journal article Show The Academy of Management Review Vol. 31, No. 2 (Apr., 2006) , pp. 386-408 (23 pages) Published By: Academy of Management https://www.jstor.org/stable/20159208 Read and download Log in through your school or library With a personal account, you can read up to 100 articles each month for free. Get StartedAlready have an account? Log in Monthly Plan
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Abstract I argue that the impact of context on organizational behavior is not sufficiently recognized or appreciated by researchers. I define context as situational opportunities and constraints that affect the occurrence and meaning of organizational behavior as well as functional relationships between variables, and I propose two levels of analysis for thinking about context--one grounded in journalistic practice and the other in classic social psychology. Several means of contextualizing research are considered. Journal Information The Academy of Management Review, now in its 26th year, is the most cited of management references. AMR ranks as one of the most influential business journals, publishing academically rigorous, conceptual papers that advance the science and practice of management. AMR is a theory development journal for management and organization scholars around the world. AMR publishes novel, insightful and carefully crafted conceptual articles that challenge conventional wisdom concerning all aspects of organizations and their role in society. The journal is open to a variety of perspectives, including those that seek to improve the effectiveness of, as well as those critical of, management and organizations. Each manuscript published in AMR must provide new theoretical insights that can advance our understanding of management and organizations. Most articles include a review of relevant literature as well. AMR is published four times a year with a circulation of 15,000. Publisher Information The Academy of Management (the Academy; AOM) is a leading professional association for scholars dedicated to creating and disseminating knowledge about management and organizations. The Academy's central mission is to enhance the profession of management by advancing the scholarship of management and enriching the professional development of its members. The Academy is also committed to shaping the future of management research and education. Founded in 1936, the Academy of Management is the oldest and largest scholarly management association in the world. Today, the Academy is the professional home for more than 18290 members from 103 nations. Membership in the Academy is open to all individuals who find value in belonging. Rights & Usage This item is part of a JSTOR Collection.
 Under a Creative Commons license Open access Highlights• General environmental consideration are key for personal norms at work. •Personal norms affect different types of pro-environmental behaviour at work. •Context factors making people focus on environmental considerations are important. •A promising, cost efficient path to encourage pro-environmental behaviour at work. AbstractEncouraging pro-environmental behaviour at work can result in a significant reduction in environmental problems. Research revealed that general environmental considerations such as biospheric values and environmental self-identity are important antecedents of private pro-environmental behaviour. Yet, the question remains whether such general environmental considerations also predict pro-environmental behaviour at work. We propose a parsimonious theoretical model (the VIP-model) in which biospheric values affect personal norms to behave pro-environmentally at work and pro-environmental actions via the environmental self-identity. A study involving a diverse sample of employees from different European organizations supported the VIP-model, showing that biospheric values and environmental self-identity influence personal norms, and that stronger personal norms encouraged various self-reported pro-environmental behaviours at work to some extent. The VIP-model yields promising, cost-efficient strategies to encourage pro-environmental behaviour at work. KeywordsPro-environmental behaviour at work Biospheric values Environmental self-identity Personal norms Cited by (0)© 2016 The Author(s). Published by Elsevier Ltd. What factors affect group effectiveness?Six Factors for Team Effectiveness. Reinforce a shared purpose. ... . Provide role clarity. ... . Promote enabling processes. ... . Be aware of emotional security. ... . Encourage a collaborative spirit. ... . Growth orientation. ... . Teamwork matters.. What are the factors affecting group process?Some of these processes that effect group performance include – the communication patterns, leader behaviour, group decision making, inter group behaviour, group cohesiveness etc. The group processes may have a positive or at times even a negative impact on the group performance.
What is work group effectiveness?Team effectiveness is the capacity of a group of people, usually with complementary skills, to work together to accomplish goals set out by an authority, team members, or team leaders. Highly effective teams are able to motivate each other and collaborate to solve problems, which leads to greater results.
Is an important factor which helps a group to function effectively?Cohesiveness: ADVERTISEMENTS: Cohesiveness refers to the degree and strength of interpersonal attraction among members of the group. High degree of cohesion is highly motivating in achieving the group goals.
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What is considered an environmental context factor in determination of work group effectiveness?
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