Organization Studies最新文献

{"title":"Media Review: Aesthetic organizing at the Gutenberg Museum. A history of Renaissance books.","authors":"Philip Gylfe","doi":"10.1177/01708406241248971","DOIUrl":"https://doi.org/10.1177/01708406241248971","url":null,"abstract":"","PeriodicalId":48423,"journal":{"name":"Organization Studies","volume":null,"pages":null},"PeriodicalIF":5.4,"publicationDate":"2024-04-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140591241","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Strategic social value orientation and sustainability performance: A commensuration perspective","authors":"Marcelo Francisco de la Cruz Jara, Jelena Spanjol, Theresa Doppstadt","doi":"10.1177/01708406241242900","DOIUrl":"https://doi.org/10.1177/01708406241242900","url":null,"abstract":"Firms increasingly express the strategic importance of creating social value in addition to financial and market value in their communications to investors. Yet, it is unclear what a strategic orientation towards social value creation entails and whether it differentiates firms in terms of their sustainability performance. This article provides a conceptualization of strategic social value orientation (SSVO) consisting of three behavioral components (leading the business with purpose, support of stakeholders, focus on consequences) and one shared belief (mutuality). Utilizing a novel linguistic, content-analytic measure of strategic social value orientation, we analyze annual letters to shareholders and sustainability ratings across 1580 firm-year observations, indicating that firms with a stronger strategic social value orientation show greater sustainability performance. The article explores commensurability of strategic attention towards social value creation, suggesting that future research prioritize more fine-grained assessments of social value, sustainability strategies and performance. Our study makes two main contributions. First, we advance theory at the intersection of sustainability and strategic orientation literatures by introducing a new concept of a firm’s strategic orientation toward social value creation (i.e. SSVO). Second, we develop and validate an empirical measure at the firm level for analyzing a firm’s strategic social value orientation making an important contribution to the commensuration of sustainability. Our findings offer guidance to scholars and implications for practitioners.","PeriodicalId":48423,"journal":{"name":"Organization Studies","volume":null,"pages":null},"PeriodicalIF":5.4,"publicationDate":"2024-03-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140203155","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Why reinvent the wheel? Materializing multiplicity to resist reification in alternative organizations","authors":"Genevieve Shanahan, Stephane Jaumier, Thibault Daudigeos, Alban Ouahab","doi":"10.1177/01708406241244522","DOIUrl":"https://doi.org/10.1177/01708406241244522","url":null,"abstract":"Often we unconsciously take for granted that there is not really an alternative to how we currently organize society – we tend to reify existing social order, misperceiving the way things are now as the way things must be. Such reification constrains our agency by discouraging the thought that we could do better. Alternative organizations undermine this reification by manifesting the real possibility of organizing differently. Such dereification is valuable in itself insofar as it lifts constraints on agency, facilitating intentional choice regarding the social systems we (re)produce. A case study of this dereification is offered by the Réseau Alimentaire Local (RAL), a network of French ‘solidarity groceries’ unified by the pursuit of more just and sustainable alternatives to the dominant model. Groups within the RAL develop their own software to manage these novel alternatives. We were struck, however, by some groups’ efforts to reify their own solutions, disparaging other approaches as mere attempts to ‘reinvent the wheel.’ The case thus raised a tricky question: can alternative organizations dereify existing social order without at the same time reifying their proposal, thereby reimposing constraints on agency? Our exploration through the RAL case grounds two contributions. First, conceptualizing reification in terms of materializing abstract ideas, we demonstrate how any given organizational configuration contributes to the materialization of multiple ideas simultaneously. We identify two forms of such multiplicity: vertical multiplicity, where nested relational networks materialize coherent ideas that differ only in their degree of specificity; and horizontal multiplicity, where intersecting relational networks materialize divergent ideas of the same degree of specificity. We argue that failure to recognize this multiplicity accounts for a great deal of materiality’s reifying capacity, while its recognition can facilitate new ways of approaching the dereification challenge. Our second contribution is therefore a strategy for resisting reification: materializing multiplicity.","PeriodicalId":48423,"journal":{"name":"Organization