceptual Framework - Shared Leadership Behaviors and GVT Performance ........ 91
SHARED LEADERSHIP BEHAVIORS WITHIN GLOBAL VIRTUAL TEAMS
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Chapter 1: Introduction and Overview of the Management Problem
Background and Overview
Traditional, collocated workgroups in the workplace are no longer the only team structure. Advances in technology-enabled communication created opportunities for virtual teamwork (Choi et al., 2020) and significantly impacted work structures by eliminating geographical constraints (Sedrine et al., 2021). Work teams are no longer limited to proximal and in person teamwork. Teams can engage and work together virtually across continents to accomplish their goals. Consequently, as a changed work paradigm virtual teams evolved.
Virtual teams emerged due to technological capabilities and globalization (Chamakiotis et al., 2021; Garro-Abarca et al., 2021) and have been used in the United States as early as the 1960s (Cripe & Burleigh, 2022). According to Garro-Abarca et al. (2021), crises and technological advances influenced ways to change working. For instance, during the oil crisis in the 1970’s, the teleworking concept was defined using remote computer equipment to access office work to avoid traveling using vehicles (Garro-Abarca et al., 2021). However, the widespread spread use of GVTs began in the1990s when technical capabilities became more advanced. (Cripe & Burleigh, 2022; Mysirlaki & Paraskeva, 2020; Stratone & Vătămănescu, 2019). The virtualization trend brought up new organizational structures, such as global virtual teams, in response to the technology eliminating the space and time boundaries by creating opportunities for individuals and businesses worldwide (Stratone & Vătămănescu, 2019). The virtualization of organizational life occurred in conjunction with the advances such as cloud computing (Garro-Abarca et al., 2021). Consequently, the emergence of virtual teams created a new work context for organizations and employees. SHARED LEADERSHIP BEHAVIORS WITHIN GLOBAL VIRTUAL TEAMS
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The change in team structure also created a new leadership paradigm for business leaders. Leadership evolved from face-to-face to virtual leadership, along with virtual work formations. (Avolio et al., 2000) define virtual leadership as, "as a process of social influence mediated by advanced information and technologies producing changes in attitudes, feelings, thoughts and/or performance of individuals, groups and/or organizations" (p. 617). Leaders could now lead workgroups from a distance and build teams anytime and anywhere via advanced technology. The traditional leadership of co-located employees extended to virtual leadership, made possible through advanced technology.
As global virtual teams (GVTs) emerged through advances in technology and the globalization of the workforce (Bell & Kozlowski, 2002) business leaders were able to build work teams using talent located worldwide and lead their GVTs virtually from any location. Many employees have become members of GVTs as business leaders utilized more virtual teams to accomplish their business goals (Velez-Calle et al., 2020). According to a 2016 Trends in Global Virtual Teams report, 1,372 respondents from 80 countries stated that 85% of corporate employees serve on global virtual teams and say such teamwork is highly or somewhat critical to their job (RW3 CultureWizard, 2018). Additionally, according (McCann & Kohntopp, 2019) most corporations operate globally. Overall, GVTs, also referred to as virtual teams, seem to have become the norm, and they have created business opportunities and challenges for leaders.
GVT Leadership Benefits
GVTs could afford business leaders various business opportunities. In 2019, the Society for Human Resource Management (SHRM) found that the most significant advantages to global teams included global perspectives (81%), diversity (72%), creativity (54%), access to talent anywhere (53%), cost-effectiveness (32%), and productivity (31%) (SHRM, 2019). These GVT SHARED LEADERSHIP BEHAVIORS WITHIN GLOBAL VIRTUAL TEAMS
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benefits are illustrated in Chart 1. Additionally, researchers (Cizmaş et al., 2020; Derven, 2016; Randel et al., 2018; Zander et al., 2012) posited that geographically dispersed workforces in GVTs offered workforce diversity, including differences that leaders could leverage to increase an organization's performance. Workforce diversity included individual differences in work experiences, values and beliefs, culture, life experiences, and personal preferences (Morley, 2018). Global perspectives, diversity, creativity, accessible talent, cost savings, and productivity were examples of GVT benefits business leaders could leverage to foster high performance.
Chart 1
Benefits of Global Teams
Note. Source: SHRM (2019).
GVT Leadership Challenges
GVTs were also found to be associated with challenges for business leaders. Researchers found that the virtual context of teamwork created significant challenges for leaders. According to Huang et al. (2010), virt
Why isn't Government in the Cloud? Management factors affecting cloud adoption in the public sector
No full textThis is a video to accompany a SOARS poster presented in 2023
The Impact of Knowledge Management on Organizational Culture
No full textKnowledge as a strategic resource is becoming increasingly important in the contemporary business landscape. Organizations recognize the necessity of nurturing a culture that integrates knowledge management practices to ensure sustainability and growth. This dissertation explores the dynamic relationship between knowledge management practices and organizational culture and answers the research question: “What impact does knowledge management focus have on organizational culture?” Using Organizational Learning Theory as the theoretical framework, a systematic review was utilized to execute the dissertation, relying on findings from 32 scholarly studies and other sources. The dissertation provided three recommendations for practitioners: (1) use knowledge management practices as intermediary mechanisms, (2) use knowledge management as moderating mechanisms, and (3) manage the disruptive impact of knowledge management on existing norms.i
The Impact of Knowledge Management on Organizational Culture
Dissertation submitted to the School of Business,
University of Maryland Global Campus, in partial fulfillment
of the requirements for the degree of
Doctor of Business Administration
By
Muftiat Omobola Fahm
December 2023
Dissertation Committee:
Dr. James Gelatt
Dr. Trina Shields
Dr. Ray Muhammad
Date of Oral Defense: December 3, 2023
ii
KNOWLEDGE MANAGEMENT IMPACT ON ORGANIZATIONAL CULTURE
Abstract
Knowledge as a strategic resource is becoming increasingly important in the contemporary business landscape. Organizations recognize the necessity of nurturing a culture that integrates knowledge management practices to ensure sustainability and growth. This dissertation explores the dynamic relationship between knowledge management practices and organizational culture and answers the research question: “What impact does knowledge management focus have on organizational culture?” Using Organizational Learning Theory as the theoretical framework, a systematic review was utilized to execute the dissertation, relying on findings from 32 scholarly studies and other sources. The dissertation provided three recommendations for practitioners: (1) use knowledge management practices as intermediary mechanisms, (2) use knowledge management as moderating mechanisms, and (3) manage the disruptive impact of knowledge management on existing norms.
Keywords: knowledge management, organizational culture, organizational learning theory, knowledge management practices, cultural adaptability, cultural alignment.
iii
KNOWLEDGE MANAGEMENT IMPACT ON ORGANIZATIONAL CULTURE
© Copyright by
Muftiat Omobola Fahm
2023 iv
KNOWLEDGE MANAGEMENT IMPACT ON ORGANIZATIONAL CULTURE
Dedication
This dissertation is dedicated to the memory of my late dad, Alhaji Chief Babs Alade Animashaun, who insisted that there is no end to learning in life. His encouragement to reach the pinnacle of my studies has always motivated me to continue learning.
I am grateful to my mom, Alhaja Kofoworola, the sweetest and most loving mother anyone could wish for. Her unwavering support keeps me going.
I am thankful to my children, Ibraheem, Abdul-Wahab, Mustapha, and Nusirat, for their support and encouragement as they all listened patiently whenever I needed to be heard. You guys are my world.
