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This conceptual chapter, based on literature review, aims to elaborate an integrative approach to the study of cultural differences/convergence within and across the…
This conceptual chapter, based on literature review, aims to elaborate an integrative approach to the study of cultural differences/convergence within and across the borders of Eastern European countries, in order to conciliate the two theoretical perspectives prevailing in the debate on cultural diversity management: the emic and the etic theoretical stances.
This chapter tries to propose a ‘third way’ to cultural analysis that includes the two perspectives, within a wider and complex multiparadigmatic and pluralistic framework, with a specific focus on Eastern European cultures.
Eastern European countries represent a sort of ideal construction that includes several countries, characterized by different trajectories and heritages: Catholic versus Orthodox religions, Slavic versus non-Slavic identities, Capitalistic versus Former Soviet Union values, etc. In spite of the renovated interest towards the regional area of Eastern Europe, empirical data show that there are significant differences in the distribution of cultural values, among national clusters. On the other hand, it is very difficult to say that Eastern European countries should be considered separate sociocultural entities, without any point of contact among other.
The main assumption of this chapter is that to better understand sociocultural dynamics within and across Eastern European countries, it is necessary to go beyond cultural mapping, in search of a more complex theoretical and methodological approach.
This approach may help to conciliate the apparent paradoxes emerging from the comparison of data related to Eastern European national clusters, providing a more complex and deep view of cultural phenomena, within and outside organizational and national boundaries.
The aim of this paper is threefold: to provide a framework for a better understanding of the relationship between creativity, knowledge creation/sharing, and…
The aim of this paper is threefold: to provide a framework for a better understanding of the relationship between creativity, knowledge creation/sharing, and organizational change; to define the key elements at individual and collective level that may contribute to the development of organizational spaces that favour a climate for creativity and knowledge creation as precondition of “emergent change”; and to contribute to the development of a multi-perspective approach to creativity and knowledge creation in twenty-first century organizations.
The paper begins with a review of the emergent non-linear change theories and the change-related processes of knowledge creation. It uses the metaphor of dance to explore the relationship between emergent change and knowledge creation and sharing, and identifies the main factors that may impact this relationship.
The authors' framework suggests that the identified factors act as precondition to emergent change. These factors are critical for change management in organizations operating in today's chaotic environment.
The authors' framework suggests that the identified factors act as precondition to emergent change. These factors are critical for change management in modern organizations. The authors propose guidelines and provide examples how to manage work spaces and facilitate the organizational dance.
Even though the academic literature already offers some evidence about the role and the centrality of spontaneous change, this paper provides a systematic, multi-perspective approach to the understanding and management of social, cultural and individual characteristics of bottom-up organizational change, focusing on its fundamental aspects of creativity and knowledge creation.
This exploratory study investigates the relationship between affective climate and creativity as contributing factors to knowledge creation in organizations…
This exploratory study investigates the relationship between affective climate and creativity as contributing factors to knowledge creation in organizations. Organizational creativity represents a source of new task-related ideas, implemented in the form of innovation. We argue that creativity is inherently linked to the process of knowledge creation embedded in the organizational context and related to social interaction. Our study identified several affective conditions that appear to be present when the professional environment supports creativity. These findings suggest that affective climate does influence the organizational setting, fostering or inhibiting organizational creativity.
Important demographic changes are causing organizations and teams to become increasingly age-diverse. Because knowledge sharing is critical to organizations’ long-term…
Important demographic changes are causing organizations and teams to become increasingly age-diverse. Because knowledge sharing is critical to organizations’ long-term sustainability and success, both researchers and practitioners face a strategic dilemma: namely, finding ways to cultivate greater knowledge sharing among different age cohorts.
In this chapter, we claim that age diversity adds relevant opportunities and distinct challenges. On one hand, it increases demands for effective knowledge sharing: Employees of different ages are likely to hold diverse knowledge and capabilities that may be lost and/or poorly exploited if they are not effectively shared. On the other hand, age differences can activate age-related stereotypes and foster the formation of age subgroups, which can hamper social integration, communication, and ultimately, knowledge sharing.
Building on these insights, this chapter looks at the role of the human resource management (HRM) system as a key facilitator of effective knowledge sharing in age-diverse organizations. To this end, the chapter focuses on HR planning, training and development, performance appraisal, and reward systems, each of which can be used to develop the motivations, norms, and accountability structures that encourage employees of different ages to bridge their differences and integrate their unique perspectives and knowledge. This chapter suggests ways of tailoring HRM practices to unlock the benefits of age diversity, which may help organizations exploit and capitalize on the knowledge-based resources held by their younger and older employees.
The chapters in this volume are drawn from the best contributions to the 2008 International Conference on Emotion and Organizational Life held in Fontainebleau, France. (This bi-annual conference has come to be known as the “Emonet” conference, after the listserv of members). In addition, these referee-selected conference papers were complemented by additional, invited chapters. This volume contains six chapters selected from conference contributions for their quality, interest, and appropriateness to the theme of this volume, as well as seven invited chapters. We again acknowledge in particular the assistance of the conference paper reviewers (see appendix). In the year of publication of this volume, the 2010 Emonet conference will be held in Montreal, Canada, in conjunction with the annual meeting of the Academy of Management, and will be followed by Volumes 7 and 8 of Research on Emotions in Organizations. Readers interested in learning more about the conferences or the Emonet list should check the Emonet website http://www.emotionsnet.org.
David Ahlstrom is a professor at The Chinese University of Hong Kong. He obtained his PhD in management and international business in 1996, after having spent several years in start-up firms in the data communications field. His research interests include management in Asia, entrepreneurship, and management and organizational history. He has published over 60 peer-reviewed articles in journals such as the Strategic Management Journal, Academy of Management Review, Journal of International Business Studies, Journal of Business Venturing, and Asia Pacific Journal of Management. He also co-authored the textbook International management: Strategy and Culture in the Emerging World. He has served on the editorial boards of the Journal of International Business Studies and Journal of Small Business Management in addition to APJM. Professor Ahlstrom has guest edited two special issues of Entrepreneurship: Theory & Practice. At APJM, he has also guest edited two special issues (turnaround in Asia in 2004 and Managing in Ethnic Chinese Communities, forthcoming in 2010), and served as a senior editor during 2007–2009. He became editor-in-chief of the Asia Pacific Journal of Management in 2010.