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1 – 10 of over 1000The purpose of this paper is to investigate the organizing practices of a Lakota Sun Dance, and to contribute to the literature on rituals and ceremonies in organizational…
Abstract
Purpose
The purpose of this paper is to investigate the organizing practices of a Lakota Sun Dance, and to contribute to the literature on rituals and ceremonies in organizational culture.
Design/methodology/approach
The researcher acted as participant-as-observer during this extended ceremony. Fieldnotes capturing observations and informal interviews with Lakota elders were the source of data as recording devices were not permitted on the Sun Dance grounds. Observations were conducted for approximately 45 hours over the course of five days.
Findings
The Lakota Sun Dance can be understood through organizational theory, particularly through a unique integration of the concepts of agency, loosely coupled systems, and just-in-time organizing. The current research highlights the role of agency in organizational ceremonies.
Originality/value
This research offers a thick description of the organizing practices of an extended Lakota ceremony. The integration of traditional Lakota organizing principles with modern organizational theory is absent from the literature, and offers a unique perspective on organizing from a non-Western perspective.
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Multiculturalism is now one of the greatest challenges in the Western society. It supposes a deeper awareness of the various cultures involved in a given society. Of course, the…
Abstract
Multiculturalism is now one of the greatest challenges in the Western society. It supposes a deeper awareness of the various cultures involved in a given society. Of course, the well‐known cultural and ethnic groups must basically be involved in such a social change. But, since the arising and growth of business ethics as a field of research, the business world as a social institution has revealed itself as a complex network of subcultures. So, the “organizational culture” has become an “a priori concept” in business ethics. Although many researches deal with corporate culture, very few authors emphasize its structural elements. A systemic view of the organizational culture expresses how we cannot develop a corporate ethics without at least a “fore‐understanding” or, at best, a critical judgment on the organizational culture of a given corporation. I will describe the four subsystems of the organizational culture and their ethical implications.
This article examines how meaning comes about through the symbolic interactions of organizational members. The article also explores the power dimension of creating and sustaining…
Abstract
This article examines how meaning comes about through the symbolic interactions of organizational members. The article also explores the power dimension of creating and sustaining corporate meaning and proposes that leaders are well‐positioned to influence shared organizational meaning (culture). Specific attention is given to symbolic devices which corporate leaders can use to both craft and sustain meaning structures. Communicative implications for leaders who desire to craft corporate meaning are provided. Suggestions for research contributing to the verification and critical examination of shared corporate meaning are put forward.
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The article focuses on varying protest intensities of social movement activists in an authoritarian political environment. Drawing on a sample of participants in El Salvador's El…
Abstract
The article focuses on varying protest intensities of social movement activists in an authoritarian political environment. Drawing on a sample of participants in El Salvador's El movimiento popular, the paper examines how structural location in the resistance movement's multi-sectoral organizational infrastructure shapes the level of participation. Those motivated by state repression and maintaining multiple or cross-sectoral organizational ties exhibited higher levels of protest participation. The findings suggest that more attention be given to how the multi-sectoral network structure of opposition coalitions induces micro-mobilization processes of individual participation in high-risk collective action.
Theoretical development and integration in organizational learning and learning organizations are currently impeded by three conceptual issues—issues of definition, of bridging…
Abstract
Theoretical development and integration in organizational learning and learning organizations are currently impeded by three conceptual issues—issues of definition, of bridging cognitive and behavioral perspectives, and of linking individual and organizational learning. This paper reviews these issues and suggests how they may be reconciled.
The understanding of strategic learning processes seems to be fragmented and tangled in many disciplines. To construct a meaningful understanding of strategic learning, various…
Abstract
Purpose
The understanding of strategic learning processes seems to be fragmented and tangled in many disciplines. To construct a meaningful understanding of strategic learning, various disciplines were reviewed and synthesized, and a strategic learning model was developed based on the analysis of previous models. The purpose of this paper is to provide a deeper understanding of underlying theories of strategic learning and its model.
Design/methodology/approach
The theory of strategic learning is an evolving theory so that first, the literature that helps conceptualize the strategic learning, second, the founding pieces of the literature that composite the theory; and third, the most emerging literature in the strategy discipline are selected to explain the strategic learning model. Based on the thorough review of the literature, new conceptual model of strategic learning is introduced.
