Organizational Dynamics最新文献

Trio of human, old and new copilots: Collaborative accountability of human, manuals/standards, and artificial intelligence (AI) 人类、老飞行员和新飞行员三位一体：人力、手册/标准和人工智能（AI）的协同问责

IF 2 4区管理学

Organizational Dynamics Pub Date : 2024-08-24 DOI: 10.1016/j.orgdyn.2024.101090

Junesoo Lee, Duk-Jo Kong, Taejun Lee

引用次数: 0

Positive mindset: PsyCap’s roles in PERMA+4 and positive organizational psychology, behavior, and scholarship 2.0 积极心态：PsyCap 在 PERMA+4 和积极组织心理学、行为学和学术 2.0 中的作用

IF 2 4区管理学

Organizational Dynamics Pub Date : 2024-08-01 DOI: 10.1016/j.orgdyn.2024.101084

Stewart I. Donaldson, Jennifer Villalobos

{"title":"Positive mindset: PsyCap’s roles in PERMA+4 and positive organizational psychology, behavior, and scholarship 2.0","authors":"Stewart I. Donaldson, Jennifer Villalobos","doi":"10.1016/j.orgdyn.2024.101084","DOIUrl":"https://doi.org/10.1016/j.orgdyn.2024.101084","url":null,"abstract":"This paper explores the role of mindset and Positive Organizational Psychology (POP) in modern workplaces amid increasing acknowledgment of mental and emotional attitudes influencing how individuals perceive and interact with the world. It discusses the shift in focus from traditional problem-centric approaches in behavioral sciences to a balanced perspective that encompasses both strengths and deficits, as advocated by Seligman and Csikszentmihalyi. This shift has given rise to Positive Organizational Behavior (POB) and Positive Organizational Scholarship (POS), emphasizing human resource strengths and psychological capacities. The paper draws on the PERMA+4 framework, an extension of Seligman’s original model incorporating Physical Health, Mindset, Work Environment, and Economic Security alongside Positive Emotions, Engagement, Relationships, Meaning, and Accomplishment to emphasize the unique role of Positive Mindset. It specifically describes promising research on work-related well-being and optimal work performance, evidence-based practices, and programs at the worker, supervisor/leader, group, and organizational level of analysis. Relatedly, this paper illustrates how one of the most empirically sound constructs within the positive psychology literature, Psychological Capital (PsyCap), can be used to cultivate the essential building block of Positive Mindset toward well-being practices, programs, and applications and more broadly, positive organizational psychology, behavior, and scholarship 2.0 research and applications at multiple levels of analysis. PsyCap theory, research, and evidence-based practices and applications will be discussed in light of how employees’ Positive Mindsets improve the quality of workplaces and the effectiveness of organizations.","PeriodicalId":48061,"journal":{"name":"Organizational Dynamics","volume":"21 1","pages":""},"PeriodicalIF":2.0,"publicationDate":"2024-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142202783","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Design thinking: Executing your organization's commitment to customer centricity 设计思维：履行企业以客户为中心的承诺

IF 2 4区管理学

Organizational Dynamics Pub Date : 2024-07-23 DOI: 10.1016/j.orgdyn.2024.101077

Robert C. Ford, Keenan D. Yoho

{"title":"Design thinking: Executing your organization's commitment to customer centricity","authors":"Robert C. Ford, Keenan D. Yoho","doi":"10.1016/j.orgdyn.2024.101077","DOIUrl":"https://doi.org/10.1016/j.orgdyn.2024.101077","url":null,"abstract":"This paper discusses the concept of design thinking as an approach for organizations to become more customer-centric and elevate experiences. Design thinking involves understanding user needs, continuously iterating solutions, and embracing ambiguity through rapid experimentation. It places the customer at the heart of problem solving and innovation. The paper outlines five key steps of design thinking: 1) Empathize – Deeply understand user needs and expectations through ethnographic research like interviews and observations; 2) Define – Clearly identify problems or opportunities based on research, using tools like customer personas and journey maps; 3) Ideate – Brainstorm creative alternatives, drawing solutions from diverse sources of input including customers, employees, competitors, etc; 4) Prototype – Rapidly develop inexpensive prototypes for users to experience and provide feedback on to facilitate continuous improvement; 5) Test – Place prototypes into real-world environments and use co-creation by collaborating with users to further refine concepts. Successfully utilizing design thinking requires an organizational culture valuing customer-centricity, embracing continuous change, and failing fast to pivot quickly. The paper discusses applying design thinking to both external customer interfaces and internal operations and processes to elevate experiences across the board. This human-centric approach transforms businesses by keeping user needs central and enables the continual adaptation necessary in today's world to offer memorable engagements that foster lifelong customer relationships.","PeriodicalId":48061,"journal":{"name":"Organizational Dynamics","volume":"155 1","pages":""},"PeriodicalIF":2.0,"publicationDate":"2024-07-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141772543","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Mastering the art of humor in leadership: A toolkit for organizational leaders 掌握领导力中的幽默艺术：组织领导者工具包

