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Organizational Dynamics最新文献

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Too late, too rigid, too cold: Crisis communication failures that undermined organizational resilience – and how the 3E model could help 太晚、太死板、太冷漠：破坏组织弹性的危机沟通失败——以及3E模型如何提供帮助
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.2025.101176
Kshitij Bhalchandra Shingwekar , Prashant Maurya
{"title":"Too late, too rigid, too cold: Crisis communication failures that undermined organizational resilience – and how the 3E model could help","authors":"Kshitij Bhalchandra Shingwekar ,&nbsp;Prashant Maurya","doi":"10.1016/j.orgdyn.2025.101176","DOIUrl":"10.1016/j.orgdyn.2025.101176","url":null,"abstract":"<div><div>No organization is immune to unexpected crises — and when they hit, the damage to reputation can be swift and brutal. Activism on social media further accelerates the organizational distress, making it critical for organizations to strike the right balance between fast, clear communication and thoughtful engagement with stakeholders. This paper examines crisis communication failures in three national-level crisis incidents, where organizations struggled to manage their organizational reputation, ultimately undermining their resilience. The study highlights how delayed, rigid, and unemotional responses detracted from organizational recovery efforts. Therefore, from the critical analysis of these cases, we propose that the employability of the 3E (Effectiveness, Efficiency, and Empathy) Crisis Communication Model shall provide a more thoughtful and proactive response to enhance stakeholder trust, manage organizational reputation, and foster long-term resilience.</div></div>","PeriodicalId":48061,"journal":{"name":"Organizational Dynamics","volume":"54 4","pages":"Article 101176"},"PeriodicalIF":2.5,"publicationDate":"2025-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145570796","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
Dynamics of strategy implementation across different types of new ventures 在不同类型的新企业中战略实施的动态
IF 2.5 4区 管理学
Organizational Dynamics Pub Date : 2025-12-01 Epub Date: 2025-02-04 DOI: 10.1016/j.orgdyn.2025.101128
Michael H. Morris , Donald F. Kuratko
{"title":"Dynamics of strategy implementation across different types of new ventures","authors":"Michael H. Morris ,&nbsp;Donald F. Kuratko","doi":"10.1016/j.orgdyn.2025.101128","DOIUrl":"10.1016/j.orgdyn.2025.101128","url":null,"abstract":"<div><div>The nature of strategy and its implementation for entrepreneurs in emergent-stage ventures is explored. The emergent nature of these ventures finds them in an ongoing state of becoming as the entrepreneur interprets and makes sense of novel developments, with strategy formulation and implementation capabilities emerging in real time. Lacking resources, marketplace legitimacy, and critical capabilities, these entrepreneurs find the strategic direction of the firm is reliant on experimentation and ongoing learning through trial and error. It is important for entrepreneurs to realize that a bi-directional relationship exists between the formulation and implementation of strategy, where strategy is formed and modified in response to the realities introduced through execution efforts. We identify the fundamental differences in strategy formulation and implementation depending on whether the entrepreneur is creating a survival, lifestyle, managed growth, or aggressive growth business. These differences impact the need for and capacity of the firm to adapt and/or pivot as it evolves through stages of development. Key implementation priorities are provided for entrepreneurs.</div></div>","PeriodicalId":48061,"journal":{"name":"Organizational Dynamics","volume":"54 4","pages":"Article 101128"},"PeriodicalIF":2.5,"publicationDate":"2025-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145580378","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
Implementing strategic initiatives in MNE subsidiaries: Contrasting the path-dependency and effectuation approaches 跨国公司子公司战略举措的实施：路径依赖与实施方法的对比
IF 2.5 4区 管理学
Organizational Dynamics Pub Date : 2025-12-01 Epub Date: 2025-05-23 DOI: 10.1016/j.orgdyn.2025.101158
Alain Verbeke , Wenlong Yuan
