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Organizational Dynamics最新文献

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Mindfulness in organizations: Turning a trend into a trait 组织中的正念：将一种趋势转化为一种特质
IF 2.5 4区 管理学
Organizational Dynamics Pub Date : 2026-03-01 Epub Date: 2025-10-25 DOI: 10.1016/j.orgdyn.2025.101198
Yanina Rashkova
{"title":"Mindfulness in organizations: Turning a trend into a trait","authors":"Yanina Rashkova","doi":"10.1016/j.orgdyn.2025.101198","DOIUrl":"10.1016/j.orgdyn.2025.101198","url":null,"abstract":"<div><div>Mindfulness is widely embraced in organizations as a tool for enhancing well-being, employees’ performance, and workplace relationships. However, its implementation in organizations frequently falls short of these promises as mindfulness fails to evolve beyond a temporary, trendy practice into a lasting individual trait. This article explains how organizations can move beyond mindfulness as a trend and cultivate it as a lasting individual trait. To do so, it introduces the “ARISTO framework,” inspired by Aristotle’s theory of virtue development. It suggests integrating mindfulness not merely as a temporary practice, but as a virtue—a deeply ingrained quality of character that shapes how individuals think, feel, and act at work. The ARISTO framework outlines six practical, evidence-based strategies for embedding mindfulness into contemporary organizations: fostering Autonomy, promoting Repetition of mindful habits, Interpersonal reinforcement via mentorship, creating Spaces for dialog, using Triggers through organizational artifacts, and encouraging Observation of exemplars. Together, these practices offer a practical pathway for embedding mindfulness into contemporary organizations, turning it from a short-lived intervention into a sustainable, transformative trait.</div></div>","PeriodicalId":48061,"journal":{"name":"Organizational Dynamics","volume":"55 1","pages":"Article 101198"},"PeriodicalIF":2.5,"publicationDate":"2026-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145928917","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
TRACES of trust: A framework for leading amid digital oversight 信任的痕迹：数字监管中的领导框架
IF 2.5 4区 管理学
Organizational Dynamics Pub Date : 2026-03-01 Epub Date: 2025-11-04 DOI: 10.1016/j.orgdyn.2025.101204
Farheen Fathima Shaik
{"title":"TRACES of trust: A framework for leading amid digital oversight","authors":"Farheen Fathima Shaik","doi":"10.1016/j.orgdyn.2025.101204","DOIUrl":"10.1016/j.orgdyn.2025.101204","url":null,"abstract":"<div><div>As digital monitoring becomes increasingly woven into daily work life, leaders face a delicate balancing act: how to maintain accountability and performance oversight without eroding trust. Traditional approaches of trust and control, rooted in face-to-face supervision and static policies, fall short in today’s digitally mediated workplaces, where monitoring tools are often invisible, always on, and rich in data but poor in context. This article introduces the TRACES framework, Traceability, Radical Transparency, Accountability, Co-Creation, Empathy, and Shared Purpose, as a practical guide for navigating this new landscape. Through real-world lessons and leadership stories, we explore how to build systems that foster fairness, clarity, and engagement rather than anxiety and resistance. Leaders will learn how to apply TRACES step by step, avoid common pitfalls, and lead in a way that strengthens both oversight and trust.</div></div>","PeriodicalId":48061,"journal":{"name":"Organizational Dynamics","volume":"55 1","pages":"Article 101204"},"PeriodicalIF":2.5,"publicationDate":"2026-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145928921","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
Perfection is the enemy of progress 完美是进步的敌人
IF 2.5 4区 管理学
Organizational Dynamics Pub Date : 2025-12-01 Epub Date: 2025-04-10 DOI: 10.1016/j.orgdyn.2025.101152
Craig L. Pearce , Christina L. Wassenaar
{"title":"Perfection is the enemy of progress","authors":"Craig L. Pearce ,&nbsp;Christina L. Wassenaar","doi":"10.1016/j.orgdyn.2025.101152","DOIUrl":"10.1016/j.orgdyn.2025.101152","url":null,"abstract":"<div><div>People that push for perfection often harm progress. In their effort to create the perfect output, they often fail to deliver important results. A perfectionism<span> orientation is particularly bad for managers. Such an orientation can suck the lifeblood out of organizations. Nonetheless, people that push for perfection are all around us, especially in bureaucratic cost centers, where the forms and processes that are foisted onto the productive, customer-focused people are generated. Perfectionism encourages skill at creating a labyrinth of processes and procedures, and expertise in “petty perfectionism”. Over emphasis on perfection can destroy motivation, stifle progress, lower productivity, and drain resources from productive work. With all of that said, perfectionism can contribute to organizational success, but striving for perfection must be circumscribed and put in the service of progress. True leaders know that progress, not perfection, is the appropriate target for the health of the organization. Short term progress, coupled with long term perfection-striving, is what keeps the wheels of the organization turning.</span></div></div>","PeriodicalId":48061,"journal":{"name":"Organizational Dynamics","volume":"54 4","pages":"Article 101152"},"PeriodicalIF":2.5,"publicationDate":"2025-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145570803","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
