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1 – 10 of 989Stanford contributed significantly to the organizational culture movement that occurred in organization studies from 1970–2000. This chapter traces developments at Stanford and…
Abstract
Stanford contributed significantly to the organizational culture movement that occurred in organization studies from 1970–2000. This chapter traces developments at Stanford and puts the contributions of its researchers and scholars in the context of the many influences that shaped the study of organizational culture during this period. In addition to the historical account, there is speculation about why the culture movement at Stanford more or less ended but might yet be revived, either by those studying institutionalization processes or by those who resist them.
Peter J. Frost and Carolyn P. Egri
Having a good idea, product or system is often not enough to ensurethe adoption and diffusion of an innovation. Using an organisationalpower and politics perspective, several…
Abstract
Having a good idea, product or system is often not enough to ensure the adoption and diffusion of an innovation. Using an organisational power and politics perspective, several published accounts of product and administrative innovation are analysed. The interplay of political tactics or games are found to be present at both the observable surface level and the deep structural level of power relationships in all areas of activity – individual, group, organisational and societal. The viability of two overall political influence strategies, “asking for forgiveness” versus “seeking permission” are contrasted in terms of their implications for the eventual success or failure of a proposed product or administrative innovation. Several propositions and future research directions which focus on the political nature and processes of innovation are suggested.
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Peter J. Frost and Carolyn P. Egri
Having a good idea, product or system is often not enough to ensurethe adoption and diffusion of an innovation. Using an organisationalpower and politics perspective, several…
Abstract
Having a good idea, product or system is often not enough to ensure the adoption and diffusion of an innovation. Using an organisational power and politics perspective, several published accounts of product and administrative innovation are analysed. The interplay of political tactics or games are found to be present at both the observable surface level and the deep structural level of power relationships in all areas of activity – individual, group, organisational and societal. The viability of two overall political influence strategies, “asking for forgiveness” versus “seeking permission” are contrasted in terms of their implications for the eventual success or failure of a proposed product or administrative innovation. Several propositions and future research directions which focus on the political nature and processes of innovation are suggested.
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Andre S. Avramchuk, Michael R. Manning and Robert A. Carpino
Recent emphasis in research and theory building on compassion in organizations has not yet received sustained attention by organization development and change scholarship…
Abstract
Recent emphasis in research and theory building on compassion in organizations has not yet received sustained attention by organization development and change scholarship. Compassion at work, however, has been reported as instrumental in coaching, ad hoc organizing, prosocial behavior during challenging times, and other processes central to developing and changing organizations. It also has been theorized to bring about an untapped organizational capability, contribute to fostering a climate of workplace forgiveness, and to facilitate development of social entrepreneurship. In this essay, we begin to outline what the recent advances in the compassion literature offer researchers and practitioners of organization development and change. We briefly review how compassion is defined across different contexts, how it can be seen through a positive lens and within broader lines of inquiry on social and emotional dynamics at work, and how interpretive approaches to studying compassion might fit with the study of change. Seeing compassion scholarship as more than a specialized trend in positive organizational behavior, we offer ample opportunities for diverse and novel inquiry into development and change at work.
Peter J. Frost and Carolyn P. Egri
Proposes that there are parallels between the roles of shamans in theircommunities and the roles which organizational change and developmentconsultants can play in guiding…
Abstract
Proposes that there are parallels between the roles of shamans in their communities and the roles which organizational change and development consultants can play in guiding organizational transformations. Presents fundamental assumptions underlying the shamanic perspective on transformational change and utilizes them to understand the problems resulting from a large‐scale organizational change programme undertaken in one organization. Illustrates the importance of adopting an integrative holistic approach in order to enhance the long‐term viability and success of any organizational change and development intervention. Closes with a discussion of the ways in which organizational change and development consultants can and do act in shamanic ways.
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James G. March, Richard M. Burton, Peter Frost, Barry Staw, Anne Huff, David M. Boje, Larry E. Pate, Michael Moch, Steven Kerr, Ray Zammuto, David Whetten and Dawn (Pondy) Mulligan
Some of Lou Pondy′s closest colleagues were invited to submitletters and articles, as a starting point for this special issue. Manyletters were received from leading scholars at…
Abstract
Some of Lou Pondy′s closest colleagues were invited to submit letters and articles, as a starting point for this special issue. Many letters were received from leading scholars at some of the most respected institutions in the world, capturing Lou′s human qualities and his unique analytic style. A selection of these letters are included here.
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Jacob Guinot, Sandra Miralles, Alma Rodríguez-Sánchez and Ricardo Chiva
Based on a new management paradigm rooted on care and compassion, this study explores the consequences of compassion at work on organizational learning and firm performance.
Abstract
Purpose
Based on a new management paradigm rooted on care and compassion, this study explores the consequences of compassion at work on organizational learning and firm performance.
Design/methodology/approach
Structural equation modeling (SEM) was employed to analyze the research model by using data from two different samples.
Findings
Results confirm that compassion increases firm performance through organizational learning capability; however, compassion do not enhances directly firm performance.
Research limitations/implications
The study findings indicate that when compassion is propagated among organizational members, organizations are better able to learn so they obtain a competitive advantage that is difficult to imitate and leads to higher firm performance.
Originality/value
This study takes a step forward on literature by providing empirical evidence for a promising area of management research such is compassion in organizations.
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Marta B. Calás and Linda Smircich
Since the late 1980s we’ve been inspired by feminist theorizing to interrogate our field of organization studies, looking critically at the questions it asks, at the underlying…
Abstract
Since the late 1980s we’ve been inspired by feminist theorizing to interrogate our field of organization studies, looking critically at the questions it asks, at the underlying premises of the theories allowing for such questions, and by articulating alternative premises as a way of suggesting other theories and thus other questions the field may need to ask. In so doing, our collaborative work has applied insights from feminist theorizing and cultural studies to topics such as leadership, entrepreneurship, globalization, business ethics, issues of work and family, and more recently to sustainability. This text is a retrospective on our attempts at intervening in our field, where we sought to make it more fundamentally responsive to problems in the world we live in and, from this reflective position, considering how and why our field’s conventional theories and practices – despite good intentions – may be unable to do so.
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Larry E. Pate and David M. Boje
This article introduces the contributions made by a leadingmanagement scholar (Lou Pondy) and discusses ways he responded as amentor to the questionings of his many students.
Abstract
This article introduces the contributions made by a leading management scholar (Lou Pondy) and discusses ways he responded as a mentor to the questionings of his many students.
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