Annotated Bibliography

The annotated bibliography aims to compile strategies derived from research gaps in management, psychology, and healthcare that ethical workplaces must consider in organizational structure, which requires multidisciplinary convergence. The gap is tackled through leadership, emotions, support, organizational practices, and how these constructs influence employee behavior and well-being.

The literature to be reviewed focuses on articles addressing employee behavior and well-being concerning organizational processes and structures. These specific research articles include unethical pro-organizational behavior, showing gratitude in organizations, unidirectional prosocial motivation impacting citizenship commitment, and psychosocial burnout drivers for the workplace environment.

Annotated Bibliography

Bankins, S., Ocampo, A., Marrone, M., Lloyd, S., & Woo, S. (2023). A multilevel review of artificial intelligence in organizations: Implications for organizational behavior research and practice. Journal of Organizational Behavior, 45(2), 159–182. https://doi.org/10.1002/job.2735

Article Title

A multilevel review of artificial intelligence in organizations: Implications for organizational behavior research and practice

Publication Details

Authors

Bankins, S., Ocampo, A., Marrone, M., Lloyd, S., & Woo, S. 

Journal

Journal of Organizational Behavior

Year

2023

Volume

45

Issue

2

DOI

https://doi.org/10.1002/job.2735

Summary

The study offers an overview of the available Artificial Intelligence (AI) studies with a particular focus on its influence on individual, group, and organizational behavior within a given entity. The authors analyze five key themes: human-AI collaboration, attribution of competency, human versus algorithm, worker attitude, algorithmic control, and impact on employment.

The review is balanced, discussing both the benefits and challenges of AI adoption, including increased organizational efficiency against diminished control, autonomy, and job security for workers. The conclusions are relevant for American organizations attempting to adopt AI in a considered manner, stressing the need for protecting the morale and involvement of employees during periods of organizational change.

Banks, G. C., Woznyj, H. M., & Mansfield, C. A. (2021). Where is “Behavior” in organizational behavior? A call for a revolution in leadership research and beyond. The Leadership Quarterly, 34(6), 101581. https://doi.org/10.1016/j.leaqua.2021.101581

Article Title

Where is “Behavior” in organizational behavior? A call for a revolution in leadership research and beyond

Publication Details

Authors

Banks, G. C., Woznyj, H. M., & Mansfield, C. A.

Journal

The Leadership Quarterly

Year

2021

Volume

34

Issue

6

Article Number

101581

DOI

https://doi.org/10.1016/j.leaqua.2021.101581

Summary

This article critiques the gap of concern in organizational behavior studies, which lacks focus on behavior, claiming that theory and empirical work stray from implying behavioral constructs. The authors conducted a systematic review of 214 studies and warrants that behaviors should be among the most important features of any measurement system.

This paper proposes a systematic approach to identifying behavior as emanating from perceptions and attitudes as well as postures and traits, and offers detailed suggestions on how to frame research and align it effectively within the parameters of behavioral theory. U.S. scholars and practitioners of organizational behavior who seek to strengthen actions based on evidence in leadership development and evaluation will find this study particularly interesting.

Dhanani, L. Y., Sultan, M., Pham, C. T., Mikami, K., Charles.D., & Crandell, H. A. (2024). Journal of Organizational Behavior, 45(9), 1413–1430. https://doi.org/10.1002/job.2779

Article Title

Inclusion near and far: A qualitative investigation of inclusive organizational behavior across work modalities and social identities. 

Publication Details

Authors

Dhanani, L. Y., Sultan, M., Pham, C. T., Mikami, K., Charles.D., & Crandell, H. A. 

Journal

Journal of Organizational Behavior

Year

2024

Volume

45

Issue

9

Article Number

1413-1430

DOI

https://doi.org/10.1002/job.2779

Summary

The article includes a qualitative study to understand how employees construct and live inclusiveness within the context of diverse social identities and work arrangements. From a diverse sample, the research revealed that employees horizontally define inclusion as acceptance, equal treatment, inclusion in a being moderated, and self-expression. While social identities inclusively defined inclusion, the salience of particular inclusion strategies differed among some subgroups.

