Managers' coping resources, perceived organizational patterns, and responses during organizational recovery from decline
✍ Scribed by Hila Hoffi-Hofstetter; Bilha Mannheim
- Publisher
- John Wiley and Sons
- Year
- 1999
- Tongue
- English
- Weight
- 168 KB
- Volume
- 20
- Category
- Article
- ISSN
- 0894-3796
No coin nor oath required. For personal study only.
✦ Synopsis
This study proposes that individual coping resources and organizational patterns explain the responses of mid-level managers to organizational recovery after decline. The study sample consisted of 252 managers in Israeli enterprises recovering from organizational decline. The responses studied wereÐcitizenship responses, negative responses, the wish to exit and acts to exit the organization. Hypotheses were developed relating these responses to individual coping resources of job involvement, self-esteem and locus of control, and to organizational factors of organic processes, top management support, and organizational opportunities. Findings indicated that most coping resources and organizational patterns correlated with type of response: citizenship behaviors were related to job involvement, internal locus of control, self-esteem and to perceptions of opportunities and organic processes in the organization. They were negatively related to external locus of control. Negative behavior was negatively related to job involvement, self-esteem, perceived organizational opportunities and organic processes. The wish to exit related negatively to job involvement, external locus of control, and perceived opportunities. It related positively to self-esteem. Actual exit behavior was not predicted by the coping resources, nor by organizational factors. Three-stage multiple regression analyses revealed that individual coping characteristics reduced the impacts of organizational factors for most responses. Implications for management are discussed.