Organizational Dynamics最新文献_第9页

Attachment style and quality listening: Keys to meaningful feedback and stronger leader-member connections 依恋风格和高质量的倾听：获得有意义的反馈和加强领导与成员联系的关键

IF 2 4区管理学

Organizational Dynamics Pub Date : 2023-04-01 DOI: 10.1016/j.orgdyn.2023.100977

Manuel London , Judith Volmer , Jetmir Zyberaj , Avraham N. Kluger

引用次数: 3

What makes a compressed workweek successful? 压缩工作周的成功原因是什么？

IF 2 4区管理学

Organizational Dynamics Pub Date : 2023-04-01 DOI: 10.1016/j.orgdyn.2023.100982

Timothy P. Munyon , Christine LeClaire , Lorien Pace , Tyler Boldin

引用次数: 1

Understanding hubris and heuristics in CEO decision-making: Implications for management 理解CEO决策中的傲慢和启发式:对管理的启示

IF 2 4区管理学

Organizational Dynamics Pub Date : 2023-04-01 DOI: 10.1016/j.orgdyn.2023.100978

Vita Akstinaite

引用次数: 1

Should employees be required to return to the office? 员工应该被要求返回办公室吗?

IF 2 4区管理学

Organizational Dynamics Pub Date : 2023-04-01 DOI: 10.1016/j.orgdyn.2023.100981

Cristina B. Gibson , Lucy L. Gilson , Terri L. Griffith , Thomas A. O’Neill

{"title":"Should employees be required to return to the office?","authors":"Cristina B. Gibson , Lucy L. Gilson , Terri L. Griffith , Thomas A. O’Neill","doi":"10.1016/j.orgdyn.2023.100981","DOIUrl":"10.1016/j.orgdyn.2023.100981","url":null,"abstract":"<div><p>Expectations for where and when work should take place changed radically for workers through the COVID-19 global pandemic. Now that COVID-19 no longer poses a significant safety threat for the typical worker, executives at many organizations are now expecting their employees to return to the office. The issues seem to revolve around perceived barriers to culture, collaboration, and innovation when employees are not present together in the office. Yet, many employees strongly resist a return to the office. They have experienced well-being, productivity, and autonomy benefits from a remote and hybrid work arrangement. Rigid return to office rules feel outdated, manipulative, and controlling to many employees. In the current article we explore expert opinion on the issues of culture, collaboration, and innovation. Specifically, we ask whether a return to office will improve these aspects of organizational functioning and we outline evidence that leads us to provide an answer these questions. Executives and managers may find these expert opinions useful in their consideration of workplace policies and guidelines for the use of remote, hybrid, and in office work arrangements in their organizations.</p></div>","PeriodicalId":48061,"journal":{"name":"Organizational Dynamics","volume":"52 2","pages":"Article 100981"},"PeriodicalIF":2.0,"publicationDate":"2023-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://www.ncbi.nlm.nih.gov/pmc/articles/PMC10126217/pdf/","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"9592413","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: 5

A positive reinforcement approach to police reform: Potential benefit for both Black and police communities 警察改革的积极强化方法：对黑人和警察社区的潜在好处

IF 2 4区管理学

Organizational Dynamics Pub Date : 2023-04-01 DOI: 10.1016/j.orgdyn.2023.100976

Judith L. Komaki

引用次数: 0

The era of Omni-learning: Frameworks and practices of the expanded human resource development 全方位学习时代:拓展型人力资源开发的框架与实践

IF 2 4区管理学

Organizational Dynamics Pub Date : 2023-01-01 DOI: 10.1016/j.orgdyn.2022.100916

Junesoo Lee

{"title":"The era of Omni-learning: Frameworks and practices of the expanded human resource development","authors":"Junesoo Lee","doi":"10.1016/j.orgdyn.2022.100916","DOIUrl":"https://doi.org/10.1016/j.orgdyn.2022.100916","url":null,"abstract":"<div><p>According to the ever-changing organizational environment, we also adopt an ever-expanding HRD in contents and scope. Focusing on the drivers of the recent HRD reforms, the growing demand for organizational agility and holistic capabilities of human resources is driving the need for change, and the pandemic crisis is pushing the revolutionary changes of HRD. Such trends of the expanded HRD can be characterized as a ‘march toward Omni-learning’. In specific, there are at least four noticeable and intertwined waves of HRD reforms toward Omni-learning: (1) embracing holistic capabilities such as benchmarking, modeling, forecasting, and backcasting (BMFB); (2) integrating working and learning by promoting on-the-job learning (OJL), on-the-life learning (OLL), and on-the-life training (OLT); (3) standardizing communication tools such as LMF (logic tree; multi-dimensional matrix/map; flowchart) and EEOSP (everything/everyone on the same page); and (4) diversifying communication space-time across diverse places (close; remote) and times (synchronized; a-synchronized). And all the HRD waves are commonly facilitated and promoted by technological breakthroughs of artificial intelligence (AI) and the metaverse. Beyond the current innovations of HRD, no one would be certain about the answer to the question “What’s next?”. But what is certain is that HRD will continue to be deepened and widened as long as human resources are needed to respond to the ever-changing organizational environment.</p></div>","PeriodicalId":48061,"journal":{"name":"Organizational Dynamics","volume":"52 1","pages":"Article 100916"},"PeriodicalIF":2.0,"publicationDate":"2023-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49724903","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