Moreover, employees tended to perceive greater inclusion during in-person work, although less represented groups preferred remote work for its enhanced sense of psychological safety. These insights demonstrate that the approaches at the organizational level need to find a balance between social identity and inclusion strategies regarding measures taken to construct comprehensive and inclusive workplaces.

Errida, A., & Lotfi, B. (2021). The determinants of organizational change management success: Literature review and case study. SAGE Publications. https://doi.org/10.1177/18479790211016273

Article Title

The determinants of organizational change management success: Literature review and case study. 

Publication Details

Authors

Errida, A., & Lotfi, B. 

Journal

International Journal of Engineering Business Management

Year

2021

Volume

13

Issue

1

Article Number

1-15

DOI

https://doi.org/10.1177/18479790211016273

Summary

This article addresses the most important determinants for the success of organizational change management. To validate the findings, the authors perform an extensive literature review of 37 models of change management, applying an action research approach. The study identifies and categorizes key success factors into 12 distinct groups, thus providing a controlled approach for attaining effective change.

These findings are applicable worldwide, including to American-based organizations, as they form the basis of understanding what influences successful organizational change. These insights enable managers to shape strategy, adjust organizational readiness, and improve the effectiveness of change efforts across numerous industries.

Public Relations Review, 47(1), 101984. https://doi.org/10.1016/j.pubrev.2020.101984

Article Title

Employee coping with organizational change in the face of a pandemic: The role of transparent internal communication. 

Publication Details

Authors

Li, J., Sun, R., Tao, W., & Lee, Y. 

Journal

Public Relations Review

Year

2021

Volume

47

Issue

1

Article Number

101984

DOI

https://doi.org/10.1016/j.pubrev.2020.101984

Summary

This research focuses on how open internal communication affects employee coping mechanisms in times of organizational change, with particular attention to the pandemic. The study provides an integrative approach combining stress, coping, and organizational communication theories was used to build a model highlighting the benefits of open communication in stressful times.

The results suggest that transparent internal communication alleviates employee uncertainty and promotes stronger employee–organization relationships through proactive, control-oriented coping mechanisms. This research is particularly useful for U.S. organizations trying to better manage change during stressful times, such as a public health emergency.

Lian, H., Huai, M., Farh, J., Huang, J., Lee, C., & Chao, M. M. (2020). Leader unethical pro-organizational behavior and employee unethical conduct: Social learning of moral disengagement as a behavioral principle. Journal of Management, 48(2), 350–379. https://doi.org/10.1177/0149206320959699

Article Title

Leader unethical pro-organizational behavior and employee unethical conduct: Social learning of moral disengagement as a behavioral principle. 

Publication Details

Authors

Lian, H., Huai, M., Farh, J., Huang, J., Lee, C., & Chao, M. M. 

Journal

Journal of Management

Year

2020

Volume

48

Issue

2

Article Number

350-379

DOI

https://doi.org/10.1177/0149206320959699

Summary

The study explores the possibility that leaders’ unethical pro-organizational behavior may impact employees’ unethical behavior at work. The study suggests that employees, particularly those with higher power distance, tend to adopt their leaders’ disengagement strategies.

This socially learned principle allows employees to rationalize unethical actions irrespective of the organization’s detrimental consequences. The study highlights the particular and adverse consequences in comparison to other leadership styles. This calls for teaching subordinates of decision makers assistive supervision that builds in control mechanisms to curb such defiant behavior.

Locklear, L. R., Sheridan, S., & Kong, D. (2022). Appreciating social science research on gratitude: An integrative review for organizational scholarship on gratitude in the workplace. Journal of Organizational Behavior, 44(2), 225–260. https://doi.org/10.1002/job.2624

Article Title

Appreciating social science research on gratitude: An integrative review for organizational scholarship on gratitude in the workplace. 

Publication Details

Authors

Locklear, L. R., Sheridan, S., & Kong, D. 

Journal

Journal of Organizational Behavior

Year

2022

Volume

44

Issue

2

Article Number

225-260

DOI

https://doi.org/10.1002/job.2624

Summary

The review highlights gratitude research pertaining specifically to organizational behavior (OB) and serves as an integrative review. This review addresses that gap by proposing a comprehensive process model, which seeks to integrate all the various types and outcomes of gratitude to provide one coherent framework for understanding their interrelations.