I would also like to thank my dear husband, Hakeem P. Fahm, who completed his doctoral program concurrently with mine and made academics part of our couple's talk. Sharing your perspectives helped me understand my work better. You are indeed a genius.
In everything, I am thankful to the Creator, to whom all praises are due. v
KNOWLEDGE MANAGEMENT IMPACT ON ORGANIZATIONAL CULTURE
Acknowledgments
I want to express my sincerest gratitude to Dr. James Gelatt, my dissertation supervisor and mentor, for providing guidance and support throughout this dissertation. His attitude, belief, and drive got me through. Working with him was a privilege and honor. I thank him for the extra length he goes to ensure continuous progress, his insistence, and our laughs.
To all faculty members who helped shape a remarkable experience, I say thank you.
I am grateful for my cohort, especially Jim Schleckser, our “class captain,” who continued to pull us together. The journey was made more exciting because of everyone.
I am thankful for my siblings, particularly Dr. Adeshina, who gives helpful pointers and advice on every subject matter we discuss.
I appreciate all my support circle for the love, prayers, and encouragement received. I am truly blessed to have such phenomenal support from family, friends, and colleagues. To everyone who has helped me, directly or indirectly, during this journey, I say thank you.
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KNOWLEDGE MANAGEMENT IMPACT ON ORGANIZATIONAL CULTURE
Table of Contents
The Impact of Knowledge Management on Organizational Culture ............................................... i
Abstract .......................................................................................................................................... ii
Dedication ..................................................................................................................................... iv
Acknowledgments.......................................................................................................................... v
List of Tables ............................................................................................................................... viii
List of Figures ............................................................................................................................... ix
Chapter 1: Introduction ................................................................................................................... 1
Background ................................................................................................................................ 2
Problem Statement and Significance of the Problem .................................................................. 7
The Research Question................................................................................................................ 9
Significance of the Study .......................................................................................................... 11
Definitions and Terminology .................................................................................................... 11
Chapter Summary ...................................................................................................................... 13
Organization of the Study ......................................................................................................... 13
Chapter 2: Scoping Literature Review and Theoretical Framework ............................................ 16
Theoretical Framework ............................................................................................................. 18
Scoping Literature Review ........................................................................................................ 22
Organizational Culture.......................................................................................................... 22
Knowledge Management ....................................................................................................... 26
Knowledge Management Process .......................................................................................... 31
Organizational Learning ....................................................................................................... 32
Conceptual Framework ............................................................................................................. 33
Chapter Summary ...................................................................................................................... 35
Chapter 3: Method ....................................................................................................................... 36
Review Design and Methodology ............................................................................................. 36
The Evidence-Based Research Framework ........................................................................... 36
Systematic Reviews ................................................................................................................ 37
Search Initiation .................................................................................................................... 38
Review Question and Methodology ....................................................................................... 38
Search Strategy .......................................................................................................................... 39
Selection Criteria: ................................................................................................................. 40
PRISMA Diagram .................................................................................................................. 41
Data Extraction: .................................................................................................................... 42
Method of Quality Appraisal of the Included Studies ............................................................ 43
Tools Utilized for Data Management and Qualitative Synthesis .............................................. 45
Analysis and Synthesis Methodology ....................................................................................... 45
Analysis Coding Process ....................................................................................................... 45
Method of Synthesis ............................................................................................................... 46
Subject Matter Experts .............................................................................................................. 47
Chapter Summary ...................................................................................................................... 48 vii
KNOWLEDGE MANAGEMENT IMPACT ON ORGANIZATIONAL CULTURE
Chapter 4: Analysis and Findings ................................................................................................. 49
Review of the Research Question ............................................................................................. 49
Description of the Data Set ....................................................................................................... 49
Results of the Quality Appraisal of the Data Set ...................................................................... 50
Results of Coding ...................................................................................................................... 51
Themes and Discussions ........................................................................................................... 53
Theme 1: Mediating Effect as Intermediary Mechanism ....................................................... 53
Theme 2: Moderating Effect by Influencing Interaction ....................................................... 56
Theme 3: Disruptive Impact on Existing Norms ................................................................... 58
CERQual .................................................................................................................................. 59
Summary of Findings ................................................................................................................ 61
Revised Conceptual Model/Framework .................................................................................... 61
Chapter Summary ...................................................................................................................... 63
Chapter 5: Conclusions and Implications ..................................................................................... 64
Review of the Research ............................................................................................................. 64
Answer to the Research Question ............................................................................................. 64
Management Implications (Recommendations)........................................................................ 65
1. Use of Knowledge Management Practices as Intermediary Mechanism .......................... 65
2. Use Knowledge Management as a Moderating Mechanism ............................................. 68
3. Manage the Disruptive Impact of Knowledge Management on Existing Norms .............. 70
Limitations of the Study and Areas for Future Research .......................................................... 71
Limitations of the Study ......................................................................................................... 71
Areas for Future Research .................................................................................................... 72
Final Summary and Conclusion ................................................................................................ 73
References .................................................................................................................................... 74
Appendix A .................................................................................................................................. 93
Appendix B .................................................................................................................................. 94
Appendix C .................................................................................................................................. 95
Appendix D .................................................................................................................................. 96
Appendix E: Data Extraction Table .............................................................................................. 97
Appendix F: MMAT Table ........................................................................................................... 99
Appendix G: CERQual Template for Mediating Effect as Intermediary Mechanism ................ 115
Appendix H: CERQual Template for Moderating Effect by Influencing Interaction ................ 116
Appendix I: CERQual Template for Disruptive Impact on Existing Norms .............................. 117
Appendix J: Article Support for Findings ................................................................................... 118
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KNOWLEDGE MANAGEMENT IMPACT ON ORGANIZATIONAL CULTURE
List of Tables
Table 1: The Three Levels of Cultural Analysis ................................................................... 22
Table 2: Comparison between culture typologies ................................................................. 23
Table 3: Culture Type Dimensions ........................................................................................ 25
Table 4: CIMO Method of a Research Question ................................................................... 39
Table 5: Inclusion and Exclusion Criteria ............................................................................. 40
Table 6: Data Descriptor ........................................................................................................ 44
ix
KNOWLEDGE MANAGEMENT IMPACT ON ORGANIZATIONAL CULTURE
List of Figures
Figure 1: CIMO Framework .................................................................................................. 10
Figure 2: Single-loop and double-loop learning .................................................................... 20
Figure 3: Theoretical Framework .......................................................................................... 21
Figure 4: Knowledge Management Process .......................................................................... 28
Figure 5: Conceptual Framework .......................................................................................... 34
Figure 6: PRISMA Diagram .................................................................................................. 42
Figure 7: Thematic Synthesis Process ................................................................................... 46
Figure 8: Selected Articles Topics ......................................................................................... 50
Figure 9: Coding and Theme Development Process ............................................................. 52
Figure 10: Definitions of Components of CERQual Approach ............................................ 59
Figure 11: Revised Conceptual Framework .......................................................................... 62
1
KNOWLEDGE MANAGEMENT IMPACT ON ORGANIZATIONAL CULTURE
Chapter 1: Introduction
Understanding how to remain competitive is critical for organizations (Alajlani et al., 2022). According to Chatterjee et al. (2021), “Organizations, by definition, cannot achieve a pure, stable state and always go through various change processes, both incremental and radical changes” (p. 205). Globalization and accelerated market volatility impact business environments, resulting in significant transformations and an increased search for strategies to maintain or gain competitive advantage (Erena et al., 2022; Venkatesh et al., 2022; Yang, 2022).
