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Book part
Publication date: 7 June 2016

Christophe Haag and Isaac Getz

The quality of strategic decisions made at the helm of corporations matters a great deal. Predominantly, research on strategic decision-making has focused on CEOs as if…

Abstract

Purpose

The quality of strategic decisions made at the helm of corporations matters a great deal. Predominantly, research on strategic decision-making has focused on CEOs as if they decide alone. Yet in reality, even the most powerful CEO makes strategic decisions together with an executive board. This chapter offers a theoretical explanation of strategic board decision-making through the emotional contagion between the CEO and board members.

Methodology/approach

We used both previous research and qualitative material – two case studies and interviews with several dozen CEOs of large corporations as well as the board members of one of them – to build our theoretical model.

Findings

Our inBoard Emotional Contagion Model (inBECM) specifies the following individual–collective emotional dynamics: After a strategic affective event has triggered an affective discussion within the boardroom, the emotionally intelligent CEO communicates verbally in order to – through an emotional contagion – homogenize board members’ emotional states leading to shared sense-making of the event and – potentially – to improved decision-making.

Research/ Social/Practical implications

Suggestions are made for the inBECM contribution to emotion theory. Implications are stated for the key role of emotion in improving board decision-making and strategizing.

Details

Emotions and Organizational Governance
Type: Book
ISBN: 978-1-78560-998-5

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Abstract

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Emotions and Organizational Governance
Type: Book
ISBN: 978-1-78560-998-5

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Book part
Publication date: 7 June 2016

Abstract

Details

Emotions and Organizational Governance
Type: Book
ISBN: 978-1-78560-998-5

Abstract

Details

Recent Developments in Transport Modelling
Type: Book
ISBN: 978-0-08-045119-0

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Article
Publication date: 26 July 2019

Grégory Jemine, Christophe Dubois and François Pichault

Several studies have recently documented projects of organizational transformation and modernization which, commonly clustered under the umbrella term “New Ways of…

Abstract

Purpose

Several studies have recently documented projects of organizational transformation and modernization which, commonly clustered under the umbrella term “New Ways of Working” (NWoW), simultaneously entail material, technological, cultural and managerial dimensions. Academic contributions, however, have paid little attention to the mechanisms allowing such projects to progressively become legitimized in organizational discourses and practices. The purpose of this paper is to investigate the distinctive features of the legitimation process underlying the implementation of NWoW projects.

Design/methodology/approach

This paper relies on a longitudinal, three-year analysis of a large insurance company. Data were collected through qualitative methods including semi-structured interviews (48), periods of observation (3 months) and document analysis (78).

Findings

The paper develops a grounded and integrative framework of legitimation processes underlying “NWoW” change projects. The framework emphasizes four decisive operations of translation in “NWoW” design and implementation: translating material constraints into strategic opportunities; translating strategic opportunities into a quantitative business plan supported by the top management; translating compelling discourses around “NWoW” into an organizational machinery; and translating a transformation project into discourses of unequivocal success, conveyed by legitimate spokespeople within and beyond the organization.

Originality/value

Besides contributing to the understanding of a managerial fashion, which has received little academic attention so far, the paper also offers an original integrative framework to account for legitimation processes that combines two theoretical approaches – the sociology of translation and research on institutionalist work.

Details

Qualitative Research in Organizations and Management: An International Journal, vol. 15 no. 3
Type: Research Article
ISSN: 1746-5648

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Article
Publication date: 19 August 2020

Grégory Jemine, François Pichault and Christophe Dubois

While more and more organizations commit to transformation projects with the aim of redesigning simultaneously their workspaces, work organization, and technologies, the…

Abstract

Purpose

While more and more organizations commit to transformation projects with the aim of redesigning simultaneously their workspaces, work organization, and technologies, the design process supporting such projects remains largely understudied. This paper examines the political tensions that occur when such processes unfold as well as their implications for project management. By doing so, the paper counterbalances the prescriptive and normative literature on “New Ways of Working” which largely overlooks the political complexity of such projects.

Design/methodology/approach

The paper is based on a qualitative study of a triple design process in a media company. Data collection mainly consists of a nine-month process of non-participant observation of weekly meetings held by the strategic group in charge of the project. Semi-structured interviews with members of the executive committee have also been conducted.

Findings

The analysis illustrates how space, organization and technology are gradually designed and structured. Four interconnected and often concealed mechanisms that support triple design processes are identified: political tensions, unexpected twists, conflicting temporalities and arbitration measures.

Originality/value

The originality of the paper lies in breaking down the concept of design in three separate objects – organization, space and technology – and examining how these objects were conjointly problematized by an organization in transformation, whereas existing studies often investigate organization design, space design or technology design in isolation.

Details

International Journal of Managing Projects in Business, vol. 14 no. 3
Type: Research Article
ISSN: 1753-8378

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Abstract

Details

Freight Transport Modelling
Type: Book
ISBN: 978-1-78190-286-8

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