Organizational Dynamics最新文献

{"title":"Practices for effective onboarding in dynamic Global Virtual Teams","authors":"Petros Chamakiotis ,&nbsp;Niki Panteli ,&nbsp;Diana Pérez-Arechaederra","doi":"10.1016/j.orgdyn.2024.101076","DOIUrl":"10.1016/j.orgdyn.2024.101076","url":null,"abstract":"<div><div>Although onboarding constitutes a crucial aspect of today’s virtual work environments, and despite the wealth of studies on Global Virtual Teams (GVTs), we know surprisingly little about onboarding practices in this context. This is due to lack of empirical studies explicitly focused on onboarding in GVTs, and an emphasis on onboarding in the pandemic context which may not be relevant in the post-pandemic everyday GVT work. In this paper, we draw on empirical data from a global organization and present practices for effectively onboarding a single member (or subgroup) half-way through the GVT lifecycle. The practices we identified address specific challenges facing GVTs. Our findings show that (a) dynamic membership makes GVT onboarding an ongoing practice (rather than a one-off activity); (b) combining traditional and GVT-specific onboarding practices can help to enhance member visibility; and that (c) onboarding in GVTs is not the sole responsibility of the organization/leader, but organization, leaders, existing and incoming members all have a role to play.</div></div>","PeriodicalId":48061,"journal":{"name":"Organizational Dynamics","volume":"54 1","pages":"Article 101076"},"PeriodicalIF":3.1,"publicationDate":"2025-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143508541","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}

{"title":"Ambidexterity in the boardroom: A core capability to improve effectiveness","authors":"Jean-François Henri","doi":"10.1016/j.orgdyn.2024.101062","DOIUrl":"10.1016/j.orgdyn.2024.101062","url":null,"abstract":"<div><div>The achievement of board effectiveness has been the subject of substantial research and merits continued investigation. The topic has prompted many important and complex questions, all of which can be summarized by an enduring enigma: Why do similar boards of directors that govern comparable organizations and apply the same good governance practices perform differently? Solving this enigma involves more than checking off a list of success factors; it also requires identifying a core capability that brings these factors together. The capability in question is board ambidexterity, which can be summed up as the ability to harmonize and reconcile extremes or opposites. Based on the paradox perspective, this article addresses twelve dualities, explaining and illustrating them with survey data and quotes from in-depth interviews with CEOs and board chairs. The link between ambidexterity and board effectiveness is examined, as well as potential imbalances that boards can experience. Since developing ambidexterity is more an art than a science, this article proposes a diagnostic tool to help governance committees and boards examine their level of ambidexterity. It also suggests a general approach to navigating diverse dualities.</div></div>","PeriodicalId":48061,"journal":{"name":"Organizational Dynamics","volume":"54 1","pages":"Article 101062"},"PeriodicalIF":3.1,"publicationDate":"2025-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141170540","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}

{"title":"Guidelines for the use of electronic performance monitoring","authors":"Mauren S. Wolff ,&nbsp;Daniel M. Ravid ,&nbsp;Tara S. Behrend","doi":"10.1016/j.orgdyn.2023.101026","DOIUrl":"10.1016/j.orgdyn.2023.101026","url":null,"abstract":"","PeriodicalId":48061,"journal":{"name":"Organizational Dynamics","volume":"54 1","pages":"Article 101026"},"PeriodicalIF":3.1,"publicationDate":"2025-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139421803","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}

{"title":"Human resource management in times of crisis: Strategies for a post COVID-19 workplace","authors":"Laxmikant Manroop ,&nbsp;Huimiao Zheng ,&nbsp;Amina Malik ,&nbsp;Morgan Milner ,&nbsp;Eric Schulz ,&nbsp;Kunal Banerji","doi":"10.1016/j.orgdyn.2024.101060","DOIUrl":"10.1016/j.orgdyn.2024.101060","url":null,"abstract":"","PeriodicalId":48061,"journal":{"name":"Organizational Dynamics","volume":"54 1","pages":"Article 101060"},"PeriodicalIF":3.1,"publicationDate":"2025-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143508539","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}