According to Liu et al. (2019), knowledge is a significant source of competitive advantage and value creation for organizations worldwide. Knowledge is an important asset of the organization, the benefit of which is dependent on how it is used or managed (Darmawan et al., 2023). Organizations focused on managing their knowledge assets can significantly impact their activities, relationship to the market, and innovations that may lead to competitive advantage and superior performance (Abualoush et al., 2018; Ouakouak et al., 2021).
Given its significance, knowledge management as an organizational strategy is worth exploring in varied contexts, including its impact on corporate culture. Culture is a complex, multifaceted human system that can be captured as a pattern of beliefs, values, and behavioral norms (Schein & Schein, 2016). Although organizational culture has been defined and conceptualized in many ways, most definitions refer to organizational or corporate culture as a system of shared behavioral norms supported by values and beliefs that influence people’s corporate behavior (Iorgulescu & Marcu, 2015; Kerns, 2020; Schein & Schein, 2016). Companies must use knowledge management strategies to create an effective knowledge-focused organizational culture, argues Cillo et al. (2022). Although the extant literature has focused on various issues relating to corporate knowledge, the relationship between knowledge management 2
KNOWLEDGE MANAGEMENT IMPACT ON ORGANIZATIONAL CULTURE
and organizational culture remains a critical topic that organizations encounter and managers need to address (Jasimuddin & Zhang, 2014; Migdadi, 2022). Researchers continue to develop new definitions and interpretations of organizational culture with different conceptualizations, including collective programming of the mind, patterns that influence organizational behavior, or critical parts of the social fabric (Kassem et al., 2019). This dissertation aimed to explore and analyze the relationship between knowledge management and organizational culture, focusing on the impact of knowledge management initiatives in shaping organizational culture.
Background
As noted above, organizational culture plays a vital role in organizational success (Alkhodary, 2023; Su et al., 2022). Understanding organizational culture’s impact on the performance and success of the organization has become increasingly important (López-Zapata & Ramírez-Gómez, 2021a). In essence, reviewing variables that impact organizational culture may establish an influential and effective culture that drives positive results. According to Koray (2022), every organization has a culture that differentiates them from others. The determinants of organizational culture are influenced by various factors, including the history and tradition of the organization, the influential role of leadership, worker expectations, the environment, including social, legal, and economic elements, and the organization’s resources.
Often described as the organization’s “personality,” culture includes unwritten rules, traditions, and customs that guide workers’ interactions and mold the work environment (Jeanina & Demyen, 2019). As a result, organizational culture influences how workers perceive and understand situations, including decision-making and responses to challenges and opportunities (S. Sharma & Aparicio, 2022). 3
KNOWLEDGE MANAGEMENT IMPACT ON ORGANIZATIONAL CULTURE
According to Naveed et al. (2022), an organization’s effectiveness can be improved by recognizing the archeology, cultural dimensions, behaviors, and thought processes that build and maintain organizational culture. Osupile & Makambe (2021) stated that due to culture’s complex nature and influence, organizational culture should be well established, given that the appropriate organizational culture enhances the relationship between knowledge management and organizational effectiveness.
The relationship between knowledge management and organizational culture can be complex and intertwined to the extent that each impacts the other (Singh et al., 2020). For example, knowledge management initiatives such as implementing knowledge-sharing platforms and learning programs can significantly influence the organizational culture by empowering workers to exchange knowledge resources; and, in a similar context, organizational culture can either facilitate or hinder the successful adoption and use of know
Succession planning for the federal government executive positions amid a multigenerational workforce
No full textThis is a video to accompany a SOARS poster presented in 2023
Leadership Strategies for Addressing Workplace Isolation in a Geographically Dispersed Workforce: A Systematic Review
No full textDue technological advancements and the COVID-19 pandemic, organizations have widely accepted the role of a geographically dispersed workforce; however, such a workforce has been susceptible to isolation. Workplace isolation has become a rising concern in the management field; research has linked workplace isolation to employee performance, productivity, job satisfaction, organizational identity, turnover intentions, wellbeing, and mental health. Research has also revealed a difference between leading employees in a geographically dispersed environment and leading employees in a traditional setting, and has found leaders to be lacking the knowledge, strategies, and/or resources conducive for this environment. This dissertation was based on a systematic review methodology to conduct evidence-based research on leadership strategies to address workplace isolation in a geographically dispersed workforce by exploring the research question: What leadership strategies can be used to address workplace isolation in a geographically dispersed workforce? Social Exchange Theory was used as a conceptual lens to address this research question and theorized workplace isolation disrupted the reciprocity in social exchanges between a geographically dispersed workforce and leadership support. Following a systematic review process, 33 quantitative, qualitative, and mixed method studies were selected for this dissertation. The Mixed Methods Appraisal Tool was used to critically assess each article. A qualitative coding approach was used as well as ATLAS.ti. Analysis identified three key findings centered on communication, performance management, and supportive and inclusive leadership strategies. First, leaders addressed workplace isolation through communication strategies that incorporated face-to-face interactions with consistent high-quality digital communication. Second, leaders addressed workplace isolation through performance management strategies that set goals, clearly defined job expectations, managed employee performance, provided regular tailored feedback, and recognized employees for their contributions to the organization. Third, leaders addressed workplace isolation through a supportive leadership approach that built trust, encouraged open dialogue, fostered inclusion, provided guidance and coaching, and promoted supportive informal and formal interactions. This dissertation concludes with recommendations for management as well as discusses limitations and areas for research.LEADERSHIP STRATEGIES ADDRESSING WORKPLACE ISOLATION
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Leadership Strategies for Addressing Workplace Isolation in a Geographically Dispersed Workforce: A Systematic Review
Dissertation submitted to the School of Business, University of Maryland Global Campus, in partial fulfillment of the requirements for the degree of
Doctor of Business Administration
By
Jessica Marie LaMoe
December 2023
Dissertation Committee:
Dr. Richard Milter
Dr. James Gelatt
Dr. Lisa Pearo
Date of Oral Defense: 12/05/2023
LEADERSHIP STRATEGIES ADDRESSING WORKPLACE ISOLATION
ii
Abstract
Title of Dissertation:
LEADERSHIP STRATEGIES ADDRESSING WORKPLACE ISOLATION IN A GEOGRAPHICALLY DIPSERSED WORKFORCE: A SYSTEMATIC REVIEW
Jessica Marie LaMoe,
Doctor of Business Administration, 2023
Due technological advancements and the COVID-19 pandemic, organizations have widely accepted the role of a geographically dispersed workforce; however, such a workforce has been susceptible to isolation. Workplace isolation has become a rising concern in the management field; research has linked workplace isolation to employee performance, productivity, job satisfaction, organizational identity, turnover intentions, wellbeing, and mental health. Research has also revealed a difference between leading employees in a geographically dispersed environment and leading employees in a traditional setting, and has found leaders to be lacking the knowledge, strategies, and/or resources conducive for this environment. This dissertation was based on a systematic review methodology to conduct evidence-based research on leadership strategies to address workplace isolation in a geographically dispersed workforce by exploring the research question: What leadership strategies can be used to address workplace isolation in a geographically dispersed workforce? Social Exchange Theory was used as a conceptual lens to address this research question and theorized workplace isolation disrupted the reciprocity in social exchanges between a geographically dispersed workforce and leadership support. Following a systematic review process, 33 quantitative, qualitative, and mixed method studies were selected for this dissertation. The Mixed Methods Appraisal Tool was used to critically assess each article. A qualitative coding approach was used as well as ATLAS.ti. Analysis identified three key findings centered on communication, performance management, and supportive and inclusive leadership strategies. First, leaders addressed LEADERSHIP STRATEGIES ADDRESSING WORKPLACE ISOLATION
iii
workplace isolation through communication strategies that incorporated face-to-face interactions with consistent high-quality digital communication. Second, leaders addressed workplace isolation through performance management strategies that set goals, clearly defined job expectations, managed employee performance, provided regular tailored feedback, and recognized employees for their contributions to the organization. Third, leaders addressed workplace isolation through a supportive leadership approach that built trust, encouraged open dialogue, fostered inclusion, provided guidance and coaching, and promoted supportive informal and formal interactions. This dissertation concludes with recommendations for management as well as discusses limitations and areas for research.