{"title":"Implementing strategic initiatives in MNE subsidiaries: Contrasting the path-dependency and effectuation approaches","authors":"Alain Verbeke ,&nbsp;Wenlong Yuan","doi":"10.1016/j.orgdyn.2025.101158","DOIUrl":"10.1016/j.orgdyn.2025.101158","url":null,"abstract":"<div><div>Radical shifts in the macro-level environment, such as the fast digitalization of the economy and the imposed reconfiguration of global value chains (for instance because of global decoupling), have created new challenges for multinational enterprise (MNE) subsidiary managers. Radical shifts in the environment can have major implications for a subsidiary’s activities in the MNE’s value chain, and for its distinct underlying competences and role in the MNE network. What are the optimal subsidiary strategic responses, in the form of new investment initiatives, to radical shifts in the environment? We examine the implications of adopting a <em>path-dependency</em> versus an <em>effectuation</em> approach to guide subsidiary managers in responding to radical, exogenous shifts. We describe the <em>path-dependency</em> view on Patterns of subsidiary evolution. We then suggest that an <em>effectuation</em> approach can be useful to subsidiary managers facing radical environmental change, especially when enacting and implementing pattern-breaking investment initiatives, whereby they should attempt to broaden the range of reasonably possible options available to them and engage in experimentation.</div></div>","PeriodicalId":48061,"journal":{"name":"Organizational Dynamics","volume":"54 4","pages":"Article 101158"},"PeriodicalIF":2.5,"publicationDate":"2025-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145580381","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
Playing your cards wisely: Strategy implementation through the three processes of pivoting 明智地打牌：通过三个转轴过程来实施战略
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.2025.101159
Hugh M. O’Neill , Patia J. McGrath
{"title":"Playing your cards wisely: Strategy implementation through the three processes of pivoting","authors":"Hugh M. O’Neill ,&nbsp;Patia J. McGrath","doi":"10.1016/j.orgdyn.2025.101159","DOIUrl":"10.1016/j.orgdyn.2025.101159","url":null,"abstract":"<div><div>Established organizations may face the pressing need to pivot to new strategies in response to competitive pressures, disruptive technological changes, or their own declining performance. Yet, success rates in implementing strategic pivots are alarmingly low, due in large part to the significant challenges and complexities firms face internally when enacting their new strategies. These difficulties arise within the organization due to disparate levels of acceptance of the new strategy and a lack of understanding of the differentiated impacts of the change throughout the organization. To help firms surmount these challenges, we present a three-component process model for strategic pivot implementation that is anchored in the concept of matching the pace of learning within the pivoting organization to the pace of change in the external environment. If firms act early enough in the process, they may be able to improve chances for the success of their planned pivots by pacing, shaping, and nudging their implementation efforts. If change leaders detect a mismatch between the firm’s learning rate and the environment’s pace of change, re-pivoting to a different strategic option may be necessary.</div></div>","PeriodicalId":48061,"journal":{"name":"Organizational Dynamics","volume":"54 4","pages":"Article 101159"},"PeriodicalIF":2.5,"publicationDate":"2025-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145580359","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
Team charters: Benefits and guidelines for development 团队章程：开发的好处和指导方针
IF 2.5 4区 管理学
Organizational Dynamics Pub Date : 2025-12-01 Epub Date: 2025-08-08 DOI: 10.1016/j.orgdyn.2025.101174
Tammy L. Rapp
{"title":"Team charters: Benefits and guidelines for development","authors":"Tammy L. Rapp","doi":"10.1016/j.orgdyn.2025.101174","DOIUrl":"10.1016/j.orgdyn.2025.101174","url":null,"abstract":"<div><div>A team charter is a formal document written by team members at the outset of a team’s life cycle that outlines a team’s purpose, goals, team member roles and, responsibilities, as well as plans related to how team members will work together. This, article begins by defining team charters and outlining the various reasons that they are, beneficial to teams, their interactions, and performance. The article also advances practical, research-backed recommendations about the development of team charters,addressing issues including when teams should create team charters, who should be involved in creating team charters, what should be included in team charters, and, when team charters should be revised. In summary, the article offers evidence-based, recommendations that may be useful to team members, team leaders, and managers, interested in leveraging the power of team charters in an effort to get teams off to a good start and perform effectively over time.</div></div>","PeriodicalId":48061,"journal":{"name":"Organizational Dynamics","volume":"54 4","pages":"Article 101174"},"PeriodicalIF":2.5,"publicationDate":"2025-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145570793","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
