Organizational Dynamics最新文献_第3页

Unlocking Protean Talent: A game changer for organizations 解锁千变万化的人才：组织的游戏规则改变者

IF 2.5 4区管理学

Organizational Dynamics Pub Date : 2025-12-01 Epub Date: 2025-04-02 DOI: 10.1016/j.orgdyn.2025.101151

Nishtha Roy

引用次数: 0

Need greater adaptability in the workforce? Foster contextual agility competencies 劳动力需要更强的适应性？培养情境敏捷能力

IF 2.5 4区管理学

Organizational Dynamics Pub Date : 2025-12-01 Epub Date: 2025-04-15 DOI: 10.1016/j.orgdyn.2025.101154

Paula Caligiuri

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Hybrid and remote team chartering: Creating clarity in an increasingly virtual world 混合和远程团队包租：在日益虚拟的世界中创造清晰度

IF 2.5 4区管理学

Organizational Dynamics Pub Date : 2025-12-01 Epub Date: 2025-06-28 DOI: 10.1016/j.orgdyn.2025.101172

McKenna P. Sperry , Aliza J. Aldana , Thomas A. O’Neill , Anastassija Mimovic , Cristina B. Gibson , Matthew J.W. McLarnon

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引用次数: 0

Navigating parasitic strategy 导航寄生策略

IF 2.5 4区管理学

Organizational Dynamics Pub Date : 2025-12-01 Epub Date: 2025-08-07 DOI: 10.1016/j.orgdyn.2025.101178

Hao Ma , Mengyue Su

引用次数: 0

When remote work works better: How fit and autonomy shape employee outcomes 何时远程工作效果更好：适合度和自主权如何影响员工的工作成果

IF 2.5 4区管理学

Organizational Dynamics Pub Date : 2025-12-01 Epub Date: 2025-08-09 DOI: 10.1016/j.orgdyn.2025.101175

Thomas J. George , Dustin Maneethai , Leanne E. Atwater , Juan M. Madera

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引用次数: 0

Resource orchestration’s role in the implementation of mergers and acquisitions 资源编排在合并和收购实施中的作用

IF 2.5 4区管理学

Organizational Dynamics Pub Date : 2025-12-01 Epub Date: 2025-05-31 DOI: 10.1016/j.orgdyn.2025.101157

David G. Sirmon , Michael A. Hitt , Brit McClellan

引用次数: 0

Multinationals’ implementation strategy for inclusive supply chains in Mexico 跨国公司在墨西哥包容性供应链的实施策略

IF 2.5 4区管理学

Organizational Dynamics Pub Date : 2025-12-01 Epub Date: 2025-06-12 DOI: 10.1016/j.orgdyn.2025.101155

Jorge H. Mejía , Garry D. Bruton , Dafna Kariv

引用次数: 0

Implementation of platform strategies: From initiation to critical mass and expansion to complementary networks 平台战略的实施：从启动到达到临界规模，再扩展到互补网络

IF 2.5 4区管理学

Organizational Dynamics Pub Date : 2025-12-01 Epub Date: 2025-06-06 DOI: 10.1016/j.orgdyn.2025.101156

Robert E. Hoskisson , Matthew W. Hoskisson MBA

{"title":"Implementation of platform strategies: From initiation to critical mass and expansion to complementary networks","authors":"Robert E. Hoskisson , Matthew W. Hoskisson MBA","doi":"10.1016/j.orgdyn.2025.101156","DOIUrl":"10.1016/j.orgdyn.2025.101156","url":null,"abstract":"<div><div>Our objective is to provide an overview of implementation issues for firms and entrepreneurs seeking to create a multi-sided platform market enterprise<span>. Our paper is differentiated from other work in the area by offering a stage model providing an implementation overview of issues associated with such multi-sided platform market firms. Stage 1 discusses essential implementation issues from entrepreneurial initiation to critical mass, where the network is stable enough to support both market sides (supplies and participants). Stage 2 explores strategies for how such platform firms gain additional networks through building (from scratch), buying (acquisition) and allying (strategic alliances). In building our implementation model, we designate critical issues that practitioners need to consider to realize better execution. We initiate our paper by offering a set of opportunities that strategists and entrepreneurs can recognize to facilitate multi-sided platform firm strategy and implementation. Additionally, we offer numerous examples illustrating keys to success and pitfalls to avoid within our implementation stages. We further discuss challenges traditional firms face when seeking to implement a multi-sided platform strategy, regulatory challenges large multi-sided market firms face, and ethical dilemmas platform firms must overcome. In concluding our paper, we provide a summary of salient implementation challenges in each stage of our model as well as possible solutions. Finally, we propose future governance and ethical issues that still need to be fully addressed as platform firms evolve</span></div></div>","PeriodicalId":48061,"journal":{"name":"Organizational Dynamics","volume":"54 4","pages":"Article 101156"},"PeriodicalIF":2.5,"publicationDate":"2025-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145580380","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