Keywords: geographically dispersed workforce, leadership strategies, organizational outcomes, workplace isolation
LEADERSHIP STRATEGIES ADDRESSING WORKPLACE ISOLATION
iv
© Copyright by
Jessica Marie LaMoe
2023
LEADERSHIP STRATEGIES ADDRESSING WORKPLACE ISOLATION
v
Dedication I would like to dedicate this thesis to my parents, Steven and Victoria LaMoe, for fostering my love of education and research, and supporting me endlessly throughout this ambitious journey; my friends, for embracing my endeavor and providing laughter and motivation when I needed it the most; my cohort members, for encouraging as well as challenging me every step of the way, and for being one of my biggest support networks throughout this entire journey; my professors and mentors, for providing guidance and expertise to support my academic growth; and to anyone who loves education, and the importance education plays in creating a better tomorrow. This dissertation would not have been possible without the love, support, encouragement, and motivation of all these individuals. I am beyond thankful for the role every one of you played in my academic pursuits. LEADERSHIP STRATEGIES ADDRESSING WORKPLACE ISOLATION
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Acknowledgements I am beyond grateful I started and completed this journey, and I would like to acknowledge those who played a significant role along the way. To my parents, thank you for the countless hours spent discussing my research and progress in the program. You have always been my biggest supporters. To my friends, thank you for the motivation to Keep a-Goin’ and fulfill this dream. Your motivational words and comedic relief were instrumental in my success. Thank you to both my family and friends for understanding my research and laptop were additional attendees for any holiday, vacation, etc. over the past several years. To my DBA cohort, it has been a pleasure learning and growing as scholars with all of you. Thank you for the countless study sessions and guidance throughout this program. I could not imagine a better group of individuals to embark and finish this journey with. To my dissertation chair, Dr. Richard Milter, it has been a wonderful year working with you to make this dream a reality.
LEADERSHIP STRATEGIES ADDRESSING WORKPLACE ISOLATION
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Table of Contents
Abstract ........................................................................................................................................ ii
Dedication .................................................................................................................................... v
Acknowledgements ...................................................................................................................... vi
Table of Contents ......................................................................................................................... vii
List of Tables ............................................................................................................................... ix
List of Figures ............................................................................................................................... x
Chapter 1: An Introduction and Overview of the Management Problem ....................................... 1
Background and Overview ........................................................................................................ 1
Workplace Isolation Defined .................................................................................................. 2
Workplace Isolation and Work Environment .......................................................................... 2
Workplace Isolation, Profession, and Industry ....................................................................... 3
Problem Statement and Significance of the Problem ................................................................ 4
The Rise of Flexible Work Arrangements and a Geographically Dispersed Workforce ......... 5
Challenges of a Geographically Dispersed Workforce and Workplace Isolation ................... 6
Leading a Geographically Dispersed Workforce ................................................................... 7
Dissertation Purpose and Research Question .......................................................................... 8
Dissertation Rationale and Significance .................................................................................... 9
Definitions and Terminology .................................................................................................... 10
Chapter Summary ................................................................................................................... 11
Dissertation Organization ........................................................................................................ 12
Chapter 2: Scoping Literature Review and Theoretical Framework ........................................... 13
Theoretical Framework ............................................................................................................ 13
Social Exchange Theory Origin and Key Constructs ........................................................... 14
Social Exchange Theory in the Workplace .......................................................................... 15
Social Exchange Theory and Workplace Isolation .............................................................. 16
Scoping Literature Review ...................................................................................................... 17
Defining Workplace Isolation ............................................................................................... 17
Measuring Workplace Isolation ............................................................................................ 19
Antecedents, Mediators, Moderators, and Outcomes of Workplace Isolation ..................... 20
Conceptual Framework ........................................................................................................... 27
Chapter Summary ................................................................................................................... 30
Chapter 3: Method ...................................................................................................................... 31
Review Design and Methodology ............................................................................................ 31
Systematic Reviews ............................................................................................................. 31
Systematic Review Process ................................................................................................ 32
Review Question and Methodology ..................................................................................... 34
Search Strategy ................................................................................................................... 35
Method of Quality Appraisal of the Included Studies ........................................................... 42
PRISMA Diagram ................................................................................................................ 44
Analysis and Synthesis Methodology ...................................................................................... 46
Coding Process ................................................................................................................... 46
GRADE-CERQual ................................................................................................................ 47
Subject Matter Experts ............................................................................................................ 47 LEADERSHIP STRATEGIES ADDRESSING WORKPLACE ISOLATION
viii
Chapter Summary ................................................................................................................... 48
Chapter 4: Analysis and Findings ............................................................................................... 49
Review of the Research Question and Management Problem ................................................ 49
Description of the Data Set ..................................................................................................... 50
Results of the Critical Appraisal of the Data Set ...................................................................... 51
Coding Process Applied to Systematic Review Articles .......................................................... 52
Findings and Discussion ......................................................................................................... 52
Finding 1: High Quality and Frequent Communication ........................................................ 53
Finding 2: Well-defined and Regularly Executed Performance Management ..................... 59
Finding 3: Supportive and Inclusive Leadership .................................................................. 65
GRADE-CERQual Applied to Systematic Review Findings .................................................... 71
Summary of Findings .............................................................................................................. 71
Revised Conceptual Model/Framework .................................................................................. 72
Chapter Summary ................................................................................................................... 74
Chapter 5: Conclusions and Recommendations ......................................................................... 75
Review of the Research .......................................................................................................... 75
Significance of the Problem ................................................................................................. 75
Dissertation Purpose and Research Question ..................................................................... 75
Theoretical Framework ........................................................................................................ 76
Methodology ........................................................................................................................ 76
Addressing the Research Question ......................................................................................... 76
Recommendations for Management ....................................................................................... 77
Communication-Based Recommendations ......................................................................... 77
Performance Management-Based Recommendations ........................................................ 80
Supportive and Inclusive Leadership-Based Recommendations ........................................ 83
Limitations and Areas for Future Research ............................................................................. 84
Limitations ............................................................................................................................ 84
Areas for Future Research .................................................................................................. 85
Final Summary and Conclusion .............................................................................................. 86
References ................................................................................................................................. 88
Appendix A ............................................................................................................................... 103
Appendix B ............................................................................................................................... 104
Appendix C ............................................................................................................................... 105
Appendix D ............................................................................................................................... 106
Appendix E ............................................................................................................................... 109
LEADERSHIP STRATEGIES ADDRESSING WORKPLACE ISOLATION
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List of Tables
Table 1 CIMO Model used to develop research question ............ Error! Bookmark not defined.
