Management and Organization Theory

It is often claimed that 50–90% of strategic initiatives fail. Although these claims have had a significant impact on management theory and practice, they are controversial. We aim to clarify  why this is the case. Towards this end, an extensive review of the literature is presented, assessed, compared and discussed. We conclude that while it is widely acknowledged that the implementation of a new strategy can be a difficult task, the true rate of implementation failure remains to be determined. Most of the estimates presented in the literature are based on evidence that is outdated, fragmentary, fragile or just absent. Careful consideration is advised before using current estimates to justify changes in the theory and practice. A set of guiding principles is presented for assisting researchers to produce better estimates of the rates of failure.

in the United Arab Emirates. Dr. Alkhafaji teaches a range of courses with special emphasis on strategic and international management. He is the author of several books and numerous articles on strategic management, corporate governance, and international management, and has received many awards for his research. He has conducted seminars in the United States and abroad. Dr. Alkhafaji is also Founder and Executive Vice President of the International Academy of Business Disciplines (IABD). This book is a result of contributions from many students, graduate and undergraduate, and from other authors of books I have used in the business policy and strategic management areas. They have helped to sharpen my ideas over the years and helped me to acquire the knowledge and expertise to write this book. I am especially grateful to Slippery Rock University for providing good academic environments for teaching and research. My greatest debt and gratitude go to my wife and family for their understanding and support in finishing this project. This project is dedicated to my family whom I love very much. I am also grateful to the students of Slippery Rock University for reviewing various chapters and providing feedback and changes to strengthen the book. A special thank you to Dr. Ron Sardessai, of the University of Houston-Victoria, for his contribution to the book in general and to Chapter 6 in particular. I am indebted to my talented assistants Carrie Kane and Georgette Hinkle for their diligent work in typing and organizing the book into its final format. I also thank the following colleagues, without whose help and support this book would not have been possible:

The linkage scheme encourages researchers to form industry partnerships for the research process, in order to develop research outcomes that are of industry relevance. It is stressed in the ARC guidelines that the research should not be a consultancy. One of the big-five industry companies, Transfield, was our industry partner. We have already acknowledged the support of the company and its executives. We should stress, however, that our research was conducted independently of the company and was in no way anything other than a dedicated research project. The authors would like to thank Transfield and Boston Consulting Group for their contribution to this study. They also would like to acknowledge the assistance of Rachael Weiss in helping to design the study and Rosie Stilin, for research assistance, as well as the participants in both the quantitative and qualitative study, and the helpful comments of Fons Naus, Robert Roe, John Sillince, Carl Rhodes, Tyrone Pitsis, Martin Kornberger and Robert van Krieken on earlier drafts. 1 Sometimes reviewers really do improve papers; sometimes they are a pest. We are happy to report that on this occasion the reviewers were extremely well-focused and helpful, and all of their suggestions served to improve the clarity of the paper. Of course, any liability for its remaining shortcomings is ours alone.

We investigated how third party managers from China, Japan and the USA intervened in employees' disputes. Consistent with predictions, we found (using non-linear HLM analysis) that managers who were superiors to the disputants behaved autocratically and/or decided on conservative (e.g., contract adhering) outcomes; but managers who were peers (especially in China and the USA), generally involved disputants in decision-making and obtained integrative outcomes that went beyond initial contract related mandates. Our results extend prior research and theorizing using the dispositional and constructivist perspectives on culture by introducing norm complexity as an explanation for variations in third party conflict intervention behaviour within one culture.

In this exploratory case study based on qualitative research, we explore the perspectives and experiences of autistic self-advocates in the Netherlands regarding autism, (self-)advocacy, and consumer-run organizations. The focus of our study is a consumer-run organization by and for adult Persons on the Autism Spectrum in the Netherlands: PAS-Nederland or PAS for short. Our analysis reveals four themes relevant to the acceptance and integration of adults with autism into society and work: (1) invisibility of autistic adults; (2) diversity of the autism spectrum; (3) autistic leadership; and (4) collaboration between people with and without autism. We discuss the practical implications of our findings for the inclusion of people with autism in work and society. Our study underscores the importance of putting autistic people at the center of decision-making processes and solutions aimed at improving their outcomes in society, in general, and in the workplace specifically.