Holding onto the victory after the victory: Leadership lessons from the war in Ukraine for recovery and positive change 胜利后的胜利：从乌克兰战争中汲取的领导力教训，促进复苏和积极变革
IF 2.5 4区 管理学
Organizational Dynamics Pub Date : 2025-12-01 Epub Date: 2025-09-17 DOI: 10.1016/j.orgdyn.2025.101195
Gerard Seijts , Sophia Opatska , Andrew Rozhdestvensky , Andy Hunder
{"title":"Holding onto the victory after the victory: Leadership lessons from the war in Ukraine for recovery and positive change","authors":"Gerard Seijts ,&nbsp;Sophia Opatska ,&nbsp;Andrew Rozhdestvensky ,&nbsp;Andy Hunder","doi":"10.1016/j.orgdyn.2025.101195","DOIUrl":"10.1016/j.orgdyn.2025.101195","url":null,"abstract":"<div><div>Case studies of countries at war are not typically part of the curriculum at business schools. However, such events have lots to offer in terms of leadership. Consider the following: Analysts estimated that the Russian Armed Forces would be capable of capturing Kyiv and removing the Ukrainian government within three days after the start of the full-scale invasion. However, more than three years into the war, Ukrainians have defied this prediction and continue to live through unimaginable hardship with exceptional fortitude. We highlight five main themes from the ongoing war and associated lessons for educational institutions, businesses, and leaders – resilience; fragmentation; grief; critical thinking; and vision – and make the point to never forget about the victory after the victory. Holding onto the victory will be crucial, not only to find a way forward but to keep despair at bay. Purpose, new perspective, and a sense of contributing to something larger can grow out of the need for wartime resilience. A new awareness of and commitment to gender equity can arise from fragmentation. Loss and grief can motivate societal change through post-traumatic growth. And the horrors of war can also serve as a wake-up call that leads to increased education and critical thinking. Such transformation is ongoing and can start now, even before the war is over.</div></div>","PeriodicalId":48061,"journal":{"name":"Organizational Dynamics","volume":"54 4","pages":"Article 101195"},"PeriodicalIF":2.5,"publicationDate":"2025-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145570800","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
The hidden gender bias behind meeting cancellations: How small disruptions reinforce big inequities — And what managers can do 取消会议背后隐藏的性别偏见：小干扰如何加剧大不平等——以及管理者能做些什么
IF 2.5 4区 管理学
Organizational Dynamics Pub Date : 2025-12-01 Epub Date: 2025-06-17 DOI: 10.1016/j.orgdyn.2025.101171
Hanna Kalmanovich-Cohen
{"title":"The hidden gender bias behind meeting cancellations: How small disruptions reinforce big inequities — And what managers can do","authors":"Hanna Kalmanovich-Cohen","doi":"10.1016/j.orgdyn.2025.101171","DOIUrl":"10.1016/j.orgdyn.2025.101171","url":null,"abstract":"<div><div>Seemingly minor events like last-minute meeting cancellations can reveal deeper gender biases and unspoken power dynamics in the workplace. This article explores how such disruptions are often interpreted through a gendered lens, imposing a hidden “gender tax” on women, who face greater scrutiny over their commitment and competence at the workplace. Drawing on attribution theory<span> and role congruity frameworks, we examine the psychological and social mechanisms behind these biased perceptions. We also provide evidence-based, actionable strategies for managers – from transparent communication norms to bias-aware performance reviews – to help build more inclusive, equitable, and high-performing organizational cultures.</span></div></div>","PeriodicalId":48061,"journal":{"name":"Organizational Dynamics","volume":"54 4","pages":"Article 101171"},"PeriodicalIF":2.5,"publicationDate":"2025-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145570806","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
Demonstrating the importance of the strategy implementation process to an entire organization 展示战略实施过程对整个组织的重要性
IF 2.5 4区 管理学
Organizational Dynamics Pub Date : 2025-12-01 Epub Date: 2025-04-17 DOI: 10.1016/j.orgdyn.2025.101153
W. Glenn Rowe , Sergii Nevmerzhytskyi
