A neglected area of research in ODC is the turnaround of poorly performing firms such as those under bankruptcy protection. We researched 142 companies that attempted…
A neglected area of research in ODC is the turnaround of poorly performing firms such as those under bankruptcy protection. We researched 142 companies that attempted reorganization under bankruptcy protection between 1983 and 2003. Firms deployed one or more of four distinct strategies to turnaround: rationalizing existing resources, developing existing resources, generating new resources, and investing in future resources. Firms that generated new resources, and developed and rationalized existing resources, had the highest probability of emergence. Interestingly firms that sustained their turnaround post-emergence invested in future resources in addition to generating, developing, and rationalizing resources. Implications for ODC are discussed.
Much has been theorized about what change strategies to employ given particular types of organizational change. Organizational theorists have linked participative…
Much has been theorized about what change strategies to employ given particular types of organizational change. Organizational theorists have linked participative strategies with culture change, strategies based on logic and reason with new technology implementations, and power strategies with the introduction of new laws and legislation. However, to what degree are these suggested recommendations carried out in organizations? In this paper, we explored the extent to which change recipients perceive the use of theorist recommended strategies when undergoing specific types of organizational changes. Using survey research (N = 88), we investigated the perceived relationship between two components of change: change content and change strategy. The results partially follow the ideals proposed by previous theorists, but they also highlight a significant relationship between power-coercive strategies and episodic change events that is contrary to those ideals. For practitioners, our findings draw attention to the connection between change content and change strategy in the hope of offering some guidance to those change agents who must determine how to lead a particular change initiative. Additionally, since our investigation is original and exploratory, we incite future research aimed at understanding the congruency between change content and change strategy formulation.
Organization development is focused on implementing a planned process of positive humanistic change in organizations through the use of social science theory, action…
Organization development is focused on implementing a planned process of positive humanistic change in organizations through the use of social science theory, action research, and data-based feedback methods. The role of personality in that change process, however, has historically been ignored or relegated to a limited set of interventions. The purpose of this chapter is to provide a conceptual overview of the linkages between personality and OD, discuss the current state of personality in the field including key trends in talent management, and offer a new multi-level framework for conceptualizing applications of personality for different types of OD efforts. The chapter concludes with implications for research and practice.
How can leaders adopt a mindset that maximizes learning, remains responsive to short-term emergent opportunities, and simultaneously strengthens longer-term dynamic…
How can leaders adopt a mindset that maximizes learning, remains responsive to short-term emergent opportunities, and simultaneously strengthens longer-term dynamic capabilities of the organization? This chapter explores the organizational decisions and practices leaders can initiate to extend, strengthen, or transform “ordinary capabilities” (Winter, 2003) into enhanced improvisational competence and dynamic capabilities. We call this leadership logic the “jazz mindset.” We draw upon seven characteristics of jazz bands as outlined by Barrett (1998) to show that strategic leaders of business organizations can enhance dynamic capabilities by strengthening practices observed in improvising jazz bands.
A dominating view in the literature of organizational creativity is to treat the creativity as an ex post facto construct rather than a process that may be subject to…
A dominating view in the literature of organizational creativity is to treat the creativity as an ex post facto construct rather than a process that may be subject to systematic and thoughtful managerial practices. Drawing on Alfred North Whitehead's writing, the paper seeks to examine how creativity is conceptualized in the pharmaceutical industry.
This study is based on a series of interviews with managers and scientists in three pharmaceutical companies.
Although researchers and managers designate the role of organizational creativity as the most important strategic capability of the firm, there is almost no communication about it. The respondents point out a gap between understanding and action in the innovation process, i.e. what precedes it in new drug development. This gap is clearly illustrated – creativity is what makes the difference for the companies – but hardly anyone talks about it.
From a management perspective this paper concludes that organizational creativity in new drug development can become a more actionable concept by capturing images and narratives relevant to the organizational reality.
In contrast to the dominated individualistic centered view of creativity, this paper argues that creativity does not occur at a single point in time but is rather the outcome from a series of interconnected events and undertakings. A process‐based view of creativity can thus escape the misplaced concreteness that the mythology of creativity postulates. Whitehead's process philosophy may form a fruitful foundation from which organizational creativity can be understood and exploited.