Research into workplace bullying has only recently begun to investigate preventative measures. This paper continues that emphasis by examining the management of bullying in a sample of New Zealand organisations. In this study, the survey results from 252 occupational health and safety practitioners were analysed to examine how bullying is understood and managed, along with factors that predict preventative efforts. Results indicate that bullying was perceived to impact significantly on organisations, although the organisations had limited preventative measures in place. The findings confirm the importance of leadership and the establishment of an effective bully-free environment as preventative measures.

A case study for organizational behavior based on the "DownCity"episode of the fourth season of Kitchen Nightmares.

This document contains (1) a summary of the series (2) a list of the cast of characters (3) an episode recap and (4) two discussion questions suitable for classroom use in undergraduate courses such as organizational behavior and principles of management.

For solutions to the discussion questions, please email "[email protected]" with the phrase "Solution request" in the subject line.

SHOW SUMMARY Ramsay's Kitchen Nightmares is a television program featuring British celebrity chef Gordon Ramsay first broadcast on Channel 4 in 2004 in the UK. An American adaptation of this show entitled Kitchen Nightmares debuted September 19, 2007 on Fox. In each episode, Ramsay visits a failing restaurant and acts as a troubleshooter to help improve the establishment in just one week. Ramsay revisits the restaurant a few months later to see how business has fared in his absence.

The research of Balanced Scorecard and the Operation of Start-Ups in Thailand. The objective is to study Balanced Scorecard and the Operation of Start-Ups in Thailand. The factors of research include Financial Perspective, Customer Perspective, Internal Process Perspective, and Learning and Growth Perspective. That are classified by company factors were including Filed of Business Operation, Duration of Operation, Number of Employee, Round of Fund Raising, and Average Income per Year. The population used is Start-ups firm in Thailand which recorded in National Innovation Agency (NIA). The samples used in this research amount of 177 firms. The questionnaire was instrument of this research. Data wasanalyzed by using SPSS for Social Science Research. The statistics were percentage, minimum, maximum, mean and standard deviation.
The results found that 1) The firms all respondents 177 firms. Most are FinTech 24 firms representing 13.60%, HealthTech 21 firms representing 11.90%, AgriTech 19 firms representing 10.70%, FoodTech 17 firms representing 9.60%, TravelTech 16 firms representing 9.00%, InsurTech and E-Commerce 15 firms representing 8.50%, EdTech and IndustryTech and PropTech 13 firms representing 7.30%, Lifestyle 7 firms representing 4.00%, and Other 4 firms representing 2.30%. Most are operating 1-2 years 73 firms representing 41.20%, 3-4 year 53 firms representing 29.90%, 5-6 years 35 firms representing 19.80%, and more than 7 year 16 firms representing 9.00%. Most have number of employees less than 10 for 65 firms representing 36.70%, 10-20 peoples 51 firms representing 28.80%, 21-30 peoples 32 firms representing 18.10%, and start from 31 peoples upward for 29 firms representing 16.40%. Most are in fund raising round Early Stage for 77 firms representing 43.50%, Serie A 63 firms representing 35.60%, Serie B 23 firms representing 13.00%, Serie C 12 firms representing 6.80%, and Post-Serie C 2 firms representing 1.10%. Most have Average Income per Year less than THB 5,000,000 for 79 firms representing 44.60%, between THB 5,000,001 – 10,000,000 for 40 firms representing 22.60%, between THB 10,000,001 – 15,000,000 for 39 firms representing 22.00% and more than THB 15,000,000 for 19 firms representing 10.70% respectively.
2) BalancedScorecardandtheOperationofStart-upsinThailandisatahighlevel. Considering each perspective, the highest is comprised of Internal Process Perspective and Learning and Growth Perspective respectively. The high level is comprised of Customer perspective, and Financial Perspective respectively.

Information technology outsourcing provides several advantages for organizations, such as reducing the cost of ownership of IT products/services, providing rapid access to modern technologies. However, when the outsourcing relationship is not managed effectively, the desired results are not always achieved. This article aims to reveal the role of contract and relationship norms in the success of the IT outsourcing relationship, by focusing on the Turkish domestic market. Firstly, the measurement scales of the research were developed by making use of the previous studies and field interviews. Then the measurement model and hypotheses were tested using the partial least square method. It was concluded that both contract and relationship norms affect IT outsourcing success, but the contract is more effective than relationship norms for IT outsourcing success. Furthermore, it is concluded that relationship norms have a mediating effect between the contract and IT outsourcing success.

