Organizational Dynamics最新文献_第2页

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

A sensemaking approach to strategy making: The role of the leader in times of ambiguity 制定战略的感性方法：领导者在模糊时期的作用

IF 3.1 4区管理学

Organizational Dynamics Pub Date : 2024-07-01 DOI: 10.1016/j.orgdyn.2023.101027

{"title":"A sensemaking approach to strategy making: The role of the leader in times of ambiguity","authors":"","doi":"10.1016/j.orgdyn.2023.101027","DOIUrl":"10.1016/j.orgdyn.2023.101027","url":null,"abstract":"<div><p><span>Leaders experience high levels of ambiguity when successive waves of rapid change transform their markets. Meetings provide leaders with the most pervasive opportunity to address the implications of ambiguity. Sensemaking conversations generate a shared understanding that helps leaders and their team pierce through this ambiguity. The sharper perspectives and renewed mindsets developed through a disciplined and sustained sensemaking dialogue bring greater strategic clarity to a leadership team. Applying the tenets of sensemaking to a dynamic strategy making framework enables leadership teams to generate and test insights and assumptions, the prerequisite to generating the marketplace understanding that will lead to effective strategies. Through a thoughtful integration of sensemaking and strategy making, leaders are better able to focus on the critical change issues, ask questions that lead to insightful conversations, and manage inquiry and advocacy so that all members of the leadership team productively contribute to the dialogue. With the thoughtful combination of these two approaches, business teams can autonomously accelerate the development of </span>winning strategies at times of ambiguity.</p></div>","PeriodicalId":48061,"journal":{"name":"Organizational Dynamics","volume":null,"pages":null},"PeriodicalIF":3.1,"publicationDate":"2024-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139465085","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

Fostering hybrid team performance through inclusive leadership strategies 通过包容性领导战略培养混合团队绩效

IF 3.1 4区管理学

Organizational Dynamics Pub Date : 2024-07-01 DOI: 10.1016/j.orgdyn.2024.101072

{"title":"Fostering hybrid team performance through inclusive leadership strategies","authors":"","doi":"10.1016/j.orgdyn.2024.101072","DOIUrl":"10.1016/j.orgdyn.2024.101072","url":null,"abstract":"<div><p>Over the past years, hybrid teams have emerged as a prevalent phenomenon in the new work arrangements. Effective inclusive leadership strategies are essential for leveraging the full potential of hybrid teams, fostering collaboration, achieving high performance, and improving team members’ well-being. Hybrid teams have members who frequently shift between co-located and remote working. This makes them face unique challenges with technology-mediated communication (e.g., trust development) and the leaders' need to balance the preferences and needs of co-located and remote team members. Leaders must ensure that all team members feel valued and included, regardless of location or schedule, in order to achieve team objectives and enhance well-being. This paper explores hybrid team leaders’ challenges in managing diversity, equity, and inclusion, offering evidence-based strategies and practical recommendations. Specifically, we emphasize strategies for building trust and psychological safety, leveraging diversity as a strength, promoting cross-cultural understanding, establishing clear communication channels, and encouraging collaboration. By empowering hybrid team leaders with these insights, the aim is to foster a culture of inclusion and create an environment where all team members feel valued, ultimately leading to enhanced individual and team performance and team member well-being.</p></div>","PeriodicalId":48061,"journal":{"name":"Organizational Dynamics","volume":null,"pages":null},"PeriodicalIF":3.1,"publicationDate":"2024-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141402873","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

Overcoming team challenges in project management: The scrum framework 克服项目管理中的团队挑战：Scrum框架

IF 2 4区管理学

Organizational Dynamics Pub Date : 2024-06-01 DOI: 10.1016/j.orgdyn.2024.101073

Diane Lawong, Oluwafemi Akanfe

引用次数: 0

Ambidexterity in the boardroom: A core capability to improve effectiveness 董事会中的灵活性：提高效率的核心能力

IF 2 4区管理学

Organizational Dynamics Pub Date : 2024-05-25 DOI: 10.1016/j.orgdyn.2024.101062

Jean-François Henri

引用次数: 0

Artificial stupidity and coping strategies 人为愚蠢和应对策略

IF 2 4区管理学

Organizational Dynamics Pub Date : 2024-05-01 DOI: 10.1016/j.orgdyn.2024.101059

Hao Ma, Mengyue Su

引用次数: 0

Assessing digital responsibility in a digital-first world: Revisiting the U-commerce framework 评估数字优先世界中的数字责任：重新审视 U-commerce 框架

IF 2 4区管理学

Organizational Dynamics Pub Date : 2024-04-01 DOI: 10.1016/j.orgdyn.2024.101044

Jeandri Robertson , Caitlin Ferreira , Richard T. Watson , Ian McCarthy , Jan Kietzmann , Leyland Pitt

引用次数: 0

Generative AI in Responsible Conversational Agent Integration: Guidelines for Service Managers 负责任的对话代理集成中的生成式人工智能：服务经理指南