This research contributes to understanding emotional and political challenges experienced by middle managers as they work with contradictions inherent in leading change…
This research contributes to understanding emotional and political challenges experienced by middle managers as they work with contradictions inherent in leading change from the middle. Focus group data from 27 such middle managers based in the UK indicate that, once they have been assigned roles and tasks for leading change, underlying dynamics and processes influence the degree to which they become capable (or unable) to shape and navigate that change. A proposed conceptual framework, illustrated by a case vignette, provides a base of existing knowledge for understanding and explaining these dynamics. We also construct a model of the key tensions that are integral to middle managers leading change. A further contribution to practice involves elaborating the importance of collaborative effort across hierarchical and vertical boundaries, despite emotional and political tensions that undermine middle managers’ roles as change agents.
The provisions of the Fertilisers and Feeding Stuffs Act, 1926, which came into force on July 1st, are based upon the recommendations of two committees which sat during 1923–25, the first of which suggested the general lines of the Act, while the second prepared the schedules of articles coming within its scope. Although the Act received Royal Assent in December, 1926, it has not been practicable to bring it into operation until the regulations governing such matters as methods of sampling and analysis, methods of marking parcels, and limits of variation, had been prepared and published. These regulations were published in draft form in February, 1928, and in their final form during May. The general purpose of the Act, like that of the Act of 1906 which it repeals, is to provide civil remedies in cases of misdescription of, and to prevent fraud in, fertilisers and feeding stuffs. Its scope is defined by means of schedules which may be extended or varied, whenever the need arises, by regulations. One of the principal objects in replacing the Act of 1906 by new legislation was to separate, as far as possible, civil proceedings and criminal proceedings, in order to encourage farmers to exercise their civil rights without involving their suppliers in police court proceedings. The “civil provisions” of the Act are those which enact that buyers of the fertilisers and feeding stuffs in common use shall be furnished with a warranty covering certain important points, and which, further, afford them the means of testing these warranties with a view to formulating a claim where they are not fulfilled. The first requirement of the Act is that every person who sells for use as a fertiliser or as a feeding stuff for cattle or poultry any article included in either the First or the Second Schedule to the Act shall give the purchaser a written statement (called the “ statutory statement”) showing :—
Organization development is often mourned as stagnant or perhaps dead, but most of these declarations seem to be insular, being supported primarily by anecdotal or survey…
Organization development is often mourned as stagnant or perhaps dead, but most of these declarations seem to be insular, being supported primarily by anecdotal or survey research among organization development scholars and practitioners. This exploratory study seeks a more objective understanding of the state of organization development by examining big data from the social media platform Twitter. Drawn from over 5.7 million tweets extracted through Twitter's Application Program Interface (API) during 2 months in 2018, this research approaches the state of organization development through a quantitative, abductive study utilizing social network analyses. Organization development is examined through its characteristics as a social network on Twitter and how it relates to and interacts with other familial networks from management and organization studies. Findings show that organization development is relatively inactive as a social network on Twitter, as compared to other familial networks, and the relationships between the organization development network and these familial networks tend to be ones of inequality. Organization development references familial networks much more than any of the familial networks reference organization development. This inequality in social media presence is particularly surprising since several of these familial networks were founded from the field and principles of organization development. We locate organization development's generalist status, as compared to familial networks' specialist status, as generating this interaction disparity drawing on recent research that suggests specialized fields fare better in times of rapid change compared to generalist fields. We discuss the potential for greater specialization of organization development with a reemphasis on its process philosophy and focus.
The purpose of this paper is to explore how Muslim men in Kuwait negotiate their luxury fashion consumption (considered a feminized practice in Kuwait) without…
The purpose of this paper is to explore how Muslim men in Kuwait negotiate their luxury fashion consumption (considered a feminized practice in Kuwait) without compromising their masculine identity.
The data were collected through 108 qualitative questionnaires and two unstructured in-depth interviews. Non-participant observations and informal conversations took place as part of an ongoing ethnographic study on luxury fashion consumption in Kuwait.
Within the feminized space of fashion, accessories (such as shoes, wallets, watches, sunglasses, etc.) seem to allow Muslim men an androgynous space (consumer constructions of gendered spaces to be equally masculine and feminine) to be fashionable yet maintain a masculine identity.
Further research may explore the negotiation of androgyny among men who consume luxury fashion clothing or conspicuously feminized fashion (such as jewellery and handbags) in highly gendered societies. Limitations include reliance on questionnaire data (lacks depth insights) and narrow consumer (Muslim men in Kuwait).
Marketers of luxury fashion brands in Kuwait should focus on fashion accessories when targeting males. Advertising needs to shift gender perceptions of traditionally feminine fashion (such as handbags or jewellery) towards androgyny to attract male consumers. Religiosity of consumers is an important segmentation basis, and Muslim men who are less religious may be more open towards fashion consumption.
This research proposes the notion of androgynous spaces, contributing to gender within marketing theory and practice.