Table 2 Research terms from the research question and their variation and synonyms ........... 36
Table 3 Search strings and rationale for serach string formation Error! Bookmark not defined.
Table 4 Inclusion and exclusion criteria criteria of reviewed articles for consideration in systematic review .......................................................................... Error! Bookmark not defined.
Table 5 Search strings used to address research question and database results .................... 40
Table 6 Description of data set by publication year, publicatoin country, number of auhtors, publication subject area and category, and study type ............................................................... 50
Table 7 Finding, category, and code totals ................................ Error! Bookmark not defined.2
Table 8 Finding 1 to categories to codes relationship ................ Error! Bookmark not defined.4
Table 9 Finding 2 to categories to codes relationship ................................................................ 59
Table 10 Finding 3 to categories to codes relationship .............. Error! Bookmark not defined.5
LEADERSHIP STRATEGIES ADDRESSING WORKPLACE ISOLATION
x
List of Figures
Figure 1 Conceptual framework of Social Exchange Theory applied to workplace isolation ...... 29
Figure 2 PRISMA diagram detailing phases for article indentification, screening, eligibilty, inclusion ..................................................................................................................................... 45
Figure 3 Revised conceptual framework of Social Exchange Theory applied to workplace isolation ...................................................................................................................................... 74
LEADERSHIP STRATEGIES ADDRESSING WORKPLACE ISOLATION
1
Chapter 1: An Introduction and Overview of the Management Problem
A systematic review process was conducted to provide evidence-based research on workplace isolation experienced by a geographically dispersed workforce and how leadership strategies addressed workplace isolation within this context. The results of this systematic review are discussed in the following five chapters, starting with Chapter 1, an introduction and overview of the management problem. This chapter consists of seven sections. The first section, background and overview, provides a synopsis of workplace isolation to include how literature defined the concept, how workplace isolation related to various work environments, and how research explored workplace isolation across professions and industries. The second section, problem statement and significance of the problem, introduces workplace isolation as a rising concern within the management field. The third section, dissertation purpose and research question, introduces the research question: What leadership strategies can be used to address workplace isolation in a geographically dispersed workforce? The fourth section, dissertation rationale, highlights the various gaps in research surrounding workplace isolation which provided the rationale for this dissertation. The fifth section, definitions and terminology, introduces the terms used operationally in this dissertation. The sixth section, chapter summary, and final section, dissertation organization, provide a high-level overview of Chapter 1 and the overall dissertation chapters, respectively.
Background and Overview An overview and background on workplace isolation revealed how researchers defined workplace isolation as well as in which work contexts, industries, and professions
Strategies for fostering meaningful work for remote employees: Narratives from middle managers in higher education
No full textThis video accompanies a SOARS poster presented in 2023
Strategic Use of Big Data for Customer Experience and Protection in US Financial Institutes: A Systematic Review
No full textThis is a video to accompany a SOARS poster presented in 2023
Management Strategies to Improve Organizational Commitment of Support Staff in Higher Education Institutions: A Systematic Review
No full textThe management problem addressed in this study is that higher education institutions
experience challenges in retaining support staff. Therefore, the purpose of this dissertation was to
identify management strategies that impact the organizational commitment of HEI support staff.
Improving HEI organizational commitment is vital because it influences staff members’
willingness and desire to maintain organizational membership within their institutions. The
research question guiding this research was – For HEI support staff, which management
strategies are most effective in improving organizational commitment? Job embeddedness theory
(Mitchell et al., 2001) provided the theoretical lens for this research. Harden and Thomas’ (2005)
systematic review process was used to conduct this evidence-based research. Thematic synthesis
produced four key findings. (1) HRM practices that enhance social support and communication
satisfaction tended to strengthen links and affective commitment; (2) HRM practices that alleviate occupational stressors tended to enhance organizational fit and normative commitment;
(3) HRM practices that boost social support tended to increase perceived sacrifice and improved
continuance commitment; and (4) when leaders support a positive working environment where
social support and communication satisfaction are engendered, global organizational
commitment improved. Based on the findings of the thematic synthesis, five recommendations
for enhancing organizational commitment were suggested: (1) building a culture of social
support, (2) enhancing communication satisfaction, (3) alleviating occupational stress, (4)
adopting a continuous improvement approach, and (5) enlisting the help of organizational
members.MANAGEMENT STRATEGIES TO IMPROVE ORGANIZATIONAL COMMITMENT
1
Management Strategies to Improve Organizational Commitment of Support Staff in
Higher Education Institutions: A Systematic Review
Management Strategies to Improve Organizational Commitment
Dissertation submitted to the School of Business,
University of Maryland Global Campus in partial fulfillment
of the requirements for the degree of
Doctor of Business Administration
by
Olateriba (Teri) Oyegoke
December 2023
Dissertation Committee:
Dr. Trina Shields
Dr. Richard Milter
Dr. Kathleen Edwards
Date of Oral Defense: 12/02/2023
MANAGEMENT STRATEGIES TO IMPROVE ORGANIZATIONAL COMMITMENT
2
ABSTRACT
Title of Dissertation: MANAGEMENT STRATEGIES TO
IMPROVE ORGANIZATIONAL
COMMITMENT OF SUPPORT STAFF IN
HIGHER EDUCATION INSTITUTIONS: A
SYSTEMATIC REVIEW
Olateriba (Teri) Oyegoke
Doctor of Business Administration, 2023
The management problem addressed in this study is that higher education institutions
experience challenges in retaining support staff. Therefore, the purpose of this dissertation was to
identify management strategies that impact the organizational commitment of HEI support staff.
Improving HEI organizational commitment is vital because it influences staff members’
willingness and desire to maintain organizational membership within their institutions. The
research question guiding this research was – For HEI support staff, which management
strategies are most effective in improving organizational commitment? Job embeddedness theory
(Mitchell et al., 2001) provided the theoretical lens for this research. Harden and Thomas’ (2005)
systematic review process was used to conduct this evidence-based research. Thematic synthesis
produced four key findings. (1) HRM practices that enhance social support and communication
satisfaction tended to strengthen links and affective commitment; (2) HRM practices that
MANAGEMENT STRATEGIES TO IMPROVE ORGANIZATIONAL COMMITMENT
3
alleviate occupational stressors tended to enhance organizational fit and normative commitment;
(3) HRM practices that boost social support tended to increase perceived sacrifice and improved
continuance commitment; and (4) when leaders support a positive working environment where
social support and communication satisfaction are engendered, global organizational
commitment improved. Based on the findings of the thematic synthesis, five recommendations
for enhancing organizational commitment were suggested: (1) building a culture of social
support, (2) enhancing communication satisfaction, (3) alleviating occupational stress, (4)
adopting a continuous improvement approach, and (5) enlisting the help of organizational
members.
Keywords: Employee retention, higher education institutions, human capital, job
embeddedness theory, organizational commitment, retention strategies, support staff retention.
