The focus of existing research on perceived organizational support (POS) has largely been concentrated at the individual-level, leaving an understudied gap at a higher unit-level of analysis. This study aims to fill this gap by examining the multilevel relationship between employee POS and job satisfaction, emphasizing the moderating role of unit-level POS. We hypothesize, based on POS theory and social comparison theory, that unit-level POS serves as a contextual moderator for the relationship between individual-level POS and job satisfaction. Additionally, at the unit-level, we identify clan culture values and unit-satisfaction as correlates of unit-POS. We test our hypotheses using a Bayesian Multilevel Structural Modeling approach on 45 work units and 317 employees. The results show that at low levels of unit-level POS, individual-level POS is more important for employees’ job satisfaction. We furthermore found support for a positive association between unit-level POS, unit-clan culture, and unit satisfaction. Our results, and their notable theoretical and practical implications, are discussed.

In contrast to previous studies that emphasized how resources and institutional forces influence nonprofit organizations (NPOs)’ use of information and communications technologies (ICTs), specifically on using social media for external stakeholder engagement, we examine the relationship between the organizational culture and NPOs’ use of old and new ICTs for external and internal communication. Drawing from surveys of 500 Korean NPOs, we found that cultural values and communication practices influence NPOs’ use of traditional, digital, and sharing media differently for different communication goals. NPOs with authoritarian cultures used every possible medium, including traditional media, for internal communication to improve their performance, while family-like NPOs lagged in using new ICTs. Information-transparent practices predicted more use of ICTs, whereas collaborative and democratic communication practices did not. Implications for understanding NPOs’ use of varied ICTs by considering the organizational cultures and different communication goals are discussed.

Human resources are vital to an organization’s success and are a driving force behind innovation processes. This study examines the influence of various employee characteristics and their effect on the innovation culture with public and nonprofit organizations (innovation climate). Using data collected from 1220 public and nonprofit employees, we evaluate the role of various elements such as work motivation, job flexibility, and financial motivation, and how they affect an innovation culture within organizations. Findings from a series of OLS regressions suggest that job flexibility, the quality and reputation of the organization, and importance placed on work are positively related to both public and nonprofit innovation climates. Personnel inflexibility negatively affects the innovation climate in both the public and nonprofit sectors, and the effects of other variables, including advancement motivation, vary by sector.

The current study hypothesized and tested a model contending that organizational culture influences organizational commitment attitudes and job satisfaction levels of volunteers directly and through servant leadership behaviors. Data were collected from 385 volunteers involved in voluntary activities of various types under different six voluntary organizations located in Istanbul City of Turkey. Results revealed that community culture and job satisfaction influenced affective and normative commitment of volunteers. Furthermore, bureaucratic culture had negative relationship with affective commitment, and innovative culture’s effect on volunteer job satisfaction was significantly positive. Besides, servant leadership partially mediated the relationships of community culture with affective and normative commitment attitudes but not the relationships between organizational culture dimensions and volunteer job satisfaction. The implications of these findings and suggestions for future studies are discussed.

This study examines whether transformational leadership influences organizational culture that furthers NGOs’ effectiveness. It also examines whether transformational leadership at the top directly influences NGOs’ effectiveness. Further, it tests whether NGO effectiveness improves the programme outcomes in terms of health, income, education, and happiness of villagers. Data were collected from 312 NGOs in Jharkhand state (India). Transformational leadership, organizational culture, and NGO effectiveness were assessed from NGO personnel using standard instruments, and programme outcomes on health, income, education, and happiness were evaluated from villagers using wooden cubes. Findings reveal that transformational leadership builds organizational culture that furthers NGO effectiveness. Transformational leadership does not influence directly NGO effectiveness but it enhances NGO effectiveness promoting organizational culture. Furthermore, NGO effectiveness improves the outcomes of programmes undertaken by NGOs in terms of better health, income, education, and happiness of beneficiaries.

