Alibaba Company’s Organizational Behavior Free Essay Help

Table of Contents
Introduction Implementation of Ideas Recommendations Conclusion References


Alibaba is one of the most significant success stories of the 21st century. It might be argued that the company's culture and ideology have been the driving forces behind its exceptional expansion. People are crucial to advancement because they are committed to the organization and the development of appropriate employee behaviors. This essay examines the organizational behavior of the firm and discusses related themes in depth.

The Alibaba scenario illustrates organizational behavior concepts most clearly. Organizational behavior (OB) refers to the actions, reactions, and thoughts of employees in the workplace. OB is concerned with employee behavior, relationships, culture, and the structure in place for them to work (Hammond, 2016). Alibaba's OB is based on the company's belief that "success and profitability are outcomes of focusing on customers and employees, not goals" (Ibarra et al., 2019, p. 4). All actions conducted by Alibaba are geared around maximizing the customer experience, with employees taking second place. A company whose primary objective is to assist employees in their development will foster a culture of learning and productive connections.

Alibaba is the ideal example of a company that uses the social approach to the OB extensively. According to the social approach, the primary focus is on the organizational members and their personality system, which includes their attitudes, perceptions, and motivations (Mullins & Christy, 2016). Alibaba allows its employees to exchange ideas anonymously and freely connect with one another. The personality of Jack Ma is the primary influence on the attitudes of his employees. He has been described as having the ability to attract and enchant talented individuals (Ibarra et al., 2019). However, his biggest accomplishment is motivating others to provide their best effort and engage in activities that benefit customers and the organization. For instance, he believes that internal competition is the key to innovation, and he plays with the concept until a new culture of competitiveness takes root and continues to push Alibaba's growth.

Implementation of Ideas

Several organizational behavior (OB) theories can be applied to the situation of Alibaba, particularly those that emphasize organizational lifestyles. Alibaba's expansion has been marked by cultural shifts that have imbued certain principles into the company's daily operations in an effort to enhance one or more aspects of productivity. Therefore, Hofstede's theory of cultural aspects can help to explain Alibaba's customs. The four aspects are power distance against intimacy, uncertainty avoidance versus acceptance, individuality versus collectivism, and masculinity versus femininity, which were initially applied to national customs (Beugelsdijk & Welzel, 2018). Alibaba can be defined as having a lower power distance due to the proximity of its employees and management. Although the internal bulletin is primarily used to bridge the gap between first-line workers and executives, the leadership structure is quite horizontal. For example, Ma's online avatar Feng Qingyang is notified directly of management decisions and ideas (Ibarra et al., 2019). These features indicate a close relationship between employees and management.

Uncertainty acceptance, as opposed to avoidance, is a second cultural factor relevant to Alibaba's circumstance. Jack Ma is credited with constructing Alibaba based on uncertainty tolerance. Internet was a relatively new technology in China when Alibaba was established. Ma has no computer science or other technical expertise, yet he constructs the largest Chinese technology company. As indicated previously, the culture shift at Alibaba has been achieved by trials whose effects are unclear (Ibarra et al., 2019). The third component of Alibaba is collectivism as opposed to individualism (Beugelsdijk & Welzel, 2018). The internal is constructed with the primary intent of bringing staff together to facilitate smooth knowledge sharing. The employees have embraced teamwork, and their actions are all focused on enhancing the client experience. Even when internal competition is adopted, it does not pit individuals against one another; rather, it pits corporate units against one another.

The final factor is feminism in contrast to masculinity, where employees embrace cooperation, care for others, and unity. In contrast, masculinity is connected with workers who pursue individual accomplishments and success through hostility (Beugelsdijk & Welzel, 2018). The transition from a cooperative to a competitive culture has not altered the female dimension. According to Zang, "it was difficult to explain to employees that, despite competing in the market, they belonged to the same company" (Ibarra et al., 2019, p. 7). This statement underlines that solidarity and cooperation within Alibaba are essential parts of the organization's operating basis (OB).


Alibaba's success can be linked to the company's ability to undertake culture changes to improve the performance of its employees. Nevertheless, as the business grows tremendously, it may need to rely more on the loyalty and goodwill of its personnel. Additional culture change would be required, which is not an easy undertaking. Walker and Soule (2017) assert that transforming a company's culture will require a movement rather than a mandate. In addition, the authors note that while a manager can require compliance, they cannot impose trust, optimism, innovation, or conviction. Adopting a corporate citizenship culture is the recommended strategy for making Alibaba even better through additional culture improvements.

Organizational citizenship behavior (OCB) is the ideal method for enhancing employee performance. OCB works best in knowledge-dependent businesses, and it helps to recognize the need to connect critical resources with the appropriate behaviors to enhance the entity's competitive edge (Tefera & Hunsaker, 2020). Taşkran and Iyigun (2019) define OCB as the corporate conduct based on voluntarism in which employees pursue the best interests of the company without feeling obligated and without expecting to be rewarded. Failure to behave in this manner is not punished, but establishing a culture based on this principle promotes employee dependability and removes the need for micromanagement on the part of managers.


Alibaba's organizational behavior has contributed significantly to the company's success by fostering a culture that brings out the best in its employees. Hofstede's cultural dimensions have been applied to explain Alibaba's OB, which can be summed up as intimacy between management and staff, tolerance for uncertainty, collectivism, and femininity. Jack Ma's personality has helped him create a company culture that reflects his beliefs, including a philosophy that guides all employee behaviors. Culture change has been related with the company's growth; hence, it has been suggested that additional value shifts in the form of organizational citizenship behavior will help Alibaba become even more successful.


Beugelsdijk, S., & Welzel, C. (2018). The dynamics and dimensions of national culture. Journal of Intercultural psychology, 49(10), 1469–1505 Web.

M. Hammond (2016). A primer on organizational behavior. In C. Crosss and R. Carbery (Eds. ), Introduction to Organizational Behavior (pp. 1–22). Palgrave.

Ibarra, H., Spungin, J., & Borpujari, R. (2019). Jack Ma is constructing a learning organization at Alibaba. Cambridge Business School

L. Mullins and G. Christy (2016). Administration and organizational behavior. Pearson.

Taşkıran, G., & Iyigun, O. (2019). A study of the connection between organizational citizenship behavior and entrepreneurial attitude in the hotel sector. 158, 672-679 in Procedia Computer Science Web.

Tefera, C., & Hunsaker, W. (2020). A conceptual model of intangible assets and organizational civic behavior Heliyon, 6(7), 1–11. Web.

Walker, B., & Soule, S. (2017). It takes a movement, not a mandate, to alter the corporate culture. Web-based Harvard Business Review.

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