MANAGEMENT STRATEGIES TO IMPROVE ORGANIZATIONAL COMMITMENT
4
© Copyright by
Olateriba (Teri) Oyegoke
2023
MANAGEMENT STRATEGIES TO IMPROVE ORGANIZATIONAL COMMITMENT
5
Dedication
This research is dedicated to all hardworking and committed higher education institution
support staff who strive to provide exceptional service to HEI stakeholders. Your efforts do not
go unnoticed. Thank you.
MANAGEMENT STRATEGIES TO IMPROVE ORGANIZATIONAL COMMITMENT
6
Acknowledgements
All glory, praise, and adoration to my Lord. Thank you, God for making this research
possible. All that I am, all that I have, and all that I will ever be is because of your grace and
abundant mercy towards me. I am eternally grateful to you for making a way where there seemed
to be no way. Thank you for the strength and perseverance to complete this research.
To my best friend and husband, Michael, thank you for standing by me through my
doctoral journey. Without your support, love, and encouragement, I might never have begun or
accomplished this dream. I am grateful you chose to support my dream and closed the gap by
providing our young children with all the love and attention they craved during the process.
To my two lovely children, Naomi and Nicholas, thank you for loving me and for your
hugs and kisses when I felt like giving up. Somehow you knew when I was having an especially
stressful day, and God blessed you with the right words to lift my spirits. I love you both and I
am honored to be your momma.
To my parents, Oyetunde and Olabisi, thank you for your love, encouragement, and
prayers. You made tremendous sacrifices that paved the way for me and my siblings. Your love
for God and your strong work ethic motivates me. You are the best parents in the world, and I
hope I have made you proud.
To my siblings, nieces, nephews, and in-laws, thank you for your constant love and
prayers. Your thoughtful calls, encouraging text messages, and regular check-ins provided me
with much needed strength throughout my doctoral journey.
To my Doctor of Business Administration (DBA) Dissertation Committee, Dr. Trina
Shields, Dr. Tacy Holliday, Dr. Rick Milter, Dr. Laura Witz, and Dr. Kathleen Edwards, I
succeeded because of your guidance, support, and mentorship. Thank you.
MANAGEMENT STRATEGIES TO IMPROVE ORGANIZATIONAL COMMITMENT
7
I am also thankful to the entire DBA faculty and the incredible Business Librarian,
Cynthia Thomes, for your guidance and responsiveness throughout my doctoral journey.
To my subject matter experts (SMEs), Chevonie Oyegoke, Eric Jones, Kandyce Pinder,
and Susan Miltenberger, thank you for your insights and valuable feedback on my dissertation
from a practitioner’s point of view.
To my friends, extended family, and cohort, thank you for your friendship and support. I
am also grateful to all who inspired, supported, and encouraged me before and during my
doctoral journey. I hope I can pay forward what you have done for me.
MANAGEMENT STRATEGIES TO IMPROVE ORGANIZATIONAL COMMITMENT
8
Table of Contents
ABSTRACT ................................................................................................................................... 2
Dedication ...................................................................................................................................... 5
Acknowledgements ......................................................................................................................... 6
Table of Contents ............................................................................................................................ 8
Chapter 1: Introduction of the Management Problem .................................................................. 12
Overview of the Management Problem .................................................................................... 15
Background and Overview ........................................................................................................ 16
HEI Managerial Retention Strategies and Challenges .............................................. 18
Organizational Commitment and Retention .............................................................. 20
Management Problem Statement .............................................................................................. 20
Significance of the Management Problem ................................................................. 21
Purpose of the Study and the Research Question ...................................................................... 22
Development of the Research Question .................................................................... 22
Research Question ..................................................................................................... 23
Chapter Summary ...................................................................................................................... 24
Organization of the Dissertation ............................................................................................... 24
Chapter 2: Scoping Literature Review and Theoretical Frame .................................................... 25
Higher Education Institutions .................................................................................................... 25
U.S. Higher Education Institutions ............................................................................ 26
HEI Support Staff ...................................................................................................................... 27
HEI Support Staff Retention Challenges ................................................................... 28
Organizational Commitment and Retention .............................................................................. 29
Background on Organizational Commitment ........................................................................... 30
Early Era: A Side-Bet Approach to Organizational Commitment. ........................... 30
Middle Era: A Psychological Attachment Approach to Organizational Commitment.
.............................................................................................................................................. 31
Third Era: A Multidimensional Approach to Organizational Commitment. ............. 32
Antecedents of Organizational Commitment ............................................................................ 35
Job Characteristics as Antecedents to Organizational Commitment. ........................ 35
Employment Experience as an Antecedent of Organizational Commitment. ........... 38
Personal Characteristics as Antecedents of Organizational Commitment. ............... 40
Environmental Factors as Antecedents of Organizational Commitment. ................. 41
Summative Evaluation of the Antecedent Literature. ............................................... 42
Theoretical Framework ............................................................................................................. 43
Key Concepts ............................................................................................................. 43
Job Embeddedness Theory ........................................................................................ 45
Explanatory Power of Job Embeddedness Theory .................................................... 46
Applicability of Job Embeddedness to the Research Question ................................. 48
Conceptual Framework ............................................................................................................. 49
Chapter Summary ...................................................................................................................... 50
Chapter 3: Method ........................................................................................................................ 52
MANAGEMENT STRATEGIES TO IMPROVE ORGANIZATIONAL COMMITMENT
9
Review Design and Methodology ............................................................................................. 52
The Evidence-Based Research Framework ............................................................... 53
Systematic Reviews ................................................................................................... 56
Engaging Stakeholders and Subject Matter Experts ................................................................. 60
Systematic Review Process ....................................................................................................... 62
Phase I: Formulating User-driven Research Question Within Contextual Boundaries
.............................................................................................................................................. 63
Phase 2: Developing a Review Protocol to Address the Research Question ............ 64
Phase 3: Performing a Comprehensive Search for Relevant Evidence ..................... 65
Phase 4: Refining Search Results via Inclusion and Exclusion Criteria and Relevance
Screening ............................................................................................................................... 69
Phase 5: Performing Critical Appraisal of Selected Studies ..................................... 72
Phase 6: Extracting and Analyzing Findings of Selected Studies ............................. 75
Phase 7: Synthesizing the Selected Findings ............................................................. 79
Confidence in the Evidence from Reviews of Qualitative Research (CERQual) ..................... 80
Chapter Summary ...................................................................................................................... 82
Chapter 4: Analysis and Findings ................................................................................................. 83
Review of the Research Question ............................................................................................. 83
Review of the Systematic Review Design and Methodology ................................................... 83
Step 3: Executing a Comprehensive Search for Relevant Evidence ......................... 84
Step 4: Refining Search Results via Inclusion and Exclusion Criteria and Performing
Relevance Screening .............................................................................................................. 85
Step 5: Performing Critical Appraisal of the Selected Sources ................................. 86
Step 6: Extracting and Analyzing Relevant Information from Selected Sources ...... 90
Step 7: Synthesis ........................................................................................................ 97
Findings .................................................................................................................................. 103
Thematic Finding 1: HRM Practices That Enhance Social Support and
Communication Satisfaction Tend to Strengthen Link and Improve Affective Commitment
............................................................................................................................................ 103
Thematic Finding 2: HRM Practices That Alleviate Occupational Stressors Tend to
Enhance Organizational Fit and Normative Commitment .................................................. 107
Thematic Finding 3: HRM Practices That Boost Social Support Tend to Increase
Perceived Sacrifice and Improve Continuance Commitment .............................................. 113