The aim of this study is to analyze the rules whereby women are selected for leadership and management roles and to describe the cultural values that can foster their inclusion and participation in Italian Voluntary Organizations. Two hypotheses: the organizational culture that governs these organizations is necessarily oriented toward acceptance, involvement and participation, and the rules and setting must be flexible and inclusive of all members in order to enable each organization to survive. Methodology was based on 91 semi-structured interviews. Findings indicate that Italian Voluntary Organizations must necessarily embrace an organizational culture whose rules and norms are oriented toward attracting men and women to join and encouraging them to participate. Implications for for-profit organizations are also discussed.

Nonprofit sport clubs experience organizational problems regarding the recruitment and retention of members, volunteers, and coaches, and the financial situation of the club. The purpose of this study is to investigate the impact of different types of organizational resources on the severity of organizational problems. A theoretical framework based on the concept of organizational capacity is presented, which explains the influence of human, financial, infrastructure, and cultural resources on organizational problems. The empirical evaluation is undertaken using data from a nationwide online survey of nonprofit sport clubs in Germany (n = 19,345). The regression results show that human resources (women on the board, secondary volunteers, etc.), financial resources (Herfindahl index), infrastructure resources (own facilities, and public facilities), and cultural resources (e.g., strategic policy, formation policy, value of conviviality, and variety of sports) are significant determinants of organizational problems. The findings of this study have implications for the management of voluntary sport organizations.

The organizational culture of nonprofit organizations is affected by the context in which they are embedded. Based on a qualitative study of local civic associations in Novosibirsk, Russia, this article illustrates how nonprofit organizational culture has been shaped by historical and contemporary social and cultural conditions. The fluid situation for civil society in Russia has generated varied organizational culture across nonprofits. Interview data reveal different value orientations, distinct group identities, and different images of the ideal civic association: as a social establishment, as an outlet for self-expression, as a network of experts, or as a social startup. This resulting diversity of organizational culture has implications for the potential for partnerships among nonprofits, between nonprofits and government, between nonprofits and businesses, and also for the organizational survival of nonprofits in this setting.

In 1963, Martin Luther King, Jr. wrote Letter from Birmingham Jail in response to white clergy members who had urged him to cease demonstrating against segregation laws, follow the standards of law and order, and pursue change through official governmental channels. These remonstrations mirror arguments invoked to delegitimize dissent and provide support for legal but immoral governmental policies such as American slavery, Nazi atrocities, and apartheid. At the heart of religious justifications for such arguments is Romans 13:1–7, which endorses human government as God ordained but can be interpreted to require unqualified obedience to law. It is also the go to passage used by Christians to describe the role and authority of police officers in their law enforcement capacity. The way Romans 13 has often been interpreted and applied, however, is exegetically and theologically problematic. Most importantly, the passage is not describing the role of individual police officers as is often argued, but rather the operation of human government as an institution. This flawed starting point has led to a cascade of other interpretive errors, which include describing police officers as agents of God’s wrath and delegitimizing dissent against unjust laws. It also promotes some of the most pernicious features of American law enforcement, including the alienating idea of police as the thin blue line, the we-they mentality that demeans those being policed, the use of warrior to describe the policing role, the militarization of law enforcement, and the systemic racism that plagues U.S. policing. In this article, the author offers a more exegetically and theologically accurate reading of Romans 13, with very different implications for role of law enforcement, and gestures toward a much-needed Christian theology of policing.

