Cultural consensus,communication networks and burnout: The case of an indigenous owned technology firm in a Small Island Developing State |
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Institution: | 1. Edinburgh Business School, Heriot-Watt University, Edinburgh, Scotland, United Kingdom;2. Cameron School of Business, University of North Carolina Wilmington, 601 South College Road, Wilmington, NC 28403, United States;1. II. Medizinische Klinik und Poliklinik, Onkologisches Zentrum – Universitäres Cancer Center Hamburg (UCCH), Universitätsklinikum Eppendorf, Martinistr. 52, D-20246 Hamburg, Germany;3. Center for Thrombosis and Hemostasis, University Medical Center Mainz, Langenbeckstr. 1 D-55131 Mainz, Germany;4. Tumor and Breast Center ZeTuP, Rorschacher Str. 150, CH-9006 St. Gallen, Switzerland |
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Abstract: | We empirically examine the relationship between managerial burnout, perception of corporate culture, and social network position in a large, indigenous-owned Caribbean based information technology firm. A full-network sample was used to estimate a manager's centrality in both the strategy/management decision-making network and technical/operations communication network. Using a structural equation model, the results indicated that strong ties in the strategic/management decision making centrality network resulted in a less accurate perception of the dominant culture. Management decision making centrality, however, was also related to less emotional exhaustion. On the other hand, technical/operations centrality resulted in higher levels of exhaustion and a more accurate perception of the dominant organizational culture. The study also showed that differences in a manager's perception of organizational culture impacted cynicism. |
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