Implementation scientists: A new role for the board of directors 执行科学家：董事会的新角色
IF 2.5 4区 管理学
Organizational Dynamics Pub Date : 2025-12-01 Epub Date: 2025-02-06 DOI: 10.1016/j.orgdyn.2025.101126
Ryan Krause , Matthew Semadeni
{"title":"Implementation scientists: A new role for the board of directors","authors":"Ryan Krause ,&nbsp;Matthew Semadeni","doi":"10.1016/j.orgdyn.2025.101126","DOIUrl":"10.1016/j.orgdyn.2025.101126","url":null,"abstract":"<div><div>It is widely acknowledged that boards of directors have some responsibility to engage in strategy, but there is little consensus as to what that engagement looks like. Rarely is it suggested, however, that the board of directors has a role to play in strategy implementation. We disagree. We propose that boards of directors should approach implementation as scientists testing the theory of a strategy. We discuss the idea of the “Bayesian Board,” wherein the board governs the implementation of firm strategy by focusing on the probabilities of success and how new evidence alters those probabilities. A Bayesian approach to strategy implementation is an imperative for boards if they are to contribute at all to a culture of experimentation and learning.</div></div>","PeriodicalId":48061,"journal":{"name":"Organizational Dynamics","volume":"54 4","pages":"Article 101126"},"PeriodicalIF":2.5,"publicationDate":"2025-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145580379","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
Recruit to rise and retain: The CORE–2π framework for successful and sustainable talent acquisition 招聘提升和保留：成功和可持续的人才获取的CORE-2π框架
IF 2.5 4区 管理学
Organizational Dynamics Pub Date : 2025-12-01 Epub Date: 2025-05-24 DOI: 10.1016/j.orgdyn.2025.101160
Ambika Prasad Choubey, Amit Kumar Agrawal
{"title":"Recruit to rise and retain: The CORE–2π framework for successful and sustainable talent acquisition","authors":"Ambika Prasad Choubey,&nbsp;Amit Kumar Agrawal","doi":"10.1016/j.orgdyn.2025.101160","DOIUrl":"10.1016/j.orgdyn.2025.101160","url":null,"abstract":"<div><div>Organizations leave no stone unturned to recruit and retain high–performing talent. However, even when these recruitments appear successful on surface, they often don’t yield the ideal outcome. This becomes a point to ponder as to why these seemingly great hires fail – and how to fix it? To address this persistent challenge, this article proposes the CORE–2π framework for successful and sustainable talent acquisition process. It is grounded in well–established P–J Fit, P–O Fit, and JD–R theory. Presently these theories are applied in isolation and at different stages of employee professional lifecycle. The CORE–2π framework integrates them and offers a sustainable hiring where selected employees are not only productive and engaged but also resilient and retained. The article provides a practitioner–friendly CORE–2π matrix for candidates’ evaluation. It also offers actionable insights for HR leaders to improve recruitment quality and sustainability.</div></div>","PeriodicalId":48061,"journal":{"name":"Organizational Dynamics","volume":"54 4","pages":"Article 101160"},"PeriodicalIF":2.5,"publicationDate":"2025-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145570794","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
Using a job analysis lens to resolve the hybrid work location discord 使用工作分析镜头来解决混合工作地点的不和谐
IF 2.5 4区 管理学
Organizational Dynamics Pub Date : 2025-12-01 Epub Date: 2025-05-26 DOI: 10.1016/j.orgdyn.2025.101161
Sean A. Newman , Robert C. Ford
{"title":"Using a job analysis lens to resolve the hybrid work location discord","authors":"Sean A. Newman ,&nbsp;Robert C. Ford","doi":"10.1016/j.orgdyn.2025.101161","DOIUrl":"10.1016/j.orgdyn.2025.101161","url":null,"abstract":"<div><div>One of the more contentious issues in today’s workplace is where employees should do their work. Organizational leaders argue that corporate culture, teamwork, and innovative creativity suffers when employees work remotely. Employees argue that remote work locations offer desired flexibility, fewer interruptions, and a better ability to find work-life balance. When leadership mandates a return to the office, many employees have pushed back. The result of this difference in perspective has been employee annoyance and anger countered by leadership’s frustration with their employee’s resistance to those mandates. There is a need to develop an evidence-based rationale for return to office policies that make sense to all. This article proposes a solution to the workplace location discord by levering job analysis to review each task which makes up a job, then determining where the task is best performed based on the level of coordination, collaboration, and pace of change that impact the tasks completion. Once determined, an assessment can be made of which tasks should be done in an office, and which can be done remotely.