Prevailing narratives within the conservation decision-making literature argue conservation professionals should utilize rational, objective methods that do not engage emotion to make decisions. However, as conservation professionals are emotional beings, it is inevitable that emotion will be present during such processes. Perpetuated narratives and limited investigation into the involvement of conservation professionals’ emotion in decision-making processes mean the emotional selves of conservationists continue to be denied and unexplored, potentially hindering transformative change. To trouble these prevalent narratives, I investigate if and how conservationists’ emotion is involved in decision-making and whether external structures influence this involvement. Sixteen conservation professionals took part in this study. The data were gathered through semi-structured interviews, the diary method and a workshop, and were subjected to a thematic analysis. The findings demonstrate that conservationists’ emotion plays three roles within conservation decision-making processes: as a way of knowing, as a (de)motivator, and as a relationship shaper. These roles are not recognized or nurtured, and this is predominantly influenced by organizational culture. These findings indicate the need for conservation organizations to create healthy emotional cultures, to in turn enable professionals to acknowledge, and utilize, the roles of emotion within their work. Additionally, creating organizational cultures that encourage and enable the expression of, engagement with, and reflection on emotion could support conservationists to enact transformative change and transform the field of conservation itself.

This pilot study is the first formal exploration of the concept of “Organizational Professionalism” (OP) among health system leaders in high-performing healthcare organizations. Semi-structured key informant interviews with 23 leaders from 8 healthcare organizations that were recipients of the Malcolm Baldrige National Quality Award (MBNQA) or Baldrige-based state quality award programs explored conceptualization, operationalization, and measurement of OP. Further exploration and understanding of OP in healthcare organizations has the potential to establish and sustain professional and ethical organizational cultures that bolster trust through the sound implementation of laws, policies, and procedures to support the delivery of high-quality patient care.

Introduction: Desatar Argentina is an interdisciplinary group of professionals dedicated to eliminating the use of physical restraints in gerontological care settings. Since its foundation in 2017 under the auspices of the Argentine Society of Gerontology and Geriatrics (SAGG), the group has been committed to promoting respect and dignity for older adults, guided by the International Convention on the Rights of Older Persons.

Mission: Desatar Argentina’s mission is to raise awareness about the harm caused by physical restraints and to promote strategies for their elimination, generating a cultural change within health and social care organizations. We aim to sensitize both society and healthcare professionals about the importance of respecting the dignity of older adults.

Trajectory: Since its inception, Desatar Argentina has undertaken numerous activities, including:

• In 2018, the first “Desatar para cuidar’’ event at LedorVador.

• In 2019, presenting the research on the effectiveness of a multicomponent intervention program to eliminate physical restraints in a long-term care facility (which also obtained an award) at the XVI Argentine Congress of Gerontology andGeriatrics.

• Publications in the SAGG Journal and other media to widely disseminate the group’s message.

• Training courses for care home professionals, focusing on tools and strategies to eliminate the use of physicalrestraints.

Future Perspectives: Desatar Argentina will continue to work to:

• Promote research and dissemination of new care modalities that prioritize the fundamental rights of olderadults.

• Foster ongoing training of health and social care professionals on the risks and alternatives to restraints.

• Promote sustainable cultural change within care centers to ensure a restraint-free environment focused on respect and dignity for older adults.

• Undertake the evaluation and assessment of chemical restraints.

• Promote the elimination of physical restraints in the hospital environment.

Conclusions: Desatar Argentina has shown that it is possible to eliminate physical restraints in long-term care facilities, significantly improving the quality of life for older adults. Continuous training and awareness-raising are essential to promote restraint-free care and transform organizational culture in favor of the rights and dignity of older adults.

Based on the five-level model of emotions in the workplace (FLMEW), we present an analysis of emotion and mindfulness at work. The five levels of emotion are: (1) temporal variations in emotion at the within-person level of analysis, which relate to state mindfulness; (2) stable individual differences in experiencing and expressing emotions at the between-persons level, which correspond with trait mindfulness; (3) perceiving and communicating emotions in dyadic relationships at the inter-personal level, reflecting interpersonal mindfulness; (4) emotional processes and leadership at the group level, which are associated with team mindfulness; and (5) and emotional culture and climate at the organizational level, which relate to organizational mindfulness. We provide a definition of mindfulness at each level. We argue that mindfulness tends to be associated with more positive and less negative affective experience at each level. We highlight practical implications and suggest future research at each level.