Managers do not only take action. They are continually required to reflect upon that action. It seems obvious, but what does it mean to reflect? Can we develop a theoretical model for how it can be done or at least how we can come to terms with the concept of reflection in relation to management? This article makes an attempt. Inspired by the system theory of Niklas Luhmann, the article elaborates and develops four different modes or steps of reflection; Construction (pre-reflection), Reconstruction (reflection of first order), Deconstruction (reflection of second order) and Transformation (reflection of third order). The ambition is to create an analytical framework from which we can study and practice the reflection processes of management. At the same time paying attention to the critical aspects of the reflexive regime and thereby, the article ends up with a call to continually keep on reflecting upon reflection.

Mixed methods is a youthful but increasingly robust methodological movement characterised by: a growing body of trans-disciplinary literature; prominent research methodologists/authorities; the emergence of mixed method specific journals, research texts, and courses; a growth in popularity amongst research funding bodies. Mixed methods is being utilised and reported within business and management fields, despite the quantitative traditions attached to certain business and management disciplines. This paper has utilised a multistrand conversion mixed model research design to undertake a retrospective content analysis of refereed papers (n = 281) from the 21st Australian and New Zealand Academy of Management (ANZAM) Conference 2007. The aim of the study is to provide a methodological map of the management research reported at the conference, and in particular the use, quality and acceptance level of mixed methods research within business and management fields. Implications for further...

One striking finding from recent natural environmental management research is that family firms are more likely to engage in environmentally friendly practices than non-family firms. However, the source of such difference is not clear. The primary objective of our research is to investigate if family firms respond differently to pressures from different stakeholder groups in the context of green innovation adoption. We survey 235 manufacturing firms from two historically high polluting industries in Taiwan to test our hypotheses. The analytical results show that family firms are more attune to the voices/pressures from internal stakeholders. This finding complements the current discussions on family business uniqueness. It also contributes to provide a more comprehensive framework of stakeholder salience theory.

This précis contextualizes Mintzberg's work to expose the cult of leadership and restore management to the front and center, quickly elucidates Mintzberg's (2009) Model of Managing, and makes the supporting point that if managing is indeed a practice then wide vistas open in coaching and training for competency-building.

While interest in art-based interventions is growing rapidly, little is known about the aesthetic, material, and interpersonal mechanisms by which art interventions, and musical interventions in particular, operate. We address this gap by drawing from an in-depth case study of a musical intervention in a professional ice-hockey team in Finland. At the time of the study, the organization faced a serious crisis, having lost 11 sequential games, leading its managers to search for " alternative " means for promoting social cohesion, and subsequently engaging in an arts-based musical intervention. Our findings examine how material objects and collective synchronization rhythms grounded the interpersonal interactions of team members and mediated members' attempts to transform personal subjective experiences into collective collaboration. We draw out the conceptual implications of our findings for understanding, on the one hand, the collective nature of aesthetic processes, and on the other hand, the materially mediated processes of communication. In terms of practical implication, we contribute to understanding the social dynamics and transformative organizational possibilities of artistic interventions that generate value for the organization and its members.

A case study for organizational behavior based on the "Initiation" episode of the third season of The Office (S03E05).

This document contains (a) a summary of the series (b) an episode recap and (c) four discussion questions suitable for classroom use in undergraduate courses such as organizational behavior and principles of management.

For solutions to the questions, please email "[email protected]" and place the phrase "Solution request" in the subject line.


organizational behavior examples
organizational behavior cases

Bu çalışmanın amacı ilginç kuramsal katkı sağlama potansiyeli açısından araştırma sorusunun önemini vurgulamak ve bu potansiyele sahip araştırma sorularının nasıl geliştirilebileceğine ilişkin kavramsal düzeyde öneriler sunmaktır. Yürütülen araştırmalar alanyazına dayalı olarak araştırma sorusu geliştirme girişimlerinde yaygın olarak kullanılan geleneksel yöntemlerin ilginç kuramsal katkı sağlama konusundaki yetersizliği noktasında birleşmekte ve araştırma sorusu geliştirme konusunda daha yenilikçi yaklaşımlara olan ihtiyaca dikkat çekmektedir. Bu çalışma kapsamında araştırma sorusu geliştirme konusunda geleneksel baskın yaklaşım olarak kabul edilen dolgulama yaklaşımının yol açtığı açmazdan hareketle daha yenilikçi olduğu düşünülen sorunsallaştırma yaklaşımı ilginç kuramsal katkı sağlama konusunda alternatif bir yol olarak önerilmektedir.

