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ijcrb.webs.com JUNE 2011 INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS VOL 3, NO 2 References Beatly, T. & Brower, D.J. 1993, Sustainable Comes to Main Street, Planning, 59, 16-19 Bramwell, B. & Lane, B. 1993, Sustainable Tourism: an Evolving Global Approach, Journal of Sustainable Tourism, 1, 1-5 Bosselman, F.P., Perterson, C.A., & McCaarthy, C. 1999, Managing Tourism Growth: Issues and Applications, Island Press, Washington, DC, USA Buckley, R. & Pannel, J. 1990, Environmental Impacts of Tourism and Recreation in National Parks and Conservation Reserves. Journal of Tourism Studies, 1 24-32 Dowling, R.K. 1993, Tourism Planning, People and the Environment in Western Australia, Journal of Travel Research, 31, 52-58 Eligh, J., Welford, R. & Ytterhus, B. 2002, The Production of Sustainable Tourism: Concepts and Examples from Norway, Sustainable Development, 10, 223-234 Environmental Impacts if Tourism – UNEP Tourism, http://uneptie.org/pc/tourism/sust-tourism/env- 3main.htm Forsyth, T. 1995, Business Attitudes to Sustainable tourism, Journal of Sustainable Tourism, 3, 210- 231 Introduction of Huanglong, http://en.huanglong.com/introduction02.htm Kastelein, B., & Buckley, T. (2004) Urban Ecotourism: Impossible Conundrum? Business Mexico, 14, 36-39. Retrieved October 04, 2005 from ProQuest ABI/Inform Global database. Laws, E. 1995, tourist Destination Management: Issues, Analysis and Policies. Routledge: London Natarajan, P. 2003, Sustainable Report Calls For Better Tourism Balance, Pacific Business News, 41, 27-36 Oliver, M. 1993, Shared Responsibility, Business Mexico, 3, 43-45 Parks Canada 1985, Management Process For Visitor Activities, Parks Canada, National Parks Directorate, Hull, PQ, Canada Pohit, S. 2004, Ecotourism: A win-win strategy, businessline, 4, 1 Renewable Energy in the Built Environment, http://www.ecn.nl/dego/why.en.html Water Recycling and Reuse: The Environmental Benefits, http://www.epa.gov/region9/water/recycling/ UNESCO, 2000, World Education Report 2000 Warnken, J. & Buckley, R. 1998, Scientific quality of tourism environmental impact assessment, Journal of Applied Ecology, 35, 1-8 Wlford, R.& Gouldson, R. 1993, Environmental Management and Business Strategy, Pitman: London World Travel and Tourism Council (WTTC), World Tourism Organization (WTO), Earth Council. 1995, Agenda 21 for the Travel and Tourism Industry: Towards Environmentally Sustainable Development. WTTC-WTO-Earth Council: London. World Tourism Organization, 2001, Sustainable Development of Tourism: A Compilation of Good Practices. World Tourism Organization, Madrid, Spain. COPY RIGHT © 2011 Institute of Interdisciplinary Business Research 30
ijcrb.webs.com INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS JUNE 2011 VOL 3, NO 2 Work Values of Information Technology Personnel and Their Antecedents Yutaka Ueda, PhD (Corresponding author) Yoko Ohzono, PhD Faculty of Economics, Seikei University, Musashino, Tokyo 180-8633, Japan Abstract Previous studies on organizational citizenship behavior (OCB) expected that information technology (IT) personnel particularly tend to exhibit OCB differently from other jobholders owing to their job characteristics. This article discussed workers’ work values that are closely associated with their tendency to exhibit OCB. Data collected from 6,500 workers (218 of whom were IT personnel) were analyzed to examine how the work values of IT personnel differed from those of other workers. The empirical result showed that IT personnel had a significantly stronger challenging job and weaker identification with the organization and contribution to society. Furthermore, overall satisfaction and skill evaluation positively influenced some of the work values. Some implications for future studies were also proposed. Keywords: IT Personnel, Work Values, Organizational Citizenship Behavior 1. Introduction Many researchers in the field of organizational behavior have focused on organizational citizenship behavior (OCB) ever since the pioneering articles of the research group headed by Dennis W. Organ, Indiana University, were published in the 1980s (Bateman & Organ, 1983; Smith, Organ, & Near, 1983). Although it is true that almost any worker exhibits OCB to some degree, the frequency of OCB varies across workers. One of the important goals of OCB research is to identify the factors that produce differences in individual workers’ OCB. Past researchers have detected not only the effect of attitudinal or dispositional factors of individual workers but also the effect of contextual factors related to these workers, such as task, leadership, and reward systems in the organization, on OCB. However, one of the themes less explored in OCB research is to identify a different tendency to exhibit OCB among various jobholders. Although this is an important topic, it would require researchers to collect a large amount of data from various jobholders in order to compare the characteristics of OCB among them; this makes the research very difficult and costly. Among various job categories, those in the field of information technology (IT) are considered as one of the most important jobs in the modern information-centric society. Although no empirical research has hitherto focused on OCB of IT personnel, some researchers expected that IT personnel particularly tend to exhibit OCB owing to their specific job characteristics. For example, Ueda (2007) estimated that job characteristics of IT personnel influence their OCB; however, they could possibly have both positive and negative effects. As reviewed by Summer and Niederman (2003–2004), an IT job has high role ambiguity and role conflict, which, in turn, have been shown to have a negative impact on job satisfaction. Further, Moore (2002) pointed out that IT personnel were prone to burnout syndrome. Antecedents like job dissatisfaction and burnout syndrome negatively influence OCB (Cropanzano, Ruppo & Byrne, 2003; Organ, 1988; Organ et al., 2006). However, the job of IT personnel is also said to have high autonomy. High job autonomy is considered to have two opposite effects on OCB. It makes workers more responsible and motivates COPY RIGHT © 2011 Institute of Interdisciplinary Business Research 31
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