{"title":"Digitalized opportunity space and managerial archetypes: An opportunity-centric perspective on digital innovation and transformation","authors":"Hong Hou,&nbsp;Hao Ma","doi":"10.1016/j.orgdyn.2024.101075","DOIUrl":"10.1016/j.orgdyn.2024.101075","url":null,"abstract":"<div><div>As proliferating digital literature ignores how digital opportunities are generated in the first place, digital innovation<span> and transformation can be ontologically ungrounded. To fill this gap, following a realist perspective of entrepreneurship, this article examines digital opportunities as profit propensities afforded by a digitalized environment, while treating digital innovation and transformation as the actualization process. To elaborate, first, we coin Digitalized Opportunity Space (DOS) to describe the digitalized environment as a critical intersection of four spaces - resource, utility, digital, and institutional- that muster conditions without which digital opportunities cannot be actualized. Second, we develop four managerial archetypes - resource orchestrators, utility integrators, digital evangelists, and institutional realists- who tend to recognize digital opportunities based on their organizational location and thereby endorse different digital innovations. Third, to facilitate a systemic and balanced approach to digital transformation, we recommend group-level heuristics - the generic density perspective, the ecosystem view of the firm, multi-dimensional network effects, and disciplined imagination- which restore totality from partiality. Taken together, the DOS framework (of opportunity generation), the managerial archetypes (of opportunity recognition), and the group-level heuristics (of opportunity actualization) constitute the opportunity-centric (vs technology-centric or organization-centric) perspective on digital innovation and transformation, thereby materializing the connection between digital literature and entrepreneurship.</span></div></div>","PeriodicalId":48061,"journal":{"name":"Organizational Dynamics","volume":"54 1","pages":"Article 101075"},"PeriodicalIF":3.1,"publicationDate":"2025-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143508540","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}

{"title":"Design thinking: Executing your organization's commitment to customer centricity","authors":"Robert C. Ford ,&nbsp;Keenan D. Yoho","doi":"10.1016/j.orgdyn.2024.101077","DOIUrl":"10.1016/j.orgdyn.2024.101077","url":null,"abstract":"<div><div><span><span>This paper discusses the concept of design thinking as an approach for organizations to become more customer-centric and elevate experiences. Design thinking involves understanding user needs, continuously iterating solutions, and embracing ambiguity through rapid experimentation. It places the customer at the heart of problem solving and innovation. The paper outlines five key steps of design thinking: 1) Empathize – Deeply understand user needs and expectations through ethnographic research like interviews and observations; 2) Define – Clearly identify problems or opportunities based on research, using tools like </span>customer personas and journey maps; 3) Ideate – Brainstorm creative alternatives, drawing solutions from diverse sources of input including customers, employees, competitors, etc; 4) Prototype – Rapidly develop inexpensive prototypes for users to experience and provide feedback on to facilitate continuous improvement; 5) Test – Place prototypes into real-world environments and use co-creation by collaborating with users to further refine concepts. Successfully utilizing design thinking requires an organizational culture valuing customer-centricity, embracing </span>continuous change, and failing fast to pivot quickly. The paper discusses applying design thinking to both external customer interfaces and internal operations and processes to elevate experiences across the board. This human-centric approach transforms businesses by keeping user needs central and enables the continual adaptation necessary in today's world to offer memorable engagements that foster lifelong customer relationships.</div></div>","PeriodicalId":48061,"journal":{"name":"Organizational Dynamics","volume":"54 1","pages":"Article 101077"},"PeriodicalIF":3.1,"publicationDate":"2025-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141772543","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}

{"title":"Overcoming team challenges in project management: The scrum framework","authors":"Diane A. Lawong,&nbsp;Oluwafemi Akanfe","doi":"10.1016/j.orgdyn.2024.101073","DOIUrl":"10.1016/j.orgdyn.2024.101073","url":null,"abstract":"<div><div>This paper delves into how teams in organizations can achieve success in project management. We compare the traditional Waterfall approach<span> used by teams in project management to the Agile framework and provide data supporting the success rates of the different approaches to project management. Based on the data supporting the success of Scrum (an Agile framework), we explain what Scrum is and how it works. We discuss the modern complexities that management and leadership are challenged with when it comes to the execution of their projects and how the application of Scrum provides relevant, practical, sustainable, and valuable solutions. We also discuss common stressors that teams encounter and how the application of Scrum provides coping strategies for teams.</span></div></div>","PeriodicalId":48061,"journal":{"name":"Organizational Dynamics","volume":"54 1","pages":"Article 101073"},"PeriodicalIF":3.1,"publicationDate":"2025-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141405138","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}

