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The effects of organizational democr...

Levine, Robert L.

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The effects of organizational democracy on organizational social capital.

紀錄類型:	書目-語言資料,印刷品 : Monograph/item
正題名/作者:	The effects of organizational democracy on organizational social capital./
作者:	Levine, Robert L.
面頁冊數:	146 p.
附註:	Adviser: Juliet B. Schor.
Contained By:	Dissertation Abstracts International68-10A.
標題:	Business Administration, Management. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3283886
ISBN:	9780549273684

The effects of organizational democracy on organizational social capital.
Levine, Robert L.

The effects of organizational democracy on organizational social capital. - 146 p.

Adviser: Juliet B. Schor.

Thesis (Ph.D.)--Boston College, 2007.

It has been established that employee owned companies which involve employees in decision making have higher levels of productivity than traditionally owned companies or non-participatory employee owned ones. However, the mechanisms behind these differences have not been examined in detail. Using multilevel modeling, this dissertation examines the effects of the organizational democratic structures (employee ownership and participation in decision making) on organizational social capital that may serve as such a mechanism. Non-managerial level employees (N=520) were surveyed in five traditionally owned companies matched to five employee owned ones. The results show that participation has a positive and linear main effect on the strength of ties among co-workers and trust towards co-workers within both types of companies. Employee ownership has a positive main effect on organizational identity, organizational commitment and reciprocity towards co-workers. Significant interactions between ownership and participation for organizational identity, organizational commitment, trust towards managers, reciprocity towards one's company, and reciprocity towards one's managers suggests that ownership moderates the effects of participation. In traditionally owned companies, participation has no significant effects on organizational identification and reciprocity towards one's company, but in employee owned companies, these effects are positive and linear. In traditionally owned companies, participation has a curvilinear relationship with organizational commitment, trust in managers, and reciprocity towards managers. Higher levels of participation are initially associated with increased levels of these outcomes, but at some point the relationship reverses, and further increases in participation become associated with lower levels of these outcomes. However, within employee owned companies the effects of participation are linear and positive with respect to organizational commitment and trust in managers. In terms of reciprocity towards managers, the relationship is curvilinear in both types of companies, but the decrease in reciprocity begins at higher levels of participation within the employee owned companies than within traditionally owned companies. Thus, in addition to higher levels of organizational social capital associated with organizational democracy, employee owned companies are in a better position to take advantage of the positive effects of participation in decision making.

ISBN: 9780549273684Subjects--Topical Terms:

626628
Business Administration, Management.

The effects of organizational democracy on organizational social capital.
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502 $a Thesis (Ph.D.)--Boston College, 2007.
520 $a It has been established that employee owned companies which involve employees in decision making have higher levels of productivity than traditionally owned companies or non-participatory employee owned ones. However, the mechanisms behind these differences have not been examined in detail. Using multilevel modeling, this dissertation examines the effects of the organizational democratic structures (employee ownership and participation in decision making) on organizational social capital that may serve as such a mechanism. Non-managerial level employees (N=520) were surveyed in five traditionally owned companies matched to five employee owned ones. The results show that participation has a positive and linear main effect on the strength of ties among co-workers and trust towards co-workers within both types of companies. Employee ownership has a positive main effect on organizational identity, organizational commitment and reciprocity towards co-workers. Significant interactions between ownership and participation for organizational identity, organizational commitment, trust towards managers, reciprocity towards one's company, and reciprocity towards one's managers suggests that ownership moderates the effects of participation. In traditionally owned companies, participation has no significant effects on organizational identification and reciprocity towards one's company, but in employee owned companies, these effects are positive and linear. In traditionally owned companies, participation has a curvilinear relationship with organizational commitment, trust in managers, and reciprocity towards managers. Higher levels of participation are initially associated with increased levels of these outcomes, but at some point the relationship reverses, and further increases in participation become associated with lower levels of these outcomes. However, within employee owned companies the effects of participation are linear and positive with respect to organizational commitment and trust in managers. In terms of reciprocity towards managers, the relationship is curvilinear in both types of companies, but the decrease in reciprocity begins at higher levels of participation within the employee owned companies than within traditionally owned companies. Thus, in addition to higher levels of organizational social capital associated with organizational democracy, employee owned companies are in a better position to take advantage of the positive effects of participation in decision making.
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