From anxiety to advantage: Guiding employees to embrace AI at work 从焦虑到优势：引导员工在工作中拥抱人工智能

IF 2.5 4区管理学

Organizational Dynamics Pub Date : 2025-12-01 Epub Date: 2025-06-16 DOI: 10.1016/j.orgdyn.2025.101170

Arkapravo Sarkar

{"title":"From anxiety to advantage: Guiding employees to embrace AI at work","authors":"Arkapravo Sarkar","doi":"10.1016/j.orgdyn.2025.101170","DOIUrl":"10.1016/j.orgdyn.2025.101170","url":null,"abstract":"<div><div>Despite record levels of corporate spending on Artificial Intelligence (AI), many organizations discover that “deployment” does not equal “adoption.” Drawing on behavioral research and field observations, this article explains why employees hesitate to rely on AI and what leaders can do about it. Two pervasive anxieties— <em>fear of making mistakes</em> with opaque AI systems and <em>fear of being replaced by them</em> —shape five recurring AI-adoption personas: Champions, Pragmatists, Closet Innovators, Skeptics, and Traditionalists. We integrate these personas with the two fears in an <em>AI Adoption Dynamics Matrix</em> that reveals how each group’s concerns manifest and interact inside real teams. Building on those insights, we present a <em>guided-autonomy playbook</em> that pairs a universal culture of psychological safety with persona-sensitive interventions, followed by a twelve-month implementation roadmap that moves from pilot sandboxes to enterprise scale. Case vignettes, diagnostic checklists, and measurable KPIs translate theory into actionable steps. By addressing anxiety and fear directly and tailoring support to persona motives, leaders can convert scattered experimentation into confident, routine use of AI—and unlock the productivity dividends that technology alone cannot deliver.</div></div>","PeriodicalId":48061,"journal":{"name":"Organizational Dynamics","volume":"54 4","pages":"Article 101170"},"PeriodicalIF":2.5,"publicationDate":"2025-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145570801","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

Getting educated on strategic pay education 接受战略薪酬教育

IF 2.5 4区管理学

Organizational Dynamics Pub Date : 2025-12-01 Epub Date: 2025-08-12 DOI: 10.1016/j.orgdyn.2025.101177

Ormonde R. Cragun , Lin Xiu , Jason Kautz

{"title":"Getting educated on strategic pay education","authors":"Ormonde R. Cragun , Lin Xiu , Jason Kautz","doi":"10.1016/j.orgdyn.2025.101177","DOIUrl":"10.1016/j.orgdyn.2025.101177","url":null,"abstract":"<div><div>Strategic pay education is an intentionally structured organizational process to teach employees about pay policies, systems, and their implications, ensuring alignment with the organization’s strategic goals by effectively addressing and leveraging components of the pay learning environment. For organizations, strategic pay education leads to better employee engagement, retention, and better return on investment for their total reward systems. Unlike pay information disclosure, where individuals are assumed to passively acquire pay knowledge through increased transparency and communication surrounding pay information, strategic pay education follows a formal, guided approach that emphasizes the organization’s role in fostering pay knowledge. Rooted in adult learning principles, strategic pay education actively engages employees in learning both the technical aspects of pay structures and the psychological and sociological factors influencing pay perceptions. The strategic pay education model illustrates how strategic pay education improves pay literacy, thereby enhancing pay satisfaction, equity perceptions, and employee decision-making. The model identifies three key factors shaping the pay learning environment: (a) universal pay factors, (b) organization-specific pay factors, and (c) individual-specific pay factors. This approach challenges and expands assumptions about how employees learn about pay, specifically countering the inherent assumption that increasing pay communication leads to higher pay satisfaction, stronger equity perceptions, and improved pay decisions.</div></div>","PeriodicalId":48061,"journal":{"name":"Organizational Dynamics","volume":"54 4","pages":"Article 101177"},"PeriodicalIF":2.5,"publicationDate":"2025-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145570798","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