IF 3.1 4区管理学

Organizational Dynamics Pub Date : 2024-07-01 DOI: 10.1016/j.orgdyn.2024.101074

引用次数: 0

The motivational micromanager 激励型微观管理者

IF 3.1 4区管理学

Organizational Dynamics Pub Date : 2024-07-01 DOI: 10.1016/j.orgdyn.2024.101054

{"title":"The motivational micromanager","authors":"","doi":"10.1016/j.orgdyn.2024.101054","DOIUrl":"10.1016/j.orgdyn.2024.101054","url":null,"abstract":"<div><p><span>Micromanagement is a well-known phenomenon in the modern workplace. However, there’s a new subtype of micromanager: the motivational micromanager. This type of manager is showing up more and more in offices around the globe, and they can be as dangerous to innovation and team motivation as traditional micromanagers. The objective of this paper is to introduce the concept of the motivational micromanager, a leader who believes that when they give advice and detailed instructions, often with a smile and great enthusiasm, they are motivating their employees to succeed. Micromanagement is seen by many as even dangerous to organizational success and employees who work for motivational micromanagers are also at risk for burnout and quiet quitting because they, too, feel the strain of following detailed instructions, respecting a rigid regime, and avoiding mistakes at all costs. We discuss how motivational managers can shake free of the delusion that they are serving their employees. They need training and support to learn how to encourage others to come up with their own solutions, to create positive work cultures where innovation flows, to give and receive feedback without fear of retaliation, and to accept that mistakes are part of the </span>learning process<span>. The motivational micromanager borrows from two leadership constructs of empowerment and micromanagement. On the one side leaders wish to empower others with the best intentions and a motivational approach, on the other hand however the reality of the execution indicates a new sub-form of micromanagement. The distinctive contribution of this paper is to firstly label and uncover motivational micromanagement and raise awareness that this new species of managers exists and secondly to provide practical implications for MBA students, Executive Education programs and managers to move out of the micromanagement and into a truly empowering mode of leadership.</span></p></div>","PeriodicalId":48061,"journal":{"name":"Organizational Dynamics","volume":"53 3","pages":"Article 101054"},"PeriodicalIF":3.1,"publicationDate":"2024-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140784565","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Leaders thrive thanks to sidekicks 领导者的茁壮成长得益于身边的助手

IF 3.1 4区管理学

Organizational Dynamics Pub Date : 2024-07-01 DOI: 10.1016/j.orgdyn.2024.101061

George B. Graen , Dianna L. Stone , Xueting Jiang , Julio C. Canedo

引用次数: 0

Leading from the outside-in: Applying systems thinking to explain CEO experiences during COVID-19 由外而内的领导：运用系统思维解释 COVID-19 期间首席执行官的经验

IF 3.1 4区管理学

Organizational Dynamics Pub Date : 2024-07-01 DOI: 10.1016/j.orgdyn.2024.101055

引用次数: 0

Bridging ideas and market success: A framework for managing proof-of-concept projects 架起创意与市场成功之间的桥梁：概念验证项目管理框架

IF 3.1 4区管理学

Organizational Dynamics Pub Date : 2024-07-01 DOI: 10.1016/j.orgdyn.2024.101053

引用次数: 0

Weary of the harsh realities of people management? Leadership development as cultivating a taste for muddy situations 厌倦了残酷的人事管理现实？培养领导力就是培养对泥泞环境的适应能力

IF 3.1 4区管理学

Organizational Dynamics Pub Date : 2024-07-01 DOI: 10.1016/j.orgdyn.2024.101028

{"title":"Weary of the harsh realities of people management? Leadership development as cultivating a taste for muddy situations","authors":"","doi":"10.1016/j.orgdyn.2024.101028","DOIUrl":"10.1016/j.orgdyn.2024.101028","url":null,"abstract":"<div><p>Practitioners face a wealth of perspectives on leadership, each highlighting different dimensions to attend to as a leader. Contemporary literature, for instance, emphasizes aspects such as authenticity, vision, relationships, and being a servant leader. Regarding the process of becoming a leader, it suggests a path involving changing roles, rebuilding one’s identity, and becoming a quiet servant of one’s followers. However appropriate, these prescriptions often fail to address the misplaced expectations of practitioners, mostly lack of preparedness for people management, for its gritty realities and frustrations which sometimes resembles being dragged in the mud. This study proposes a framework whereby enactment of leadership necessitates adequate motivation and expectations. As leaders behave in patterns of cognitive, emotional, and appreciative perceptions, it proposes to approach leaders’ development as an issue of aesthetics, of taste development. The framework identifies different possible aesthetics of leadership, and suggests that the most operant aesthetic of leadership would taste less of grandiosity than of hardships.</p></div>","PeriodicalId":48061,"journal":{"name":"Organizational Dynamics","volume":"53 3","pages":"Article 101028"},"PeriodicalIF":3.1,"publicationDate":"2024-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://www.sciencedirect.com/science/article/pii/S0090261624000019/pdfft?md5=cba3b9609adb90220b51e3fbdcef6910&pid=1-s2.0-S0090261624000019-main.pdf","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139582240","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Often wrong, never in doubt: Mitigating leadership overconfidence in decision-making 经常错误，从不怀疑:减轻领导对决策的过度自信

IF 3.1 4区管理学

Organizational Dynamics Pub Date : 2024-07-01 DOI: 10.1016/j.orgdyn.2023.101011

引用次数: 0