Studies","volume":null,"pages":null},"PeriodicalIF":5.4,"publicationDate":"2024-03-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140168340","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Media Review: Strategy and its demons","authors":"Ghislain Deslandes","doi":"10.1177/01708406241242887","DOIUrl":"https://doi.org/10.1177/01708406241242887","url":null,"abstract":"","PeriodicalId":48423,"journal":{"name":"Organization Studies","volume":null,"pages":null},"PeriodicalIF":5.4,"publicationDate":"2024-03-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140168156","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"IS MANAGERIAL HOMEWORKING NEW? ASSESSING STRATEGIC, TECHNOLOGICAL AND POLITICAL INFLUENCES BEFORE, DURING AND AFTER CORONAVIRUS","authors":"J. Hassard, Jonathan Morris","doi":"10.1177/01708406241242885","DOIUrl":"https://doi.org/10.1177/01708406241242885","url":null,"abstract":"In light of the covid-19 pandemic, it is often assumed that working at home represents a fundamental transformation in the way managers work. But is managerial homeworking that new? To answer this question, we draw on labour process theory and three empirical studies to place post-pandemic homeworking in historical sociological perspective. Overall, we find that homeworking is not a novel phenomenon, but has been driven by various logics. Explaining these, we contend initially that recent studies of managers working at home have focussed on the mandated temporal present of the practice under covid-19, which has resulted in homeworking being portrayed idiosyncratically. In contrast, and to attain a more comprehensive understanding of what homeworking means for managers, we argue it is necessary also to understand both the underappreciated past of the phenomenon as well as options for its projected future. A comparative – past, present, future – inquiry therefore portrays how a range of explicit (e.g., corporate restructuring, digital technology, government legislation) and implicit (e.g., responsible autonomy; cultural resistance; work-life balance) factors have influenced and affected the practice of managers working at home in recent times. Through content analysis, these factors are related to broader forces of strategic change, technological innovation, and political regulation in describing the ‘contested terrain’ of modern managerial work. Amid a context of economic neoliberalism, work extensification, and shifting spatio-temporal (home/work) boundaries, the paradoxical nature of homeworking – symptomatic of managers’ contemporary ‘struggle for a normal working day’ (Marx, 1887: 252) – is documented through a series of interview-based narrative investigations (conducted 2002-2006, 2015-2019 and 2020-2021). Ultimately, the paper makes a case not only for greater historical retrospection, but also for deeper critical reflection, in studies of managerial homeworking, and notably when considering whether the practice will likely be extended, ended or otherwise in the coming decades.","PeriodicalId":48423,"journal":{"name":"Organization Studies","volume":null,"pages":null},"PeriodicalIF":5.4,"publicationDate":"2024-03-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140234405","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Editorial: A Special Forum on the Australian Black Summer Bushfires","authors":"Hokyu Hwang, Erica Coslor, Hamid Foroughi","doi":"10.1177/01708406241228378","DOIUrl":"https://doi.org/10.1177/01708406241228378","url":null,"abstract":"","PeriodicalId":48423,"journal":{"name":"Organization Studies","volume":null,"pages":null},"PeriodicalIF":5.4,"publicationDate":"2024-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140036670","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Media Review: On speaking about (refugee) lives that do not matter equally","authors":"Marianna Fotaki","doi":"10.1177/01708406241238377","DOIUrl":"https://doi.org/10.1177/01708406241238377","url":null,"abstract":"","PeriodicalId":48423,"journal":{"name":"Organization Studies","volume":null,"pages":null},"PeriodicalIF":5.4,"publicationDate":"2024-02-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140036666","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Politics in Organization Studies: Multi-disciplinary traditions and interstitial positions","authors":"Damian O’Doherty, Christian De Cock","doi":"10.1177/01708406241238378","DOIUrl":"https://doi.org/10.1177/01708406241238378","url":null,"abstract":"This Perspectives article delves into the archives of Organization Studies covering the period 1986-2010 to advance and develop our thinking of politics and political thinking in organization studies. In our Benjamin-inflected reading (Benjamin, 2002), we look for the revolutionary energies that reside in what may at first appear as perhaps ‘outmoded’ articles in an intellectual environment where the obsolescence of ideas and concepts seems to increase at pace. The purpose of the excavation of our six chosen texts is to build a constellation of what we call ‘interstitial positions’ that reside within and outside the analytical