IF 2 4区管理学

Organizational Dynamics Pub Date : 2024-04-01 DOI: 10.1016/j.orgdyn.2024.101045

Karim Sidaoui , Dominik Mahr , Gaby Odekerken-Schröder

{"title":"Generative AI in Responsible Conversational Agent Integration: Guidelines for Service Managers","authors":"Karim Sidaoui , Dominik Mahr , Gaby Odekerken-Schröder","doi":"10.1016/j.orgdyn.2024.101045","DOIUrl":"10.1016/j.orgdyn.2024.101045","url":null,"abstract":"<div><p>Responsible integration of conversational agents (CAs) like chatbots is crucial for service firms to mitigate risks and foster positive outcomes. This article provides managerial guidelines through a Corporate Digital Responsibility (CDR) lens, focusing on CDR Culture, Management Structure, and Digital Governance across the service firm, software provider, and customers/society. It examines how organizational sensemaking processes of creation, interpretation, and enactment are triggered by CA-related issues and events. The research highlights the role of generative AI (GenAI) in implementing CDR factors and responsible CA software development lifecycle phases during development and integration. Guidelines are provided for leveraging GenAI to enhance CDR Culture, incorporate ethical considerations into CDR Management Structure, and enable robust Digital Governance mechanisms to prioritize customer/societal well-being. A multilevel framework illustrates reinforcing the guidelines through organizational sensemaking processes, and fostering responsible CA integration aligned with ethical principles and societal values.</p></div>","PeriodicalId":48061,"journal":{"name":"Organizational Dynamics","volume":null,"pages":null},"PeriodicalIF":2.0,"publicationDate":"2024-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://www.sciencedirect.com/science/article/pii/S0090261624000184/pdfft?md5=a4e2d0d2d351674974c877751b16e173&pid=1-s2.0-S0090261624000184-main.pdf","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140598029","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

Ethical compass: The need for Corporate Digital Responsibility in the use of Artificial Intelligence in financial services 道德指南针：在金融服务领域使用人工智能时的企业数字责任需求

IF 2 4区管理学

Organizational Dynamics Pub Date : 2024-04-01 DOI: 10.1016/j.orgdyn.2024.101041

Zsófia Tóth, Markus Blut

{"title":"Ethical compass: The need for Corporate Digital Responsibility in the use of Artificial Intelligence in financial services","authors":"Zsófia Tóth, Markus Blut","doi":"10.1016/j.orgdyn.2024.101041","DOIUrl":"10.1016/j.orgdyn.2024.101041","url":null,"abstract":"<div><p>Service research and business ethics literature intersect concerning the question of artificial intelligence (AI) service robot accountability. In financial services, there is a broad spectrum of potential ethical issues, from data usage to customer vulnerabilities. This article scrutinizes the impact of morality and where accountability resides in the use of AI service robots in financial services. To address this challenge, we discuss the role of Corporate Digital Responsibility (CDR) for firms and illustrate how to implement a conceptual framework on the ethical implications of AI service robot applications, drawing on normative ethical theory. The framework elaborates on how the locus of morality (from human to AI agency) and moral intensity combine within context-specific AI service robot applications, and how this might influence associated accountability. We provide examples of AI robots’ use for different purposes, differentiating between four 'accountability clusters': (1) professional norms, (2) business responsibility, (3) inter-institutional normativity, and (4) supra-territorial regulations cluster. We also discuss the CDR implications in different clusters. Ethical implications of using AI service robots and associated accountability challenges are relevant for a network of actors—from customers and designers to firms and the government. Implementation of the framework incorporates a range of internal and external stakeholders that firms need to consider. We also provide a CDR roadmap to incorporate a time perspective and to inform implementation efforts.</p></div>","PeriodicalId":48061,"journal":{"name":"Organizational Dynamics","volume":null,"pages":null},"PeriodicalIF":2.0,"publicationDate":"2024-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://www.sciencedirect.com/science/article/pii/S0090261624000147/pdfft?md5=00ac8c63ff1c4b9fe02b7be36f5648a4&pid=1-s2.0-S0090261624000147-main.pdf","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140055535","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

Beyond direct stakeholders: The extensive scope of Societal Corporate Digital Responsibility (CDR) 超越直接利益相关者：社会企业数字责任（CDR）的广泛范围

IF 2 4区管理学

Organizational Dynamics Pub Date : 2024-04-01 DOI: 10.1016/j.orgdyn.2024.101057

Saskia Dörr , Christian Lautermann

{"title":"Beyond direct stakeholders: The extensive scope of Societal Corporate Digital Responsibility (CDR)","authors":"Saskia Dörr , Christian Lautermann","doi":"10.1016/j.orgdyn.2024.101057","DOIUrl":"10.1016/j.orgdyn.2024.101057","url":null,"abstract":"<div><p>This paper delves into the concept of Societal Corporate Digital Responsibility (CDR), expanding the traditional focus of CDR from direct stakeholders to a broader societal perspective. Societal CDR is defined is defined as the responsibility of companies to develop their digital business strategies considering the impacts on societal stakeholders and institutions. This novel approach emphasizes the indirect, yet significant effects of digital technologies on various societal domains such as economic, social, and political spheres. It underscores the importance of addressing passive stakeholder groups and societal institutions that do not have a direct relationship with businesses but are nevertheless impacted by digitalization. The paper discusses challenges in managing Societal CDR, such as measuring societal impact and influencing indirect stakeholders. It also explores the roles and responsibilities of businesses in fostering a thriving digital society by examining the vitality factors across economic, social, and political domains. The paper concludes with practical recommendations for businesses to integrate Societal CDR into their strategies, highlighting the importance of inclusivity, ethical practices, and transparency in the digital era</p></div>","PeriodicalId":48061,"journal":{"name":"Organizational Dynamics","volume":null,"pages":null},"PeriodicalIF":2.0,"publicationDate":"2024-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141023240","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