Findings
In both strategy literature and organizational literature, the existing strategic learning models can be evaluated to fully capture the distinctive aspects of learning in strategy process. Various learning theories are encompassed to construct the model.
Research limitations/implications
This extended strategic learning model requires empirical testing to identify dimensions of strategic learning.
Practical implications
The extended strategic learning model will be useful to bring about strategic change, conversation, and behavior.
Originality/value
This conceptual model integrates many theories and important concepts. The foundational theories identified in this study also open up new research ideas for scholars using both quantitative and qualitative approaches.
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David G Allen, Robert W Renn and Rodger W Griffeth
As more companies and employees become involved in telecommuting, researchers and managers will need to understand the effects of this relatively new working arrangement on the…
Abstract
As more companies and employees become involved in telecommuting, researchers and managers will need to understand the effects of this relatively new working arrangement on the work perceptions and behaviors of the individual telecommuter. The extant empirical literature provides mixed results and is limited by a lack of theory; consequently, neither researchers nor managers can rely on this literature for clear direction on how telecommuting will likely affect individual telecommuters. There is a critical need for theoretical frameworks to guide research on how telecommuting may affect the telecommuter’s job perceptions, working relations, and work outcomes. We present a multi-dimensional framework of telecommuting design, and focus on how telecommuting design may affect the telecommuter’s work environment and outcomes through its effects on the social system of the telecommuter, autonomy and self-management opportunities and requirements, and role boundaries, particularly in terms of the work and non-work interface. Our goal is to provide a framework to assist managers and researchers in systematically addressing questions of how to design telecommuting arrangements to maximize their potential benefits while minimizing their potential drawbacks.
Loi Anh Nguyen, Rebecca Evan, Sanghamitra Chaudhuri, Marcia Hagen and Denise Williams
Organizations increasingly use inclusion initiatives to reflect a meaningful involvement of their entire workforce as part of their larger diversity, equity and inclusion (DEI…
Abstract
Purpose
Organizations increasingly use inclusion initiatives to reflect a meaningful involvement of their entire workforce as part of their larger diversity, equity and inclusion (DEI) strategies. However, the conceptualization of inclusion and its impact on larger DEI efforts and the organization remains unclear, coupled with the organizations’ struggles to find ways to embrace and advance inclusion. Hence, the purpose of this study is to synthesize ways of inclusion conceptualizations and review empirical evidence related to inclusion.
Design/methodology/approach
The authors conducted a literature review using the method of scoping review coupled with topical cluster mapping techniques.
Findings
The authors captured three ways of inclusion conceptualizations and provided an overview of topic clusters related to inclusion and its measurement tools. The authors also proposed a path model of inclusion based on emerging empirical evidence related to inclusion in the workplace.
Originality/value
To the best of the authors’ knowledge, this is one of the pioneering efforts to provide a much-needed review of inclusion in the workplace, which provides guidance for further research and practice to fulfill the goal of inclusion for all in the current workplace.
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In common with other public sector bodies, the police service recognises that the development of leadership capability amongst its workforce is key to improving levels of both…
Abstract
In common with other public sector bodies, the police service recognises that the development of leadership capability amongst its workforce is key to improving levels of both performance and service delivery. The recently developed Police Leadership Qualities Framework lays out a clearly defined model of leadership, and is underpinned by a framework of values and behaviours that enable that model to be developed in practice. This paper expands on one of the key underlying principles of the model that leadership is evident at all ranks and grades of the service, and is a skill that can be developed. This article postulates that each individual has their own ‘leadership space’ which it is important they are able to fill effectively. Individual and organisational failings often occur when this ‘space’ is not properly filled ‐ through lack of skill, development opportunity or experience. The paper considers a cognitive and behaviourist approach to learning and explores some of the ways in which leadership capability is developed in the police service.
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Kimberly Buch and Jack Aldridge
This article identifies the psychological and behavioural effectsassociated with corporate downsizing and the managerial challenges theypresent. These challenges include renewing…
Abstract
This article identifies the psychological and behavioural effects associated with corporate downsizing and the managerial challenges they present. These challenges include renewing psychological contracts, reversing threat‐rigidity tendencies, building post‐downsizing teams, and creating new corporate cultures. A strategy for matching specific Organisation Development (OD) interventions to each challenge is proposed which might aid managers and consultants in providing interventions best suited to the needs of each organisation.
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