Organizational and psychological climate: A review of theory and research

By Lawrence R. James, Carol C. Choi, Chia-Huei Emily Ko, Patrick McNeil, Matthew K. Minton, M. Wright, Kwang-il Kim. 2008

608 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Radiological and Ultrasound Technology

View Paper: https://www.semanticscholar.org/paper/726997d50636e5e8fa0cef72fa287fe45c1044c4

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In Organizational Behavior and Human Resource Management

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Citations in the corpus

Toward Understanding the Direct and Indirect Effects of Transformational Leadership on Well-Being (2011, background): “Although theorist have examined global or general climate, recent climate research tends to focus on specific climates according to a particular area of interest (Carr, Schmidt, Ford, & DeShon, 2003; L. R. James et al., 2008).”
Thriving at work but insomniac at home: Understanding the relationship between supervisor bottom-line mentality and employee functioning (2020, background): “…work environment before acting upon them, the individual-level construal of climate (i.e. facetspecific “perceptions” of climates such as perceived ethical, justice, safety, and service climates) is a more proximal predictor of attitudes and behaviors (James et al., 2008; Parker et al., 2003).”
My strengths count!: Effects of a strengths-based psychological climate on positive affect and job performance (2015, background): “Only when there is sufficient consensus among individual climate perceptions can the perceptions be meaningfully aggregated to represent subunit or organizational climate (Bowen & Ostroff, 2004; James et al., 2008).”
Organisational sustainability policies and employee green behaviour: The mediating role of work climate perceptions (2014, background): “James et al. (2008) highlight consistent communication as a key factor in reducing ambiguity regarding an organisation’s priorities and creating a strong climate.”
Organizational climate and culture. (2009, unknown): “However, such research on psychological climate (e.g., James et al. 2008) is not relevant for the present review, which is concerned with organizational climate.”
The Climate for Entrepreneurship at Higher Education Institutions (2018, background): “/org. climate: see James et al., 2008; Kuenzi and Schminke, 2009; Schneider et al., 2013).”
Leadership, climate, psychological capital, commitment, and wellbeing in a non‐profit organization (2010, background): “Organizational climate can be determined by the perceptions individuals have of their workplaces, as reflected by personal values and psychological desires ( James et al. , 2007”
Workplace safety: a meta-analysis of the roles of person and situation factors. (2009, background): “When this perception is aggregated to the group level, or when the perception refers to the degree to which the work environment is beneficial or detrimental to the group as a whole, this higher order factor is conceptually a group-level factor (e.g., L. R. James et al., 2008).”
STRATEGIC HUMAN RESOURCE MANAGEMENT IN SERVICE CONTEXT: TAKING CARE OF BUSINESS BY TAKING CARE OF EMPLOYEES AND CUSTOMERS (2010, background): “…of organizational support is originally constructed at the individual level (Eisenberger et al., 1986), a unit-level psychological climate will emerge when employees in the focal unit show perceptual agreement about whether the unit cares for them (James et al., 2008; Vandenberghe, et al., 2007).”
Assembling Fragments Into a Lens: A Review, Critique, and Proposed Research Agenda for the Organizational Work Climate Literature (2009, background): “He notes that extant research also supports the existence of a general (and generalizable) taxonomy of first-order climate dimensions (Burke, Borucki, & Kaufman, 2002; James et al., 2008).”
Transformational leadership and commitment: A multilevel analysis of group-level influences and mediating processes (2010, methodology): “Consistent with the climate literature (James et al., 2008; Luria, 2008), climate was aggregated to the group level.”
Social distance as a moderator of the effects of transformational leadership: Both neutralizer and enhancer (2009, background): “…two outcomes: positive emotional climate, defined as the perception that individuals hold concerning the emotional tenor of their work environment (James et al., 2008), and collective efficacy, defined as the individual’s beliefs concerning the ability of his or her group to successfully perform…”
Ethical Leadership and Employee Green Behavior: A Multilevel Moderated Mediation Analysis (2020, background): “Employees need to perceive and interpret a GPC before they act on it [33].”