Thematic Finding 4: Leadership Plays a Pivotal role in Enhancing Organizational
Commitment by Fostering Communication Satisfaction, Social Support, and a Positive
Work Environment. ............................................................................................................. 116
Revised Conceptual Framework ............................................................................................. 122
Confidence in the Evidence from Reviews of Qualitative Research (CERQual) ................... 123
Results of Subject Matter Expert Engagement ....................................................................... 125
Clarity of the Study Problem and Research Question ............................................. 126
Significance of the Study ......................................................................................... 126
Scope of the Study ................................................................................................... 127
Literature Informing the Study ................................................................................ 127
Conceptual Framework and Research Approach .................................................... 127
Chapter Summary .................................................................................................................... 128
MANAGEMENT STRATEGIES TO IMPROVE ORGANIZATIONAL COMMITMENT
10
Chapter 5: Conclusions and Implications ................................................................................... 130
Review of the Research ........................................................................................................... 130
Management Problem .............................................................................................. 130
Purpose and Research Question .............................................................................. 131
Theoretical Framework ............................................................................................ 131
Methodology ............................................................................................................ 132
Answer to the Research Question ........................................................................................... 133
Job Embeddedness Approach to Retention and Organizational Commitment ........ 133
Management Implications ....................................................................................................... 135
Recommendations for Management ........................................................................................ 135
Recommendation 1: Build a Culture of Social Support .......................................... 135
Recommendation 2: Enhance Communication Satisfaction ................................... 138
Recommendation 3: Relieve Occupational Stress ................................................... 139
Recommendation 4: Commit to Continuous Improvement ..................................... 140
Recommendation 5: Partner with Organizational Members ................................... 142
Assumptions ............................................................................................................................ 143
Limitations of the Study .......................................................................................................... 144
Areas for Future Research ....................................................................................................... 145
Final Summary and Conclusion .............................................................................................. 146
References .................................................................................................................................. 148
List of Tables .............................................................................................................................. 178
List of Figures ............................................................................................................................. 179
Appendix A UNC’s Turnover Metrics ...................................................................................... 180
Figure A1 ................................................................................................................................ 180
Figure A2 ................................................................................................................................ 181
Figure A3 ................................................................................................................................ 182
Figure A4 ................................................................................................................................ 183
Appendix B ................................................................................................................................ 184
Appendix C ................................................................................................................................ 185
Sample Email to Subject Matter Expert .................................................................................. 185
Table C ................................................................................................................................... 186
Appendix D ................................................................................................................................ 187
Appendix E ................................................................................................................................ 188
Appendix F.............................................................................................................
Inspiring employee retention by awakening a climate of workplace spirituality: A systematic review
No full textSpirituality awakens people to value their whole selves, fostered by the work that occurs in an
organizational community. Organizations that encourage a climate of spirituality recognize that
employees have minds and souls. Organizations understand that employees seek meaning and
purpose in their work and want to connect with others to be a part of a community. When
employees fail to have meaning and purpose in work, absenteeism and turnover occur. The study
of spirituality prompts the significance of the purpose of life in the business sector. Spirituality is
a relatively recent term in management theories, organizational behavior, culture, and climate.
Workplace spirituality, spirituality in the workplace, spirituality at work, spiritual workplace, and
spirit at work are frequently used when referring to this phenomenon. Spirituality has been
described in organizational behavior as concepts such as values and ethics. This dissertation identifies the attributes of a spiritually inspired workplace climate and the impact those attributes
have on turnover and workplace retention. This dissertation addresses the knowledge gap
regarding the importance and impact of the human resources organization in supporting
organizational values with an organizational-level view and having a consistent presence with
employees and team leaders focused on the identified attributes. The purpose of this dissertation
is to examine attributes of a spiritually inspired workplace climate and how it impacts employee
turnover or turnover intentions. The method used an evidence-based systematic review process
with 35 peer-reviewed articles retrieved from credible databases that have been quality appraised
and utilizing a framework synthesis. The theoretical framework of person-environment fit guided
the research. The synthesized findings revealed five attribute-related themes: meaningful work,
connectedness, alignment to organizational values, spiritually inspired leaders, and an
empowered human resources department. Conclusions were that organizations must ensure that
their employees' spiritual aspirations are respected, which promotes healthy growth and job
satisfaction, resulting in employee retention.WS and Turnover
i
Abstract
Title of Dissertation:
INSPIRING EMPLOYEE RETENTION BY AWAKENING A CLIMATE OF WORKPLACE SPIRITUALITY: A SYSTEMATIC REVIEW
Stephanie Ineh,
Doctor of Business Administration, 2023
Spirituality awakens people to value their whole selves, fostered by the work that occurs in an organizational community. Organizations that encourage a climate of spirituality recognize that employees have minds and souls. Organizations understand that employees seek meaning and purpose in their work and want to connect with others to be a part of a community. When employees fail to have meaning and purpose in work, absenteeism and turnover occur. The study of spirituality prompts the significance of the purpose of life in the business sector. Spirituality is a relatively recent term in management theories, organizational behavior, culture, and climate. Workplace spirituality, spirituality in the workplace, spirituality at work, spiritual workplace, and spirit at work are frequently used when referring to this phenomenon. Spirituality has been described in organizational behavior as concepts such as values and ethics. This dissertation WS and Turnover
ii
identifies the attributes of a spiritually inspired workplace climate and the impact those attributes have on turnover and workplace retention. This dissertation addresses the knowledge gap regarding the importance and impact of the human resources organization in supporting organizational values with an organizational-level view and having a consistent presence with employees and team leaders focused on the identified attributes. The purpose of this dissertation is to examine attributes of a spiritually inspired workplace climate and how it impacts employee turnover or turnover intentions. The method used an evidence-based systematic review process with 35 peer-reviewed articles retrieved from credible databases that have been quality appraised and utilizing a framework synthesis. The theoretical framework of person-environment fit guided the research. The synthesized findings revealed five attribute-related themes: meaningful work, connectedness, alignment to organizational values, spiritually inspired leaders, and an empowered human resources department. Conclusions were that organizations must ensure that their employees' spiritual aspirations are respected, which promotes healthy growth and job satisfaction, resulting in employee retention.
Keywords: Workplace spirituality, turnover, OCB, organizational citizenship behavior, human resources, meaningful work, connection, organizational alignment, spiritually inspired leadership, workplace climate, spirituality
WS and Turnover
iii
INSPIRING EMPLOYEE RETENTION BY AWAKENING A CLIMATE OF WORKPLACE SPIRITUALITY: A SYSTEMATIC REVIEW
By
Stephanie Hughes Ineh
Dissertation submitted to the School of Business,
University of Maryland Global Campus, in partial fulfillment
of the requirements for the degree of
Doctor of Business Administration
2023
Dr. Deborah Wharff, Primary Advisor
Dr. Denise Breckon, Secondary Advisor
WS and Turnover
iv
© Copyright by
[Stephanie Hughes Ineh]
2023
WS and Turnover
v
Dedication
This dissertation is dedicated to my late husband, George Drew Saunders. Your love, support, and encouragement allowed me to transition into the world of academia and change the direction of my life for the better. WS and Turnover
vi
Acknowledgments
First, I acknowledge my Lord and Savior, Jesus Christ, for His guidance, presence, and grace as He has led me down this path.