The last decade has seen a remarkable opening of new job opportunities for people who are neurodiversea subset of the general population that historically has experienced un-and underemployment rates as high as 85-90% (Roux et al., 2015; Taylor & Seltzer, 2011). Neurodiversity takes neurological developments traditionally regarded as atypical or even as diagnosable disorders, such as autism or dyslexia, and conceptualizes them as normal human variation (Jaarsma & Welin, 2012). Proponents of this perspective suggest that many neurodiverse people possess useful talents and are capable of functioning productively in organizations, but are barred from work opportunities because they are, as exemplars of human variation, 'at the edges of the bell curve' (Robison, 2013). The problem, according to this view, is not with neurodiverse people, but with hiring processes that define talent too narrowly, and especially with reliance on job interviews, which are biased against people with atypical manners of interaction. This view accords with early criticisms of employment perspectives viewing diversity as 'the problem' rather than the problem as inappropriate management of diversity (see Härtel & Fujimoto, 2000). Despite slow uptake of this alternative inclusive view of diversity, its validity is being established with prominent companies, such as SAP, Microsoft, DXC Technology, EY, JP Morgan Chase, and Ford, implementing since 2013 employment initiatives that de-emphasize interviews in favor of new inclusive recruiting approaches that have led to celebrated successes in hiring neurodiverse people. In this special issue, we examine some of the primary benefits that firms have realized as well as the challenges they encountered along the way, underscoring the urgent need for researchers and practitioners alike to identify how employment practices can be transformed to be inclusive for all individuals (cf. Härtel & Ashkanasy, 2011). In this special issue and our introduction to it, we look at the benefits of these new initiatives to the individual, as well as their societal and potential firm or business benefits. From the perspective of individuals, work is an integral part of life, providing individuals both economic security and the context in which they can contribute their talents and skills to society and thus anchor themselves in a social role (Saleh & Bruyere, 2018). Research shows that having a job is an important determinant of self-esteem and provides a critical link between an individual and society (Doyle, Kavanagh, Metcalfe, & Lavin, 2005). The World Health Organization (WHO) affirms this idea, proclaiming that 'although it is difficult to quantify the impact of work alone on personal identity, self-esteem and social recognition, most mental health professionals agree that the workplace environment can have a significant impact on an individual's mental well-being' (Harnois & Gabriel, 2000: 5). The WHO recognizes that employment provides time structure, social contact, collective effort and purpose, social identity, and regular activity, which are all essential factors in maintaining a healthy lifestyle. The intangible benefits of increased quality

Utilitarianism, the theory that one should do what will bring about the greatest happiness for the many, is an excellent ethical theory to guide mangers. Thoughtful management practices could benefit everyone—not just the shareholders, employees and the managers, but society as a whole. Management directed by utilitarian ethics keeps focused on long term consequences, and here we will see that it provides a basis for ethics which can apply to all, while providing a basis for meaningful work and teamwork rooted in justice and fairness, respect for individuals and freedom, and the rights of minority groups. Mill's utilitarianism claims that industrious commerce and fair competition in a well administered free market economy will clearly bring benefits indispensable to society's progress.

Bitcoin represents the first real-world implementation of a "decentralized autonomous organization" (DAO) and offers a new paradigm for organization design. Imagine working for a global business organization whose routine tasks are powered by a software protocol instead of being governed by managers and employees. Task assignments and rewards are randomized by the algorithm. Information is not channeled through a hierarchy but recorded transparently and securely on an immutable public ledger called "blockchain." Further, the organization decides on design and strategy changes through a democratic voting process involving a previously unseen class of stakeholders called "miners." Agreements need to be reached at the organizational level for any proposed protocol changes to be approved and activated. How do DAOs solve the universal problem of organizing with such novel solutions? What are the implications? We use Bitcoin as an example to shed light on how a DAO works in the cryptocurrency industry, where it provides a peer-to-peer, decentralized, and disintermediated payment system that can compete against traditional financial institutions. We also invited commentaries from renowned organization scholars to share their views on this intriguing phenomenon.

Will holonic systems take us to the stars? What has happened in the last half-decade since "Principles of Holonic Philosophy" was first penned? A plethora of blockchain experiments, many of which innovate on new types of organizational design; some minor iterations; some utopian projects; some massive upgrades; and some questionable enhancements. This essay is built on the research for "Principles of Holonic System Design" and will detail the progress that has been made toward a new holonic world order.

