Organizational Dynamics最新文献_第7页

Revolutionary innovation and the incumbent business: Patterns of relationship and coping strategies 革命性创新与在位企业:关系模式与应对策略

IF 2 4区管理学

Organizational Dynamics Pub Date : 2023-01-01 DOI: 10.1016/j.orgdyn.2022.100925

Hao Ma

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引用次数: 0

The three Cs for cultivating organizational culture in a hybrid world 在混合世界中培养组织文化的三个c

IF 2 4区管理学

Organizational Dynamics Pub Date : 2023-01-01 DOI: 10.1016/j.orgdyn.2023.100958

Michael Arena , Scott Hines , John Golden III

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引用次数: 4

Giving to get loyalty: How organizations signal their loyalty to employees 给予以获得忠诚:组织如何向员工表明他们的忠诚

IF 2 4区管理学

Organizational Dynamics Pub Date : 2023-01-01 DOI: 10.1016/j.orgdyn.2022.100956

Robert C. Ford , Sean A. Newman , Loren R. Ford

{"title":"Giving to get loyalty: How organizations signal their loyalty to employees","authors":"Robert C. Ford , Sean A. Newman , Loren R. Ford","doi":"10.1016/j.orgdyn.2022.100956","DOIUrl":"10.1016/j.orgdyn.2022.100956","url":null,"abstract":"<div><p>Organizations are currently struggling to attract and retain human capital. The Pandemic and economy have a fueled reduction in numbers of participants in the workforce. The effect has been many employers struggling with fewer employees then they would like and need to successfully execute their business strategy. Most observers believe that a combination of low pay, a lack of workplace flexibility, poor opportunities, and benefits, have led to this large-scale labor unrest. Understanding how organizations can earn employee loyalty is more critical than ever. This article presents practical ideas for how organizations can earn employee loyalty from reviewing responses from 54 working graduate students and a review of loyalty research to provide actions organizations can take within jobs, co-workers, supervisors, and organizational policy to earn employee loyalty. As well this article provides checklists that organizational leaders can use as starting points for thinking about what they might do to signal their loyalty to employees. These checklists can also be used to engage employees in conversations about what is most important to them and discover what employees expect from their organizations as a fair trade for their loyalty.</p></div>","PeriodicalId":48061,"journal":{"name":"Organizational Dynamics","volume":"52 1","pages":"Article 100956"},"PeriodicalIF":2.0,"publicationDate":"2023-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45766010","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: 1

Celebrate the legacy of traditional firms 庆祝传统公司的遗产

IF 2 4区管理学

Organizational Dynamics Pub Date : 2023-01-01 DOI: 10.1016/j.orgdyn.2022.100955

Hao Ma, Mengyue Su, Xiaoyan Sun

{"title":"Celebrate the legacy of traditional firms","authors":"Hao Ma, Mengyue Su, Xiaoyan Sun","doi":"10.1016/j.orgdyn.2022.100955","DOIUrl":"10.1016/j.orgdyn.2022.100955","url":null,"abstract":"<div><p>The whole notion of digital disruption, however insightful and informative, has simply been blown out of proportion. Too much emphasis has been placed on the potential threat and the disruptive side, causing many traditional business firms to unnecessarily worry and panic, engaging in either excessive reactions or inappropriate responses. In fact, to many traditional business firms, digital transformation might not be disruptive at all. The unique characteristics of many traditional firms enable them to better withstand the onslaught brought by digital transformation, which, on the other hand, may well be substantively and significantly enhancing their value propositions. Traditional firms should ask themselves two fundamental questions in dealing with digital transformation. First, what makes our business robust and resilient enough to withstand digital disruption? Second, what could we do to enhance our value proposition facing digital transformation? This article aims to help firms address these two questions. First, through a series of four tests (Product, Presence, Participation, and Privilege), it dissects the profile of the firms that will most likely withstand the disruption of digital transformation. Second, it outlines the courses of action (Conserve, Co-opt, Contrast, and Celebrate) through which the firms’ value could be enhanced.</p></div>","PeriodicalId":48061,"journal":{"name":"Organizational Dynamics","volume":"52 1","pages":"Article 100955"},"PeriodicalIF":2.0,"publicationDate":"2023-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46505187","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