</div></div>","PeriodicalId":48061,"journal":{"name":"Organizational Dynamics","volume":"54 4","pages":"Article 101161"},"PeriodicalIF":2.5,"publicationDate":"2025-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145570802","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
Challenges to effective strategy implementation: Paths to resolution 有效战略实施的挑战：解决之路
IF 2.5 4区 管理学
Organizational Dynamics Pub Date : 2025-12-01 Epub Date: 2025-09-09 DOI: 10.1016/j.orgdyn.2025.101192
R. Duane Ireland, Michael C. Withers
{"title":"Challenges to effective strategy implementation: Paths to resolution","authors":"R. Duane Ireland,&nbsp;Michael C. Withers","doi":"10.1016/j.orgdyn.2025.101192","DOIUrl":"10.1016/j.orgdyn.2025.101192","url":null,"abstract":"","PeriodicalId":48061,"journal":{"name":"Organizational Dynamics","volume":"54 4","pages":"Article 101192"},"PeriodicalIF":2.5,"publicationDate":"2025-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145580440","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
Creating and leveraging actionable mission statements 创建和利用可操作的使命声明
IF 2.5 4区 管理学
Organizational Dynamics Pub Date : 2025-12-01 Epub Date: 2025-09-20 DOI: 10.1016/j.orgdyn.2025.101193
R. Michael Holmes Jr , Tim R. Holcomb , Andréa M. Hodge
{"title":"Creating and leveraging actionable mission statements","authors":"R. Michael Holmes Jr ,&nbsp;Tim R. Holcomb ,&nbsp;Andréa M. Hodge","doi":"10.1016/j.orgdyn.2025.101193","DOIUrl":"10.1016/j.orgdyn.2025.101193","url":null,"abstract":"","PeriodicalId":48061,"journal":{"name":"Organizational Dynamics","volume":"54 4","pages":"Article 101193"},"PeriodicalIF":2.5,"publicationDate":"2025-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145580358","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
Strategy implementation in family firms: Why it matters and how it differs 家族企业战略实施的重要性及其差异
IF 2.5 4区 管理学
Organizational Dynamics Pub Date : 2025-12-01 Epub Date: 2025-09-24 DOI: 10.1016/j.orgdyn.2025.101194
Torsten M. Pieper , Claudia Binz Astrachan , Francesco Chirico , Annika Ehlers
{"title":"Strategy implementation in family firms: Why it matters and how it differs","authors":"Torsten M. Pieper ,&nbsp;Claudia Binz Astrachan ,&nbsp;Francesco Chirico ,&nbsp;Annika Ehlers","doi":"10.1016/j.orgdyn.2025.101194","DOIUrl":"10.1016/j.orgdyn.2025.101194","url":null,"abstract":"<div><div>Implementing strategy is rarely straightforward. For family firms, it is even more complex due to their blend of business logic and family dynamics. While this complexity may seem like a liability, it can become a source of strategic advantage in unpredictable environments where adaptability is key. Yet not all family firms are the same. This article explores how differences in ownership structure, generational involvement, family dynamics, financial and nonfinancial objectives, family involvement in management, and governance maturity enable some family firms to effectively implement adaptive strategy. Drawing on real-world examples, we show how certain family enterprises turn their complexity into a strength by cultivating a shared sense of orientation, resilience, and agility. In doing so, we offer a practitioner-oriented roadmap for implementing strategy in today’s uncertain world.</div></div>","PeriodicalId":48061,"journal":{"name":"Organizational Dynamics","volume":"54 4","pages":"Article 101194"},"PeriodicalIF":2.5,"publicationDate":"2025-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145580361","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
How franchisees can leverage soft skills to facilitate implementation: Winning insights from a multi-unit operator 加盟商如何利用软技能来促进实施：从多单元运营商那里获得见解
IF 2.5 4区 管理学
Organizational Dynamics Pub Date : 2025-12-01 Epub Date: 2025-02-08 DOI: 10.1016/j.orgdyn.2025.101129
Dave J. Ketchen , James G. Combs , Frank C. Butler
{"title":"How franchisees can leverage soft skills to facilitate implementation: Winning insights from a multi-unit operator","authors":"Dave J. Ketchen ,&nbsp;James G. Combs ,&nbsp;Frank C. Butler","doi":"10.1016/j.orgdyn.2025.101129","DOIUrl":"10.1016/j.orgdyn.2025.101129","url":null,"abstract":"","PeriodicalId":48061,"journal":{"name":"Organizational Dynamics","volume":"54 4","pages":"Article 101129"},"PeriodicalIF":2.5,"publicationDate":"2025-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145580362","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
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