Hybrid team management: The long and winding road 混合动力团队管理：漫长而曲折的道路

IF 2 4区管理学

Organizational Dynamics Pub Date : 2023-01-01 DOI: 10.1016/j.orgdyn.2022.100936

Anna Wiatr, Beata Skowron-Mielnik

引用次数: 3

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

{"title":"Revolutionary innovation and the incumbent business: Patterns of relationship and coping strategies","authors":"Hao Ma","doi":"10.1016/j.orgdyn.2022.100925","DOIUrl":"10.1016/j.orgdyn.2022.100925","url":null,"abstract":"<div><p>Revolutionary innovations bring about drastically new ways of doing business that potentially challenge the dominance and even the survival of many powerful incumbent firms. The choice of the incumbent firms’ strategies in coping with a revolutionary innovation depends on the specific patterns of relationship between the revolutionary innovation and the incumbent firms’ core business, be it <em>substitutive, complementary,</em> or <em>parallel</em>. In the situation of a substitutive relationship, the incumbent firms could <em>exit from the incumbent business</em> through swift <em>divesting</em> or gradual <em>harvesting</em> before it is eventually displaced or eroded. In a complementary relationship, the incumbents could <em>absorb the innovation into the incumbent business</em> by <em>embracing</em> the innovation that enables them to add entirely new functions to their incumbent business or <em>assimilating</em> the innovation to enhance the value of the incumbent business. In a parallel relationship, the revolutionary innovation either results in the retrenchment of the incumbent business or leaves it undisturbed, which, respectively, calls for <em>specializing</em> in certain niches of the incumbent business or further <em>solidifying</em> the incumbent business. In addition to the above coping strategies focusing primarily on the incumbent business, the incumbent firms also need to deal simultaneously with the new businesses inspired and propelled by the revolutionary innovation. They could fend off the potential disruptions of the innovation by engaging in a <em>competitive fight</em> in the market domain or a <em>nonmarket fight</em> in the sociopolitical domain. They could also enter those new businesses through <em>greenfield entry</em> or <em>merger and acquisition</em>.</p></div>","PeriodicalId":48061,"journal":{"name":"Organizational Dynamics","volume":"52 1","pages":"Article 100925"},"PeriodicalIF":2.0,"publicationDate":"2023-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42732426","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 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

{"title":"The three Cs for cultivating organizational culture in a hybrid world","authors":"Michael Arena , Scott Hines , John Golden III","doi":"10.1016/j.orgdyn.2023.100958","DOIUrl":"10.1016/j.orgdyn.2023.100958","url":null,"abstract":"<div><p>For years we have known that effective organizational culture is critical to ensuring revenue growth, employee retention, and even stock price acceleration. Yet, culture change is hard. Today, in the hybrid world, most employees still spend the majority of their time working within small work teams, but team members are often remote from one another. These employee interactions are essential to sharing and modeling the norms and behaviors necessary to cultivate the desired culture. Combining behavioral data with the use of organizational network analysis helps to overcome these limitations and provides a deeper understanding of the employee cultural experience—even in the hybrid context. In our research, we evaluated 10 attributes critical to an organization’s culture from more than 50,000 employees across three years. Using passive data, we also re-constructed the employee network based on primary interactions. Our research highlighted three critical cultural patterns that will help to more deeply evaluate culture in a hybrid context, but even more importantly,help target local solutions that can be quickly implemented. We call these the three“C’s” of cultivating culture. We show that organizational culture clusters in the employee network, is contagious among employees, and is contextually dependent.We discuss our key insights on the three C’s, concluding with practical applications for leaders applying these insights in their organization.</p></div>","PeriodicalId":48061,"journal":{"name":"Organizational Dynamics","volume":"52 1","pages":"Article 100958"},"PeriodicalIF":2.0,"publicationDate":"2023-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47628587","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: 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