Goal enablers: Evidence-based ways to turn your goals into reality 目标推动者:基于证据的方法将你的目标变成现实

IF 2 4区管理学

Organizational Dynamics Pub Date : 2023-01-01 DOI: 10.1016/j.orgdyn.2022.100944

Peter A. Heslin , Ute-Christine Klehe

引用次数: 0

Recognizing new complementarities before they become common sense – The role of similarity recognition 在它们成为常识之前识别出新的互补性——相似性识别的作用

IF 2 4区管理学

Organizational Dynamics Pub Date : 2023-01-01 DOI: 10.1016/j.orgdyn.2022.100915

Michael Gibbert , Julia K. de Groote , Martin Hoegl , Monica Mendini

引用次数: 0

Be a hero: Employ refugees like a pragmatist 做英雄：像实用主义者一样雇佣难民

IF 2 4区管理学

Organizational Dynamics Pub Date : 2023-01-01 DOI: 10.1016/j.orgdyn.2022.100912

Robin Pesch , Ebru Ipek , Stacey Fitzsimmons

引用次数: 3

Inclusive leadership via empathic communication 通过移情沟通实现包容性领导

IF 2 4区管理学

Organizational Dynamics Pub Date : 2023-01-01 DOI: 10.1016/j.orgdyn.2023.100957

Yoshie Tomozumi Nakamura , Julia Milner

引用次数: 1

Job crafting and idiosyncratic deals: Recognizing and responding to employee’s customization efforts 工作塑造和特殊交易:识别和回应员工的定制努力

IF 2 4区管理学

Organizational Dynamics Pub Date : 2023-01-01 DOI: 10.1016/j.orgdyn.2022.100945

Swati Garg, Shuchi Sinha

引用次数: 0

Crossing the bridge from network training to development: A guide to move trainees from classroom insights to effective networks 跨越从网络培训到发展的桥梁：将学员从课堂洞察力转移到有效网络的指南

IF 2 4区管理学

Organizational Dynamics Pub Date : 2023-01-01 DOI: 10.1016/j.orgdyn.2022.100937

Kristin L. Cullen-Lester , Cynthia K. Maupin , Theresa M. Floyd , Michelle Mahdon , Alexandra Gerbasi , Dorothy R. Carter

{"title":"Crossing the bridge from network training to development: A guide to move trainees from classroom insights to effective networks","authors":"Kristin L. Cullen-Lester , Cynthia K. Maupin , Theresa M. Floyd , Michelle Mahdon , Alexandra Gerbasi , Dorothy R. Carter","doi":"10.1016/j.orgdyn.2022.100937","DOIUrl":"10.1016/j.orgdyn.2022.100937","url":null,"abstract":"<div><p>Professional networks help employees accomplish work tasks, progress in their careers, and thrive personally. Decades of research suggest that achieving these outcomes requires more than simply amassing 'more' network contacts. Instead, networks with certain characteristics (e.g., networks that are open, diverse, and deep) enhance effectiveness. Network <em>training</em> teaches trainees about effective networks and helps trainees identify their network development needs by providing feedback on their current network. Once back on the job, trainees are assumed to take appropriate actions to <em>develop</em> their networks. However, our research and experience training MBA students, executives, and employees at all levels suggest that trainees often struggle to develop their networks after training. We studied 119 trainees engaged in network training and development to understand why. Our investigation revealed that many trainees fail to set network development goals that match their personalized feedback, identify strategies that match their goals, and take actions to develop networks that match their strategies. These mismatches create gaps in the bridge that trainees build to take themselves from network training to development. Further, even after building strong bridges by aligning their feedback, goals, strategies, and actions, many trainees encounter on-the-job barriers that prevent them from improving the effectiveness of their network. We offer a guide to help address translational gaps and mitigate on-the-job barriers, thereby enhancing the translation of network training insights into network development.</p></div>","PeriodicalId":48061,"journal":{"name":"Organizational Dynamics","volume":"52 1","pages":"Article 100937"},"PeriodicalIF":2.0,"publicationDate":"2023-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43976508","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