Journal of Management & Organization最新文献

{"title":"A research agenda for alternative forms of corporate governance in Journal of Management & Organization","authors":"T. O'Shannassy, A. de Man","doi":"10.1017/jmo.2018.31","DOIUrl":"https://doi.org/10.1017/jmo.2018.31","url":null,"abstract":"The aftermath of the global financial crisis has led to a robust public debate on corporate governance practice in the modern business firm, especially large stock exchange listed financial institutions (O’Shannassy, 2015a). We argue here that this public debate has influenced the academic debate on corporate governance across the range of large, medium-size and small enterprises only to a limited extent at the moment. This is despite the fact there is widespread agreement that researching alternative governance forms (e.g., small family-owned firms) can inform extant theory and have positive practical implications as well. There is also now a growing realization that the dominant research focus on the governance of large, stock exchange listed companies is taking attention away from the fact that these large companies are in decline in actual number (Davis, 2016). This is the case in legal jurisdictions such as the United States and Germany as other lower cost and nimble (e.g., online retailers, pop-up businesses) economic forms of organization emerge (Davis, 2016). Therefore there is need for a greater balance in the academic and executive management literature regarding the types of companies and the size of companies that are the subject of research (O’Shannassy, 2015a). It is not surprising then, that the Academy of Management also highlighted this issue, among others by choosing the theme of Opening Governance as the theme of the Academy of Management Conference 2015 in Vancouver. Despite these calls for study of alternative corporate governance models, at first sight little progress appears to have been made. Even though there is a continuous stream of papers dealing with these issues, the quantity of papers on alternative corporate governance models is small in comparison with papers focusing on traditional governance structures. Conceptual frameworks for analyzing alternative governance models also have not reached a comparable state of maturity. Contributions in this area are only in their infancy but seem promising. For example, work by Grandori (2016) and Puranam, Alexy, and Reitzig (2014) provide useful analytical lenses. From an empirical perspective a positive sign is that in Journal of Management & Organization (JMO) a stream of papers has emerged over recent years which have started to tackle these issues as well. Given this background in this introduction to the themed issue here we would like to make this stream more explicit and point towards a research agenda contributors to JMO could pursue more consistently. Various papers in JMO have presented relevant insights. By making a contribution here in this Editorial at creating an overarching research strategy out of these individual contributions, we hope to spark a debate that will increase research attention on alternative corporate governance forms. To achieve this outcome we compare ‘traditional governance’ with ‘alternative governance’ as it seems to be emerging in JMO. For","PeriodicalId":379470,"journal":{"name":"Journal of Management & Organization","volume":"13 2","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114011883","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"In memory of Professor Ken Parry","authors":"J. Billsberry, S. Kempster, B. Jackson","doi":"10.1017/jmo.2018.25","DOIUrl":"https://doi.org/10.1017/jmo.2018.25","url":null,"abstract":"It is with great sadness that we note the passing of Professor Ken Parry. His characteristics of independence and determination enabled him to far exceed his original prognosis with pancreatic cancer. He passed away peacefully, with no pain or discomfort in his final hours, on 11 February 2018. Ken was very well-known to the ANZAM and JMO communities as the founding editor of this journal from 2005 through to 2010. In this role, he firmly established the journal as a high-quality outlet for research and set it on the path to international credibility. Everything the journal is now has been built on the firm foundations laid by Ken. We cannot thank him enough. Ken was perhaps best known for his research in the field of leadership. In this massive field, he was one of the few who was comfortable with both quantitative and qualitative approaches, although in his latter years he leaned heavily towards the qualitative form. Indeed, he gave a healthy nudge towards autoethnographic approaches and the great insights they can reveal about organisational phenomena. He was widely regarded as one of the world’s foremost experts in grounded theory, which was","PeriodicalId":379470,"journal":{"name":"Journal of Management & Organization","volume":"30 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115417826","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Good management is hard, but someone has to do it (and here are some suggestions)","authors":"T. McKeown","doi":"10.1017/jmo.2018.16","DOIUrl":"https://doi.org/10.1017/jmo.2018.16","url":null,"abstract":"This 2nd edition of Journal of Management and Organisation (JMO) for 2018 offers a range of papers that present, tackle or even offer solutions to some of the difficult problems that challenge the supposedly ‘soft’ discipline of management. Although we are well acquainted with terms such as ‘turbulence’ and living in a ‘dynamic work environment’, the reality is that managers are increasingly operating in a world where they are no longer expected to simply resolve previously experienced problems. Managers of the 21st Century are now expected to innovate to solve unexpected and completely new problems. As the papers in this edition of JMO suggest, many of these problems are not actually new – the fact is that management is simply having to face problems that once could be hidden or even ignored. Each paper presented here will thus bring into the light a problem, from the complicated but perhaps low uncertainty (tame) to the critical problems when difficult or important decisions must be made. There are even some that may fit that black box category of being a ‘wicked problem’. Problem-solving skills are at the heart of much of what we teach in management education at both undergraduate and postgraduate levels. It was Rittel and Webber (1973) who suggested that problems could be conceptualised, through reference to the notions of certainty and complexity, as either tame, crisis or wicked. Tame problems are thus ones in which both the causes and solutions are already known, so they present a limited uncertainty. Although