Search results

Complex organizations increasingly rely on middle managers as strategic linking-pins between the top and bottom levels of the organization. Using social identity theory and commitment theory as the foundation, this study evaluates a management and leadership development program (MLDP) intended to engage middle managers as strategy creators and implementers. We also evaluate the cascading effects of leadership development by assessing changes in subordinates' identification with the leader, and commitment to the work unit and organization.

Using a sample of 107 manager participants and 913 of their subordinates, this study measures differences in both manager and subordinate identification and commitment prior to and after the completion of a 6 months strategically oriented MLDP.

Despite the organizations' best intentions, manager identification with and commitment to the organization decreased after completion of the MLDP. Similarly, subordinates identification with the leader and commitment to the organization also decreased at Time 2.

The results paint a complex picture of the nuances of social identification as an outcome of MLDPs, and problematize the notion of cascading effects on subordinates within the organization. Researchers are encouraged to further examine organizational attitudes and perceptions as outcomes of MLDPs.

Suggestions are offered regarding how practitioners can manage strategically oriented MLDPs in order to avoid identity confusion and promote strategic action.

Strategically oriented MLDPs are increasingly popular in organizations. This study is one of the first to evaluate the theoretical mechanisms through which these programs may affect managers and problematize these effects for complex organizations.

The purpose of this paper is to evaluate a leadership program in a way that captures leadership self-efficacy, political skills (PS) and resilience in the form of indicators of health and well-being that would have relevance for leadership roles in turbulent organizations.

The design was quasi-experimental with pre- and post-measurement with unequal controls. Measurement was made through a mail survey before and after the leadership development program. n=107.

Program participants differed from the control group in the post-measurement in that they reported higher levels on leadership self-efficacy and had better health compared to a year earlier.

Concepts like leadership self-efficacy, PS and measures of health and well-being can be used to operationalize and measure broad and contextually relevant outcomes of leadership development.

Evaluation of leadership development can benefit from including these more psychologically relevant and generic outcomes.

The study illustrates how psychologically based concepts can help to elucidate key outcomes of leadership development that can be critical for meeting the challenges in the turbulent and fluid work situation managers currently meet.

The purpose of this paper is to examine the managerial implications of adopting a design attitude to organizational change.

Based on an ethnographic study of a merger, the paper investigates the intricate interplay between architectural design and organizational change in the context of physically relocating an organization to a new office building. Emphasis is given to the socio-materiality of this double design process.

The data suggests that taking a design attitude toward managing organizational change can allow different actors to participate in organizational design processes, releasing management from its traditional role as the keeper of the design solution.

Although based on a single case, the paper provides insights into the socio-materiality of organizational change that is relevant in other settings where developing new collective understandings of change processes are needed.

A design attitude allows for multiple contributions to organizational change processes that can help reduce anxiety among those involved. The approach calls for openness, experimentation and the ability to balance different concerns. It can provide new ways of attending to resistance and produce valuable inputs to shaping organizations.

This study contributes to the growing research on the role of material artifacts in organizational studies by providing a detailed account of organizational change as a socio-material achievement.

The purpose of this paper is to explore and describe the perspective of the management group regarding how they reasoned when deciding to engage in a model focussing on systematic work environment management, and what motives that influenced their decision.

This qualitative study with semi-structured interviews includes 18 representatives from the management groups in 18 Swedish municipalities. Data were analysed with a constant comparative method.

The participants described two aspects that were of importance when making the decision; establishing commitment before making the decision and establishing strategies to legitimise the decision. Furthermore, they expressed motives that were linked both to their individual expectations and wishes and to policies and facts in their organisations. The participants experienced the model as a valuable tool in their organisations to increase employee participation and to provide structured support to their first-line managers.

The managers’ motives were linked to individual expectations and external directives. These were often intertwined and influenced their decisions. When implementing this type of model, it is important to discuss decisions in a larger group to avoid building an organisational initiative on one person’s expectations. Furthermore, it is important to support the management’s work to establish commitment for the model in the municipal organisation.

This study adds to knowledge of the complexity of deciding and implementing models to support systematic work environment management in organisations.

This paper provides a selective survey of the panel macroeconometric techniques that focus on controlling the impact of “unobserved heterogeneity” across individuals and over time to obtain valid inference for “structures” that are common across individuals and over time. We consider issues of (i) estimating vector autoregressive models; (ii) testing of unit root or cointegration; (iii) statistical inference for dynamic simultaneous equations models; (iv) policy evaluation; and (v) aggregation and prediction.

Evasive entrepreneurs innovate by circumventing or disrupting existing formal institutional frameworks. Since such evasions rarely go unnoticed, they usually lead to responses from lawmakers and regulators. The paper aims to discuss this issue.

The authors introduce a conceptual model to illustrate and map the interdependencey between evasive entrepreneurship and the regulatory response it provokes. The authors apply this framework to the case of the file sharing platform The Pirate Bay, a venture with a number of clearly innovative and evasive features.

The platform was a radical, widely applied innovation that transformed the internet landscape, yet its founders became convicted criminals because of it.

Applying the evasive entrepreneurship framework to this case improves the understanding of the relationship between policymaking and entrepreneurship in the digital age, and is a first step toward exploring best responses for regulators facing evasive entrepreneurship.

Additive manufacturing (AM) has the potential to transform the organisation of all the activities carried out by firms. The growing diffusion of these technologies is increasingly challenging multinational enterprises to reinvent their businesses. Accordingly, many scholars argue that AM may reduce countries’ participation in global value chains (GVCs) or, at least, affect GVCs’ geography, length and further developments. However, so far, the lack of available data on the real worldwide diffusion of these technologies has precluded the possibility to study this phenomenon from an empirical standpoint.

This study investigates AM technologies, with a particular focus on their possible impact on GVCs, in the framework of the current debate in international business. In order to examine this relationship and overcome the lack of adoption data, the authors identify a potential proxy of AM diffusion – that is, patenting activity. Coherently, the authors employ this proxy and a country-level measure of GVC participation (i.e., the Share of Re-Exported Inputs on Total Imported Inputs) to empirically investigate the role of AM in influencing countries’ participation to GVCs. This country-level analysis is focussed on three specific industries and the aggregate economy in 58 countries for the period 2000–2014.

The results show that AM decreases a country’s participation in GVCs, both at the country level and, in particular, in the sectors which are more likely to be affected by AM technologies. This evidence suggests that this phenomenon might be induced by a decreasing reliance on intermediates processed abroad, hence an increasing importance of domestic goods, manufactured via AM.

Politeness rituals can be understood as socially facilitative, performative speech acts that operate at the meso-level of Goffmanian interaction order, translating macro-level cultural scripts into micro-social action. Whereas previous research has focused on individual face-saving, this chapter examines the implications of politeness for the group face of speech communities, demonstrating the concept of collective facework. Taking Swedish culture as an example, I observe a tension between two sets of rules: the Nordic code of Jante Law, which frowns upon boasting and encourages humility, and the values of honesty and conversational directness. This is dramaturgically resolved through polite forms of talk, such as strategic reticence and sanctioning verbal domination. These interaction rituals perform collective facework to address negative and positive collective face needs.