{"title":"How organizations can benefit from volatility: The promise of antifragility and some cautionary notes","authors":"Henry Adobor","doi":"10.1016/j.orgdyn.2024.101098","DOIUrl":"10.1016/j.orgdyn.2024.101098","url":null,"abstract":"<div><div>There is a widespread consensus that organizations are currently navigating an unprecedented era characterized by volatility, uncertainty, and complexity, which is anticipated to persist into the next decade. Addressing the disruptions stemming from such infrequent yet impactful events may necessitate the adoption of novel mental frameworks and management approaches. Some pioneering organizational scientists have proposed methods for cultivating the capacities to operate effectively amidst such uncertainty, introducing the concept of antifragility. Antifragility entails organizations leveraging disruptions as opportunities for rejuvenation and advancement, deriving benefits from them. In this piece, we share some preliminary evidence on how organizations can cultivate the capabilities required to transcend mere resilience or robustness—two conventional approaches to managing disruptions—to not only recover but also thrive and gain from disruptions. Furthermore, we provide some cautionary ideas regarding potential pitfalls associated with antifragility.</div></div>","PeriodicalId":48061,"journal":{"name":"Organizational Dynamics","volume":"54 1","pages":"Article 101098"},"PeriodicalIF":3.1,"publicationDate":"2025-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143508545","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}

{"title":"Authentic leadership & PsyCap’s role in tackling, events that impact well-being and environmental sustainability","authors":"Bruce J. Avolio","doi":"10.1016/j.orgdyn.2024.101088","DOIUrl":"10.1016/j.orgdyn.2024.101088","url":null,"abstract":"<div><div>There is a growing level of awareness among organizational leaders, that stress-induced mental health challenges are on the rise globally. High stress levels are often attributed to a spectrum of causes, from natural and human-made crises to the rapid pace of technological advancements and societal shifts. The number of causes necessitates an examination of not just the cumulative effect of these event constellations, but also their complex interactions, which may amplify stress in ways that are not yet fully understood. These dynamics appear to be contributing to a worrying trend of increased mental illness, anxiety, and depression, notably among professionals on the front lines of these societal changes, like medical practitioners and first responders. For example, there were more fire fighters who committed suicide last year in the US versus those who lost their lives protecting others. Additionally, these professionals are directly exposed to the increasing cases of mental illness, anxiety, and depression among the public, an exposure that further amplifies their own stress levels. Some of the factors contributing to these high levels of stress include natural disasters and human-caused events, as well as some of the most transformative discoveries and innovations in human history. We begin this paper, by examining how a constellation of consequential events are shaping our global society’s well-being, e.g., the COVID 19 pandemic, AI innovation and Climate Change. Next, we examine evidence-based interventions that may offer potential avenues for addressing these high levels of stress. For instance, development interventions focused on authentic leadership that can enhance leader and follower’s psychological capital or PsyCap, resulting in lowering levels of stress, especially when operating in work roles that have higher level of daily stress. These positive forms of leadership help to address the numerous challenges that individudals, organizations and communities face today and well into the future. A clear emphasis in our work is also placed on examining how positive forms of leadership and organizational behavior, can impact two very different, but critically important outcomes, including the individual and collective mental health and well-being in organizations, communities and societies. Consequently, the overall goal here is to recognize the problems we face across a broad range of first responder professions, while offering specific solutions to address those problems.</div></div>","PeriodicalId":48061,"journal":{"name":"Organizational Dynamics","volume":"53 4","pages":"Article 101088"},"PeriodicalIF":3.1,"publicationDate":"2024-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142721523","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}

{"title":"Fostering psychological capital self-efficacy in emerging female leaders: Practical insights from an international leadership development program","authors":"Heather Round ,&nbsp;Sachiko Yamao ,&nbsp;Bo Shao ,&nbsp;Florian Klonek ,&nbsp;Tomoki Sekiguchi ,&nbsp;Alexander Newman","doi":"10.1016/j.orgdyn.2024.101085","DOIUrl":"10.1016/j.orgdyn.2024.101085","url":null,"abstract":"<div><div>This article contributes to our understanding of how self-efficacy as a key dimension of psychological capital (PsyCap) has a critical influence in the development of emerging female leaders. To develop this critical dimension of PsyCap, organizations can consider running programs that help to accelerate the emergence of female leaders. In this article, we first introduce the key role of self-efficacy as a predictor of leadership emergence and development. We then discuss some of the identity challenges often encountered by emerging female leaders. Following this, we outline the key practical elements of a development program (intervention) that was run with emerging female leaders across two geographic regions. The positive outcomes of the program in terms of developing self-efficacy, motivation to lead and leadership identity are presented. We then distil the specific areas that practitioners need to focus on in implementing a leadership development program within their own context and how this helps towards building PsyCap.</div></div>","PeriodicalId":48061,"journal":{"name":"Organizational Dynamics","volume":"53 4","pages":"Article 101085"},"PeriodicalIF":3.1,"publicationDate":"2024-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142721520","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}