{"title":"Demonstrating the importance of the strategy implementation process to an entire organization","authors":"W. Glenn Rowe ,&nbsp;Sergii Nevmerzhytskyi","doi":"10.1016/j.orgdyn.2025.101153","DOIUrl":"10.1016/j.orgdyn.2025.101153","url":null,"abstract":"<div><div>This article argues that the essence of strategy implementation is internal alignment among several key areas. The CEO and the senior leadership team must formulate a strategy based on thorough analyses of the macro-environment, the industry structure, and the industry value chain. Once a recommended strategy is developed, the strategy needs to be evaluated in light of the firm’s structure, controls, and rewards. Equally important is to ensure that the organizational culture supports the proposed strategy and that the appropriate leadership is in place. Then, the resources and capabilities using the internal value chain analysis need to be examined to see if each element supports the strategy. Further, the strategy has to meet the test of management preferences. Finally, the senior leadership needs to assess whether the strategy provides the guidance needed for managers and employees to make decisions on a day-to-day basis.</div></div>","PeriodicalId":48061,"journal":{"name":"Organizational Dynamics","volume":"54 4","pages":"Article 101153"},"PeriodicalIF":2.5,"publicationDate":"2025-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145580353","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
Implementing firm strategy in the informal economy 在非正规经济中实施企业战略
IF 2.5 4区 管理学
Organizational Dynamics Pub Date : 2025-12-01 Epub Date: 2025-02-07 DOI: 10.1016/j.orgdyn.2025.101125
Justin W. Webb , Oscar Barzuna-Hidalgo
{"title":"Implementing firm strategy in the informal economy","authors":"Justin W. Webb ,&nbsp;Oscar Barzuna-Hidalgo","doi":"10.1016/j.orgdyn.2025.101125","DOIUrl":"10.1016/j.orgdyn.2025.101125","url":null,"abstract":"<div><div>The activities of firms operating in the informal economy are considered technically illegal and yet remain legitimate to large groups in society. Strategy implementation in the informal economy diverges significantly from conventional approaches. Therefore, these firms strategically navigate legal boundaries to subsist and grow. This paper examines firms’ unique approaches to implementing their strategies in the informal economy. We distinguish between general informal economy activities (i.e., primarily subsistence-oriented activities that engage in tax avoidance, skirt business license and registration requirements, etc.) and transformative informal economy activities (e.g., firms like Uber, Airbnb, and Aereo leveraging technological advancements that have outpaced changes in laws and regulations). We contrast the strategy implementation of general versus transformative informal economy activities. We describe how firms work to conceal or openly challenge regulations and leverage relational mechanisms for resource acquisition and execution.</div></div>","PeriodicalId":48061,"journal":{"name":"Organizational Dynamics","volume":"54 4","pages":"Article 101125"},"PeriodicalIF":2.5,"publicationDate":"2025-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145580356","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
Distinguishing between destructive and constructive resistance in strategy implementation processes 区分战略实施过程中的破坏性和建设性阻力
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.2025.101127
Kimberly Rocheville , Jean M. Bartunek
{"title":"Distinguishing between destructive and constructive resistance in strategy implementation processes","authors":"Kimberly Rocheville ,&nbsp;Jean M. Bartunek","doi":"10.1016/j.orgdyn.2025.101127","DOIUrl":"10.1016/j.orgdyn.2025.101127","url":null,"abstract":"<div><div>The commonly expected response to new strategy implementation, or organizational change more broadly, is resistance. This resistance is often considered a hindrance to strategy implementation efforts, and as such, leaders are encouraged to overcome resistance in order to achieve organizational goals. In this paper we challenge the notion that all resistance is a hindrance. Instead, we encourage organizational leaders charged with strategy implementation to distinguish between destructive resistance and constructive resistance and engage with constructive resistance, an approach that should enhance the process of change. Drawing on examples from several different industries, we detail ways to distinguish between constructive and destructive resistance. We offer practical suggestions for managers and leaders to embrace constructive resistance to enhance strategy implementation processes.</div></div>","PeriodicalId":48061,"journal":{"name":"Organizational Dynamics","volume":"54 4","pages":"Article 101127"},"PeriodicalIF":2.5,"publicationDate":"2025-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145580357","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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