Specifying organizational contexts: systematic links between contexts and processes in organizational behavior

Specifying organizational contexts: systematic links between contexts and processes in... MARK A. GRIFFIN The Institute of Work Psychology, The University of Sheffield, Sheffield, U.K. Introduction Work contexts both shape and are shaped by the individuals who interact within them. This deceptively simple idea challenges researchers to construct theories, design studies and analyse data in a way that captures relationships between contexts and phenomena over time and across levels of analysis (Kozlowski & Klein, 2000). The Journal of Organizational Behavior emphasizes the importance of understanding organizational contexts and of including more detail and theory about the context for organizational behaviour (Johns, 2001; Rousseau & Fried, 2001). Over time, a concern with universal relationships that were independent of context, has given way to a focus on how work settings and other organizational contexts interact with the processes important to organizational behaviour (Heath & Sitkin, 2001). The papers in this special issue show ways of developing more systematic studies of organizational context. By systematic, I mean that that context of the study is theorized as a conceptual construct, operationalized as a variable in the study and that variance associated with the context is directly incorporated in the analyses. These requirements coincide with Rousseau and Fried’s (2001, p. 9) ‘Tier 2’ approach http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Organizational Behavior Wiley

Specifying organizational contexts: systematic links between contexts and processes in organizational behavior

Journal of Organizational Behavior, Volume 28 (7) – Oct 1, 2007

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Publisher
Wiley
Copyright
Copyright © 2007 John Wiley & Sons, Ltd.
ISSN
0894-3796
eISSN
1099-1379
DOI
10.1002/job.489
Publisher site
See Article on Publisher Site

Abstract

MARK A. GRIFFIN The Institute of Work Psychology, The University of Sheffield, Sheffield, U.K. Introduction Work contexts both shape and are shaped by the individuals who interact within them. This deceptively simple idea challenges researchers to construct theories, design studies and analyse data in a way that captures relationships between contexts and phenomena over time and across levels of analysis (Kozlowski & Klein, 2000). The Journal of Organizational Behavior emphasizes the importance of understanding organizational contexts and of including more detail and theory about the context for organizational behaviour (Johns, 2001; Rousseau & Fried, 2001). Over time, a concern with universal relationships that were independent of context, has given way to a focus on how work settings and other organizational contexts interact with the processes important to organizational behaviour (Heath & Sitkin, 2001). The papers in this special issue show ways of developing more systematic studies of organizational context. By systematic, I mean that that context of the study is theorized as a conceptual construct, operationalized as a variable in the study and that variance associated with the context is directly incorporated in the analyses. These requirements coincide with Rousseau and Fried’s (2001, p. 9) ‘Tier 2’ approach

Journal

Journal of Organizational BehaviorWiley

Published: Oct 1, 2007

References

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