contours of these texts. In this way we bring these texts into a critical condition in the hope that their constellation can act as a real force in the present and help illuminate our contemporary situation. We might then renew our sense of possibility and choice about the organizational worlds we inhabit and to open future avenues for thinking politics informed by the distinctive disciplinary traditions of organization studies.","PeriodicalId":48423,"journal":{"name":"Organization Studies","volume":null,"pages":null},"PeriodicalIF":5.4,"publicationDate":"2024-02-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140036733","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Maintaining the meritocracy myth: a critical discourse analytic study of leaders’ talk about merit and gender in academia","authors":"Jean Clarke, Cheryl Hurst, Jennifer Tomlinson","doi":"10.1177/01708406241236610","DOIUrl":"https://doi.org/10.1177/01708406241236610","url":null,"abstract":"The belief in meritocracy – that advancement is based solely on individual capabilities and hard work – remains ingrained in organizations despite evidence it is a flawed concept that perpetuates gender and other social inequalities. Critical streams of research have highlighted the ideological character of meritocracy discourse, its entrenched nature and acceptance as ‘common-sense’. Less is known about how this ‘meritocracy myth’ is maintained, that is, how this hegemonic discourse retains its potency in day-to-day talk in organizations. We argue that leaders, given their active discursive roles and opportunities to establish and control discourses, play an important but underexamined role in the reproduction and legitimization of this seemingly progressive yet ultimately destructive discourse. We conduct a critical discourse analysis (CDA) drawing on qualitative interviews with leaders in higher education institutions (HEIs) in the UK focusing on their talk about women’s recruitment and progression in academic roles. We identify three discursive interventions through which leaders routinely maintain and reinforce and on occasion challenge the existing system of meritocracy: invisibilizing gender inequality through gender-neutrality; denying constraints through individualization; and problematising meritocracy to uphold or challenge the status quo. We argue that by uncovering the means through which meritocracy discourse retains its resilience, our paper offers the opportunity to scrutinize and challenge these discursive underpinnings that uphold the ‘meritocracy myth’. We suggest it is possible to re-imagine what might be considered ‘merit worthy’ in universities recognising and centring structural gender and other social inequalities to create more equal institutions.","PeriodicalId":48423,"journal":{"name":"Organization Studies","volume":null,"pages":null},"PeriodicalIF":5.4,"publicationDate":"2024-02-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139946378","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"When Top Managers’ Temporal Orientations Collide: Middle Managers and the Strategic Use of the Past","authors":"Innan Sasaki, Masahiro Kotosaka, Alfredo De Massis","doi":"10.1177/01708406241236604","DOIUrl":"https://doi.org/10.1177/01708406241236604","url":null,"abstract":"Use-of-the-past research has advanced our understanding of how top managers instrumentalize past knowledge, events, and rhetorical constructions to advance their present-day interests. However, it is unclear how they use the past when they have divergent understandings of the past and different visions of the future. Temporal tensions can lead to a period of unsettlement in organizations, undermine the top management’s power base, and open up space for middle managers to take a central role in using the past. Through a longitudinal case study of a Japanese craft firm with a history of over 200 years, we examine how middle managers progressively take an active role in using the past through three processes: temporal mobility, temporal socialization, and coalescing the past. Our findings challenge the somewhat linear conception of time in the use-of-the-past literature by elucidating the emergent, in-the-moment evolution of middle managers’ strategic use of the past. By adopting a process-analytic lens, our findings extend current understanding of the strategic use of the past as not undertaken by a few powerful individuals in a given moment, but a continually changing process enacted by multiple middle managers with different temporal orientations. Moreover, our findings contribute to the use-of-the-past literature by taking a relational perspective of temporality. Finally, we reconceptualize the strategic flexibility of middle managers from a temporality perspective, showing that they can alter the temporal orientations of those at the top and the bottom.","PeriodicalId":48423,"journal":{"name":"Organization Studies","volume":null,"pages":null},"PeriodicalIF":5.4,"publicationDate":"2024-02-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139946548","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}