Purpose The aim of the research is to analyze sustainability in energy companies in terms of financial innovation, innovation strategy and organizational innovation. Design/methodology/approach The analysis of this research was done by using the Mplus 7 package program, and the research model was tested using the existing latent variables and their expressions. Data from 298 administrative staff (white collar) working in companies operating in the energy sector were analyzed. Findings Both independent and mediation effects of financial innovation and innovation strategy positively affect sustainability performance. Therefore, it can be concluded that in order for sustainability performance to be positive, importance should be given to financial innovation, innovation strategy and organizational innovation activities. Research limitations/implications As the data were collected from energy companies in this research, it is not correct to generalize the evaluations. Therefore, in term...

A case study for organizational behavior based on the "Whopper 101" episode of the third season of The Apprentice.

This document contains (a) a summary of the series (b) a list of the apprentices (c) an episode recap and (d) three discussion questions suitable for classroom use in undergraduate courses such as organizational behavior and principles of management.

For solutions to the questions, please email "[email protected]" and place the phrase "Solution request" in the subject line.




Organizational Behavior Examples
Organizational Behavior Example
Organizational Behavior case
organizational behavior case study
organizational behavior cases

The aim of this study was to investigate the challenges that nurse unit managers (NUMs) face while working in acute care settings, the strategies they use to deal with these challenges, and the effectiveness of these strategies from the perspectives of NUMs and their supervisors. NUMs (N = 22) and directors of nursing (N = 3) were interviewed for this study. Thematic analysis revealed 14 challenges relating primarily to NUMs interactions with others, both within and outside of their wards/units. These challenges related to the managerial, but not clinical, aspects of their roles; 16 strategies for managing these challenges were identifi ed, the effectiveness of which seemed dependent on how well they were executed. The strategies are: seeking assistance and support; trial and error; satisfi cing; taking responsibility for own professional development; scheduling of time; working longer hours; delegation; adaptive staffi ng and rostering; being a visible presence on the ward; team development; facilitating professional development for staff; being available for staff; negotiation and collaboration; communication; working with the processes of a large organisation; and complying with the demands of others, The fi ndings make a strong case for NUMs to be supported in undertaking comprehensive management education. Keywords: nurse management, nurse managers, directors of nursing, healthcare management 626 Cadeyrn J Gaskin et al.

As the largest and fastest growing transition economy in the world, China's entrance onto the global stage has been swift and dramatic. As such, almost every facet of entrepreneurship, from the identification of nascent opportunities to the challenges of managing triple-digit growth to the transformation of firms from dying to emerging industries, can be studied as natural experiments. The four papers in this issue are dedicated to exploring entrepreneurial innovation in the Chinese private economy. They include two clinical studies, one on the impact of the Beijing Olympics on entrepreneurship, and the other on the co-evolution of guanxi networks and entrepreneurial growth. Two studies test theories explaining the organizational drivers of innovation and entrepreneurship. In the best traditions, these four studies offer theoretical insights on the broader implications of entrepreneurship research in the Chinese context. We locate the findings offered by these four papers in the systems, organizational and social contexts of creativity, innovation, and entrepreneurship research. Finally, we offer some suggestions for future research and ways in which advances in the theoretical conversation should proceed.

The theoretical field of leadership is enormous-there is a need for an overview. This article maps out a selection of the more fundamental perspectives on leadership found in the management literature. It presents six perspectives: personal, functional, institutional, situational, relational and positional perspectives. By mapping out these perspectives and thus creating a theoretical cartography, the article sheds light on the complex contours of the leadership terrain. That is essential, not least because one of the most important leadership skills today is not merely to master a particular management theory or method but to be able to step in and out of various perspectives and competently juggle the many possible interpretations through which leadership is formed and transformed.

Background: Management theories are products of their environment. Thus, the social, political , economic and technological forces present in a given time and locale create demand for a given theory and shape it. Research aims: In this perspective paper the authors present how learning has evolved in management theories over the years and how challenges imposed by Industry 4.0 may impact the concepts of learning. Methodology: The paper is based on an overview of literature and experts' work. First, the authors refer to learning in management theories from the birth of the field until the present day. Second, they portray Industry 4.0 and the current stage of implementation of its ideas. Then, they indicate the macro-environmental and workforce challenges produced by Industry 4.0. Finally, they attempt to look at the role of learning in Industry 4.0 and whether there is a need for a new theory concerning learning for the fourth industrial revolution. Key findings: The discourse of the paper suggests that new challenges require at least a modification of the existing theories concerned with learning of individuals and organisations as well as their further improvements.