Next, I acknowledge the commitment of my advisors, Dr. Deborah Wharff and Dr. Denise Breckon. Dr. Wharff, words cannot express my gratitude for the opportunity to be placed directly under her care to complete this journey. Her leadership, patience, and encouragement kept me motivated and focused through the many challenges I encountered. Dr. Breckon, thank you for your continuous support in keeping me on the path to completing this milestone.
I acknowledge my mother, Vernetta R. Hughes, and my sisters Deborah L. Wilkins and Shari O. Horsey, who provided unwavering support in this endeavor. I cannot thank you enough for every check-in, token, and encouraging word.
Minister Ivy Coleman, without the Lord working through you, this dissertation would not exist. You pushed, admonished, comforted and most importantly, prayed for my health and well-being through this journey, never allowing me to shut down or retreat.
I would also like to extend my sincere thanks to the faculty and staff of the Doctor of Business Administration (DBA) program at the University of Maryland Global Campus (UMGC), with a special thanks to Marina Caminis, whose infectious smile and commitment to the success of DBA students always kept that light at the end of the dissertation tunnel shining brightly for us to see.
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Table of Contents
Abstract ........................................................................................................................................... i
Dedication ...................................................................................................................................... v
Acknowledgments......................................................................................................................... vi
Table of Contents .......................................................................................................................... vii
List of Tables ............................................................................................................................... xii
List of Figures .............................................................................................................................. xiii
Chapter 1: Introduction and Overview of the Management Problem ........................................... 14
Background and Overview ........................................................................................................ 15
Problem Statement and Significance of the Problem ................................................................ 18
Purpose of the Study and The Research Questions ................................................................... 20
Significance of the Study .......................................................................................................... 23
Chapter Summary ...................................................................................................................... 26
Organization of the Dissertation ............................................................................................... 26
Chapter 2: Scoping Literature Review and Theoretical Frame .................................................... 27
Theoretical Framework ............................................................................................................. 27
Person-Environment Fit Theory (PEFT) ............................................................................... 28
The Scoping Literature Review................................................................................................. 31
Workplace Spirituality (Spiritually Inspired Workplace Climate) ........................................ 31
Leadership Perspectives and Psychological Safety............................................................... 35
Employee Turnover and Turnover Intention ......................................................................... 37 WS and Turnover
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Conceptual Framework ............................................................................................................. 40
Chapter Summary ...................................................................................................................... 42
Chapter 3: Methodology ............................................................................................................... 43
Review Design and Methodology ............................................................................................. 44
The Evidence-Based Research .............................................................................................. 44
Systematic Reviews ............................................................................................................... 46
Review Question Method ....................................................................................................... 51
Search Terms ......................................................................................................................... 52
Search Strings ........................................................................................................................ 53
Screening Process.................................................................................................................. 54
Method of Quality Appraisal of the Included Studies............................................................ 55
Subject Matter Experts .............................................................................................................. 63
Chapter Summary ...................................................................................................................... 64
Chapter 4: Analysis and Findings ................................................................................................. 65
Review of the Research Questions ............................................................................................ 65
Description of the Data Set ....................................................................................................... 66
Screening Results ................................................................................................................... 67
Inclusion and Exclusion Criteria ........................................................................................... 67
Results of the Quality Appraisal of the Data Set ...................................................................... 68
TAPUPAS Results .................................................................................................................. 68
Final PRISMA Results ........................................................................................................... 69
Results of the Analysis and Synthesis of the Data Set .............................................................. 72
Data Extraction ..................................................................................................................... 72 WS and Turnover
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Characteristics of the Dataset ............................................................................................... 72
Coding Results ....................................................................................................................... 78
Findings and Discussion............................................................................................................ 81
Finding 1 – Employees desired to have their work meaningful to themselves and others. ... 83
Finding 2 – A climate that allowed for building a sense of connection contributed to lower turnover intentions. ................................................................................................................ 86
Finding 3 – Alignment of leadership, employee, and organizational values reduced turnover intentions. .............................................................................................................................. 91
Finding 4 – Spiritually inspired leaders positively influenced employees' attitudes and behaviors, creating a spiritually influenced climate. ............................................................ 97
Finding 5 – An inclusive human resources system and perceived organizational support provided employees with a sense of emotional attachment that resulted in OCB. .............. 102
Summary of Findings .............................................................................................................. 108
Revised Conceptual Model/Framework .................................................................................. 108
Chapter Summary .................................................................................................................... 110
Chapter 5: Conclusions and Implications ................................................................................... 112
Review of the Research ........................................................................................................... 113
Answer to the Research Questions .......................................................................................... 113
Summary of Finding 1 - Employees desired to have their work be meaningful to themselves and others. ........................................................................................................................... 115
Summary of Finding 2 - A climate that allowed for building a sense of connection contributed to lower turnover intentions. ............................................................................ 116 WS and Turnover
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Summary of Finding 3 - Alignment of employee, leadership, and organizational values reduced turnover intentions. ................................................................................................ 117
Summary of Finding 4 - Spiritually inspired leaders positively influenced employees' attitudes and behaviors, creating a spiritually influenced climate. .................................... 118
Summary of Finding 5 - An inclusive human resources system and perceived organizational support provided employees with a sense of emotional attachment that resulted in OCB. 119
Management Implications (Recommendations)...................................................................... 121
Recommendation One - Assign Employees Meaningful Work ............................................ 121
Recommendation Two - Facilitate Connection and a Sense of Belonging Among Employees ............................................................................................................................................ 122
Recommendation Three - Create a Psychologically Safe Work Climate ............................ 122
Recommendation Four - Develop Spiritual-Inspired Leadership ....................................... 124
Recommendation Five - Ensure Human Resources Embrace Wellness, Diversity, and Inclusion .............................................................................................................................. 125
Limitations of the Study .......................................................................................................... 126
Areas for Future Research ....................................................................................................... 126
Final Summary and Conclusion .............................................................................................. 127
References .................................................................................................................................. 130
Appendix A ................................................................................................................................ 145
Appendix B ................................................................................................................................ 146
Appendix C ................................................................................................................................ 147
Appendix D ................................................................................................................................ 149 WS and Turnover
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Appendix E ................................................................................................................................ 155
Appendix F................................................................................................................................. 159
Appendix G ................................................................................................................................ 160
Appendix H ................................................................................................................................ 161
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List of Tables
Table 1 .............................................................................................................................. 25
Table 2 .............................................................................................................................. 54
Table 3 .............................................................................................................................. 55
Table 4 .............................................................................................................................. 58
Table 5 .............................................................................................................................. 69
Table 6 .............................................................................................................................. 74
Table 7 .............................................................................................................................. 80
Table 8 .............................................................................................................................. 83
Table 9 .............................................................................................................................. 87
Table 10 ............................................................................................................................ 92
Table 11 ............................................................................................................................ 98
Table 12 .......................................................................................................................... 102 WS and Turnover
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List of Figures
Figure 1 ............................................................................................................................. 31
Figure 2 ............................................................................................................................. 33
Figure 3 ............................................................................................................................. 34
Figure 4 ............................................................................................................................. 40
Figure 5 ............................................................................................................................. 42
Figure 6 ............................................................................................................................. 46
Figure 7 ............................................................................................................................. 49
Figure 8 ............................................................................................................................. 59
Figure 9 ............................................................................................................................. 61
Figure 10 ........................................................................................................................... 71
Figure 11 ........................................................................................................................... 73
Figure 12 ...............................................................