The authors examine the existing research on gratitude, delineate definitions and theories relevant to it, and propose organizationally relevant translations of important insights. Their objective is to stimulate more integrated and systemic OB scholarship on gratitude, underlining its value in fostering employee wellness, prosocial behavior, and inter-employee relations.

Individual and organizational factors influencing well-being and burnout amongst healthcare assistants: A systematic review. International Journal of Nursing Studies Advances, 6(1), 100187. https://doi.org/10.1016/j.ijnsa.2024.100187

Article Title

Individual and organizational factors influencing well-being and burnout amongst healthcare assistants: A systematic review. 

Publication Details

Authors

Norful, A., Brewer, K., Cahir, K., & Dierkes, A. 

Journal

International Journal of Nursing Studies Advances 

Year

2024

Volume

6

Issue

1

Article Number

100187

DOI

https://doi.org/10.1016/j.ijnsa.2024.100187

Summary

The review assesses the elements affecting burnout of healthcare assistants, one of the clinical subgroups of professionals who are critical to clinical care delivery. This review focuses on personal factors, for example, age, financial strain, and psychosomatic health, rather than organizational aspects like culture and workplace policies.

The most important restorative factors were adequate sleep, respect and social support from nurses, reduced work hours, and supportive staff on the unit. The authors emphasize the importance of having more precise studies alongside administrative and structural facets of burnout, better role delineation, and those addressing specific outcomes of well-being, such as depression.

Pereira, V. C., Silva, S. N., Carvalho, V. K. S., Zanghelini, F., & Barreto, J. O. M. (2022). Health Research Policy and Systems, 20(1), 13. https://doi.org/10.1186/s12961-022-00815-4

Article Title

Publication Details

Authors

Pereira, V. C., Silva, S. N., Carvalho, V. K. S., Zanghelini, F., & Barreto, J. O. M. 

Journal

Health Research Policy and Systems 

Year

2022

Volume

20

Issue

1

Article Number

13

DOI

https://doi.org/10.1186/s12961-022-00815-4

Summary

This paper synthesizes the findings of 36 systematic reviews, focusing on organizational stakeholders, providers, and patients. The authors note many effective strategies, such as educational materials, audit and feedback, organizational culture, and reminders, both used separately and in conjunction with other strategies.

The findings apply to organizational behavior and change management. The study emphasizes the need for more definitive methodology towards enhancing physician compliance with guidelines to improve health outcomes, which contributes to the knowledge of organizational change in public health.

Wang, X., Zheng, X., & Zhao, S. (2021). Journal of Business Ethics, 179(3), 697–709. https://doi.org/10.1007/s10551-021-04809-0

Article Title

Repaying the debt: An examination of the relationship between perceived organizational support and unethical pro-organizational behavior by low performers. 

Publication Details

Authors

Wang, X., Zheng, X., & Zhao, S. 

Journal

Journal of Business Ethics

Year

2021

Volume

179

Issue

3

Article Number

697-709

DOI

https://doi.org/10.1007/s10551-021-04809-0

Summary

The research investigates how perceived organizational support (POS) can lead to the unethical pro-organizational behavior (UPB) of low-performing employees as a form of support. The authors argue that POS generates indebtedness among those who underperform, supporting low-level organizational order.

These activities, albeit considered benevolent and supportive, can in the long run affect the organization’s reputation and interests. The research focuses on the need to cultivate ethical behavior in organizational support for subordinates underperformers so that intent to reciprocate support is directed to performance rather than unethical actions.

Conclusion

The bibliography discussed the impact of leadership, motivation, emotional expressions like gratitude, and culture, considering their influence on employees’ performance and outcomes. Among the analyzed studies, moral disengagement, importance of support from superiors and colleagues, and micro-level versus macro-level systems competition as individual versus system enactment are among central positive and negative deviant work behavior themes.

While some explain organizational dynamics through individual-level traits and behaviors, some propose systemic intervention and rethinking organizational frameworks. These collective pieces help us understand the multidimensional drivers of organizational health and pose important questions on how researchers, practitioners, and policymakers can structure efforts to promote ethics, employee well-being, and productivity in organizations.

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