 Performance appraisal has been the focus of considerable research for almost a century. Yet, this research has resulted in very few specific recommendations about designing and implementing appraisal and performance management systems whose goal is performance improvement. We believe that a reason for this is that appraisal research became too interested in measurement issues and not interested enough in ways to improve performance, although some recent trends in the area have begun moving the field in the right direction. We review these trends and their genesis, and propose a motivational framework as a means of integrating what we have learned and generating proposals for future research that focus on employee's performance improvement.

provide a methodological map of the management research reported at the conference, and in particular the use, quality and acceptance level of mixed methods research within business and management fi elds. Implications for further research are discussed along with a call to the 'fi rst generation' of business and management mixed method researchers to instigate mixed methods research training and capacity building within their respective business schools, relevant academies and associated professional forums and publications.

This paper summarizes the author's recently published findings about differences in people's work-related values among 50 countries. In view of these differences, ethnocentric management theories (those based on the value system of one particular country) have become untenable. This concept is illustrated for the fields of leadership, organization, and motivation.

This paper explores the potential for morally sustainable leadership, i.e., leadership with an awareness of both light and dark sides contained in the role of the leader, as symbolized by the archetype of the king. A narrative enquiry aiming at the study of fictive stories authored by management theorists and practitioners from different contexts, interweaving collective individual elements, brings to light how issues of leadership goodness are related to each other and to other themes. The stories are presented as archetypical tales, that is, stories that touch profound aspects of culture and the psyche. They reveal what happens when people are asked to imagine a good manager, and how this results in tragic ironic representations, rather than tales of straightforward goodness.

The classical view of a manager's role has been that he/she organizes, coordinates, plans, and controls. In 1973, Mintzberg clarified that on any given day managers are very busy, frequently interrupted, and at pains to control what they do. Revisiting his observations 35 years later, Mintzberg (2009) delineated a Model of Managing that depicts managing on three planes: through information, with people, and for action. Framed by Mintzberg's (2009) Model of Managing, this précis presents findings, analyses, and reactions from observation of a single manager.

This article addresses the difficulty in pursuing a philosophical engagement
with management without falling into the trap of scientism. It also explores the option
to turn management theorists away from science to seek insights from technology. The
article is organized in four parts: a preliminary discussion on management from a
philosophical viewpoint, a crucial distinction between philosophy of management as a
mode of inquiry and a field of study, an analysis of the risk of scientism in the current
philosophical work on management, and an initial inspection across the waters separating management and philosophy of technology.

What is the relationship between individual members' organizational citizenship behaviours (OCB) and team-level performance? Using a social cognitive perspective, the current study proposes that the relationship is mediated by a team's cohesion and collective efficacy. We collected data at two points in time from three sources with a sample of 462 salespersons representing 62 teams (62 branches) of a financial institute in Taiwan. The results support the theoretical argument that OCB positively influences organizational performance. Furthermore, group cohesion and collective efficacy fully mediated the direct effects of OCB towards individuals and the organization on team performance. Theoretical and practical implications of the results are discussed.

A written assignment about the different theories of management and the different personalities who authored them. Also, a summary of the evolution of management.
Included:
Henri Fayol, Frederick Winslow Taylor, George Elton Mayo, Douglas McGregor

sources: wikipedia and other online sources

What are the advantages and disadvantages of a multi-perspective approach to understanding organizations? In answering the question you will need to engage with the nature of the various perspectives and how they enable and limit our understanding of organizations.

In this paper, we zeroed down on the practice of moonlighting in the Nigerian universities'workspace, with specific reference to public universities. Our aim is to show that organizational culture in our public universities is static, and that corporate culture has been more tolerable, expansive, and sometimes, apathetic to the practice of moonlighting, keeping in abeyance, regulations that condemn mutiple jobholding, and turning askance to enforcement of punitive regulations. It is noted that indecision over the issue may undercut practice, and that non-action are prone to oblique interpretations. In interrogating the subject, we have used the empirical approach to prove that mutiple jobholding is the outcome of economic discontent, and an exploration of the concepts of relative deprivation (RD) and social exchange theory (SET). In the end, it was argued that appropriate policies should be formulated to synergize moonlighting practice with the mainstream so as to ensure stability in future work interactions.