they may be complex, they can be resolved. This is the predictable type of problem-solving many of us deal with almost exclusively in teaching our management courses, because they are problems that are amenable to command and control solutions of management. The second type of problems, crisis problems, are also ones postgraduate students, in particular, may be taught about as part of their education. These are time pressured, they require urgent action and they may have serious consequences. Although they are often on a larger scale than tame problems, they are still highly amenable to management solutions (Chilingerian & Savage, 2005). In contrast, wicked problems are complex, often intractable and always without an obvious solution. These are the problems that are resistant to traditional management solutions. In addition to being intractable and/or novel, they are also often embedded in contradictory and volatile environments (Kolko, 2012). The term ‘wicked’ is not because they are ‘bad’ or even ‘evil’, but it is because they present problems of a darker or unsolvable nature (West Churchman, 1967). Within the organisational context, these are often social problems or ones that arise as the product of complex systems in which the solutions to one problem provide no insight into another or in which solutions are at best partial, or may even create further problems (Juzwishin & Bond, 2012). This means that wicked problems require mu","PeriodicalId":379470,"journal":{"name":"Journal of Management & Organization","volume":"203 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116151332","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Emotions and failure in academic life: Normalising the experience and building resilience","authors":"Marissa S. Edwards, N. Ashkanasy","doi":"10.1017/jmo.2018.20","DOIUrl":"https://doi.org/10.1017/jmo.2018.20","url":null,"abstract":"Abstract While a wealth of evidence exists about failure in organisational settings and the emotions evoked by failure, researchers have paid less attention to failure and its related emotional consequences in academic life. Given that failure is often a cause of significant stress, which in turn can lead to damaging consequences, we argue that this is an issue deserving of greater consideration. In this article, we adopt Ashkanasy’s five-level model of emotion in organisations, and explore the potential role of emotions in academics’ experiences of failure at five levels: within-person, between-persons, interpersonal interactions, groups and teams (and leadership), and organisation-wide. In doing so, we draw on findings from scholarly literature, anecdotal evidence, and our own experiences as academics to build arguments. Following discussion of the model, we suggest how academics might begin to normalise the experience of failure in academia and to build resilience in the coming generations of young scholars.","PeriodicalId":379470,"journal":{"name":"Journal of Management & Organization","volume":"39 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128149677","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Ethical leadership, trust in leader and creativity: The mediated mechanism and an interacting effect","authors":"Basharat Javed, M. Rawwas, Sujata Khandai, Kamran Shahid, Hafiz Habib Tayyeb","doi":"10.1017/jmo.2017.56","DOIUrl":"https://doi.org/10.1017/jmo.2017.56","url":null,"abstract":"Abstract This study examines the relationship between ethical leadership and employee creativity with mediating role of trust in leader and moderating role of openness to experience. Data were collected from 205 supervisor–subordinate small textile firms across Pakistan. Confirmatory factor analysis confirmed the distinctiveness of variables used in our study. The results confirmed that ethical leadership promotes creativity at workplace, while trust in leader mediates the effect of ethical leadership on creativity. Furthermore, the results did not confirm the moderation of openness to experience on the relationship between trust in leader and employee creativity. The implications are discussed.","PeriodicalId":379470,"journal":{"name":"Journal of Management & Organization","volume":"17 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-02-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115199025","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Dynamic capabilities as (workable) management systems theory","authors":"D. Teece","doi":"10.1017/jmo.2017.75","DOIUrl":"https://doi.org/10.1017/jmo.2017.75","url":null,"abstract":"Abstract In management studies, systems theory is an underexplored construct consistent with the dynamic capabilities framework. The systems approach received attention from management scholars in the middle of the last century, but, since then, has been largely abandoned. Meanwhile, academic disciplines have continued to narrow their focus. The capabilities and systems frameworks both adopt a holistic view that calls for all elements of an organization to be in alignment, and both recognize the importance of some form of learning for the purpose of adaptation. Dynamic capabilities go further by recognizing that organizations not only adapt to the business environment, they often try to shape it, too. While systems theory emphasizes internal stability over time and homogeneity across similar systems, dynamic capabilities include an explicit role for management/leadership that allows systemic change to start from within, which is the source of heterogeneity across firms. Dynamic capabilities are part of a system that includes resources and strategy. Together they determine the degree of competitive advantage an individual enterprise can gain over its rivals.","PeriodicalId":379470,"journal":{"name":"Journal of Management & Organization","volume":"237 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-01-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132306511","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Leadership: What’s all the fuss about (and what does all the hype really deliver)?","authors":"T. McKeown","doi":"10.1017/jmo.2018.1","DOIUrl":"https://doi.org/10.1017/jmo.2018.1","url":null,"abstract":"Attaining a leadership role in anything – be it in the local sports club through to being the leader of a country, is generally viewed as an achievement and even as aspirational. Taking on or being offered a leadership role is generally associated with recognition of ability and with enhanced social status (and, if in a paid role, often with increased financial rewards). Within the world of work, upward progression into a supervisory and then into managerial positions is equated with assuming greater and greater leadership roles. Leadership positions may indeed be an aspiration of many but, as far as day-to-day work goes, many of us are happy to ask nothing more than having a have good manager. Good leadership is also something many of us aspire to experience – but sadly, also something we often have very little personal experience of in our own working lives. This gap or disconnect between theory and the reality of working life seems very odd given the vast resources given over to the field. For instance, most management schools not only teach leadership at the individual course level but also develop whole programs around it. Most also offer inspiring tales of their graduates who have gone on to key leadership roles. While leadership is very much a ‘bread and butter’ issue for the education sector a critical question seems to be ‘where is the synthesis between the efforts of the academic world and what is being put into practice?’ The eight papers we present in this first issue of Journal of Management and Organization (JMO) for 2018 take a variety of perspectives to offer insight into some answers to this question. We begin with Mieke Audenaert and Adelien Decramers’ investigation of the circumstances under which empowering leadership fosters creative performance from employees. Their study focused on a three-way interaction of empowering leadership, problem-solving demands and creative personality. While the results appear deceptively simple (with less creative employees in jobs requiring high problem-solving demands particularly benefiting from an empowering leadership style), the paper provides for practitioner insight in the way it identifies the nuanced interplay between the contextual factors of the organization and how these interact with the personal factors of both leader and follower. Our second paper provides another perspective to the examination of creativity to examine how leadership creates organizational value. In their paper Eldad Kollenscher, Micha Popper and Boaz Ronen deconstruct the main approaches to leadership to reveal how the traditional dichotomy of a macro–micropolarization of major leadership theories has overlooked important meso perspective processes. The authors suggest that attention to issues such as structuring will allow leaders to produce greater and more sustained organizational outcomes. The integrative theoretical framework they provide offers a unified model of corporate leadership crying out for some av","PeriodicalId":379470,"journal":{"name":"Journal of Management & Organization","volume":"24 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130168640","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Muttonbirding: Loss of executive authority and its impact on entrepreneurship","authors":"M. Rout, J. Reid, Benjamin Te Aika, R. Davis, Te Maire Innzna Tau","doi":"10.1017/jmo.2017.78","DOIUrl":"https://doi.org/10.1017/jmo.2017.78","url":null,"abstract":"Abstract This paper explores the influence of institutions on indigenous entrepreneurship within the muttonbird economy of Ngāi Tahu (a New Zealand Māori tribe). It determines that colonisation removed the traditional Ngāi Tahu institution of executive authority which once regulated muttonbird exchange. Without this regulatory function whānau (family) birders compete against each other at their own expense and to the benefit of traders. As a consequence the birders are constrained in applying their birding knowledge and abilities to realise market opportunity. Furthermore, declining returns and harvesting pressure is in some cases reducing the financial and natural capital of whānau, whilst threats to continuing birding culture potentially undermines the socio-human capital contained within inherited traditions and the maintaining of kinship connections. It is argued that the development of a contemporary executive authority to regulate exchange and market product may reinvigorate entrepreneurial birding activities.","PeriodicalId":379470,"journal":{"name":"Journal of Management & Organization","volume":"27 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131618591","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Remote art centres and Indigenous development","authors":"Susan Congreve, J. Burgess","doi":"10.1017/jmo.2017.66","DOIUrl":"https://doi.org/10.1017/jmo.2017.66","url":null,"abstract":"Abstract Art centres fulfil many functions in remote regions as a source of Indigenous identity and creativity; as a link to the global art market; as centres for community engagement and participation; and as a source of social capital providing a range of services for local communities. They are dependent on funding from State and Federal authorities and they are identified as one of the success stories in remote community development. However, they face an uncertain future in the light of their multiple functions and their position as both a source of traditional identity and a link to an external art market. The article highlights the challenges faced by government in the evaluation of their effectiveness and contribution; and in particular discusses the suitability of the hybrid economy model as a representation of their functions.","PeriodicalId":379470,"journal":{"name":"Journal of Management & Organization","volume":"23 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128955855","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Emancipatory Indigenous social innovation: Shifting power through culture and technology","authors":"E. Henry, J. Newth, C. Spiller","doi":"10.1017/jmo.2017.64","DOIUrl":"https://doi.org/10.1017/jmo.2017.64","url":null,"abstract":"Abstract This paper explores the emancipatory impulse of Indigenous social innovation and social enterprise. Indigenous approaches to solving social disparities reflect a perpetual search for innovative ways to change the circumstances of Māori. Power is an understudied dimension of social innovation and social enterprise. This paper explores the power dynamics that structure the disadvantage and marginalisation that cause populations to be underserved by markets and that limit their access to resources. We highlight that it is not power per se that enables social change: rather, it is power shifts. Through a single, richly contextualised case study of a well-known Māori social innovator, Dr Lance O’Sullivan, we reveal and illustrate the nuances of Indigenous entrepreneurship in the Far North of Aotearoa New Zealand. The case epitomises the transformative impact a social entrepreneur can have on the provision of healthcare amid market and policy failures.","PeriodicalId":379470,"journal":{"name":"Journal of Management & Organization","volume":"40 2","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"120882839","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}