Fear and Loathing in the Accountable Culture

As organizations strive for efficiency and effective execution, an accountable culture has come to the forefront of executive focus. This focus on accountability has ranged from achieving lofty revenue targets to completing daily assignments. The result is a highly effective model for achieving organizational execution, yet when over-stressed this has the high potential to drive a culture of fear in employees about their job security, introducing a level of management and organizational policy loathing. This paper explores cultures of security and fear and cultures of high and low accountability attempting to discover if it is possible for a culture of high accountability to also exhibit an environment of high job security.

Integrating the Cultural Perspective into Two Knowledge Management Frameworks

The majority of knowledge management (KM) literature is based on, and relates to, western and Japanese business environments and related assumptions. Some more general KM studies based on Chinese organisations have taken place; however, there is a lack of in-depth work that is grounded in culture. This paper seeks to discuss aspects of KM within Chinese organisations while also exploring the role of culture and how it affects KM where the people-to-people relationships are likely to be influenced by the prevailing culture. More specifically, this paper seeks to integrate cultural aspects into two existing Knowledge Management Frameworks.

The Influence of Leadership Strategies on Organisational Commitment: Evidence from the Plastic Manufacturing Sector of Ghana

Identifying which leadership strategy to employ in order to derive optimum commitment from employees is always not a simple task for most firms. The purpose of this paper is to examine the effect of three dimensions of leadership strategies on employees’ commitment in order to identify the best strategies required to improve on the commitment of employees in a developing country’s context. A total of 132 employees were sampled based on the two major plastic manufacturing companies in Ghana. The Pearson’s correlation and the hierarchical regression are the main statistical tests employed to examine the hypotheses. It is identified that the democratic leadership strategy had a significant positive effect on organisational commitment. Besides, there is also an insignificant positive effect of the laissez faire leadership strategy on organisational commitment. Similarly, an insignificant negative effect was found between autocratic leadership strategy and organisational commitment. Based on the findings, organisations are therefore encouraged to adopt the democratic leadership strategy to improve on the commitment of the work force.