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Social Movements can play an important role in societal change, and Social Movement Organizations (SMOs) are often carriers of those efforts. SMOs differ from traditional organizations in the goals they seek to accomplish and how they operate. Typically, within Social Movement literature, the unique internal organization forms have been understudied and usually do not attend to the socio-structural aspects of those processes. Using a Critical Race Theory/Intersectionality (CRT/I) lens and organizational theories, this study analyzes an ideologically driven SMO case dedicated to transformative change and the leadership of structurally marginalized people and communities, particularly women and people of color. Analysis of this case reveals unique organizational dynamics and particular ways that socio-structural patterns influenced every level of social movement-building and organizational practices.

Although significant research has examined the concept of transformational leadership, few studies have explored the indirect impact of transformational leadership on individual and organizational outcomes within the context of crisis. Accordingly, this study aims to advance our understanding of the indirect impact of transformational leadership on school performance and principals' work alienation within the context of the COVID-19 pandemic. In doing so, this study contributes to this developing stream of literature by hypothesizing the indirect effect of two relational resources, namely employee trust and relational coordination, which mediate the relationship between transformational leadership, school performance and principals' work alienation.

This study draws on a unique sample of 634 principals from Irish primary schools navigating the COVID-19 crisis. Structural equation modeling (SEM) was performed using Mplus 8.3 to test the hypothesized model.

Mixed findings emerged concerning the mediating process of relational resources and their impact on transformational leadership, school performance and principals' work-alienation. In particular, support is found for the critical role of principals whose transformational leadership style can help increase school performance. However, evidence suggests that employee trust does not mediate the relationship between transformational leadership and principals' work alienation.

This study provides several practical insights for education professionals, policymakers and HRM practitioners across each phase of the crisis management cycle. Firstly, regarding the pre-crisis stage, educational institutions should invest in targeted leadership development programs that prioritize relationship-building and effective communication among stakeholders. Second, during crises, the study emphasizes the role of relational resources in mediating the impact of leadership on school performance. Moreover, the study illustrates the importance of proactively cultivating strong connections with stakeholders, fostering timely, problem-solving-based communication. Finally, in the post-crisis phase, collaboration with government stakeholders is recommended to inform recovery policies.

This study makes several contributions to the literature on leadership and crisis management. First, this study adds new insights suggesting how principals as leaders influence school performance during crisis. Second, by adopting a relational perspective, this study suggests two types of relational resources (i.e. employee trust and relational coordination), as the mediators between transformational leadership, school performance and principals' work alienation. Third, this study moves the existing research on leadership during crisis forward by focusing on the functional effectiveness of leadership while focusing on the principals' work alienation during the pandemic.

The purpose of this paper is to propose a theoretical framework for the social pillar of lean (SPL), which is a neglected topic in the lean management literature.

The authors first identify shortcomings in research on the SPL that are attributable to neglect of relevant perspectives in organisational research. The authors then present a theoretical case outlining the factors that should be considered in SPL research, how they relate to one another and how they should be integrated in future studies of lean change implementation.

The theoretical framework for the SPL proposes a categorisation of factors and their relationships across levels of analysis that are relevant to the SPL. The inclusion of previously neglected perspectives, such as the relational coordination theory, within this framework offers new insights and directions for research.

By emphasising relationships, the SPL framework sheds light on the scale and complexity of the management challenges involved in lean implementation.

The proposed framework promises to enhance the efficacy of lean research by focussing on factors, such as relationships, that are most relevant to lean implementation.

At the beginning of the 21st century, multiple and diverse social entities, including the public (consumers), private and nonprofit healthcare institutions, government (public health) and other industry sectors, began to recognize the limitations of the current fragmented healthcare system paradigm. Primary stakeholders, including employers, insurance companies, and healthcare professional organizations, also voiced dissatisfaction with unacceptable health outcomes and rising costs. Grand challenges and wicked problems threatened the viability of the health sector. American health systems responded with innovations and advances in healthcare delivery frameworks that encouraged shifts from intra- and inter-sector arrangements to multi-sector, lasting relationships that emphasized patient centrality along with long-term commitments to sustainability and accountability. This pathway, leading to a population health approach, also generated the need for transformative business models. The coproduction of health framework, with its emphasis on cross-sector alignments, nontraditional partner relationships, sustainable missions, and accountability capable of yielding return on investments, has emerged as a unique strategy for facing disruptive threats and challenges from nonhealth sector corporations. This chapter presents a coproduction of health framework, goals and criteria, examples of boundary spanning network alliance models, and operational (integrator, convener, aggregator) strategies. A comparison of important organizational science theories, including institutional theory, network/network analysis theory, and resource dependency theory, provides suggestions for future research directions necessary to validate the utility of the coproduction of health framework as a precursor for paradigm change.

The purpose of this paper is to propose a theoretical framework for the social pillar of lean which can be used to direct future research into lean thinking.

Shortcomings in previous research are identified, factors to be considered are outlined and the relationships between these factors are examined.

A theoretical model was developed categorizing factors and their relationships within lean foundations, mediating variables and employee responses.

The SLP model provides a framework for an organization to use in the implementation of lean practices with a particular emphasis on relationships.

This paper has an original approach by focusing on factors which are most relevant to lean implementation such as factors.

This paper aims to explore the necessary mechanisms for coordination in complex industrial networks which are temporary in nature, known as temporary organisations (TOs).

The paper is based on two in-depth case studies conducted in the UK construction industry.

The paper outlines the necessary mechanisms for coordination in TOs – referred to as “scaffolding practices” – which ensure consistency (stability in terms of thinking and action), consensus (agreement) and co-constitutiveness (personal pledges and commitments).

The study provides practical implications for situations where actors create temporary organisational specific logics. This “logic” helps explain how actors are able to undertake tasks of finite duration where members lack familiarity and have competing loyalties.

The paper is novel in that it represents the first extant attempt to examine “temporary industrial organizations” where individuals from different (often competing) organisations collaborate on a task for a defined period and suggests how coordination may be achieved.

This study investigated the relationship between last-mile distribution or delivery (LMD) and commodity access through the mediating role of commodity availability and commodity security and the moderating effect of supply chain integration (SCI).

The study adopted the survey research design and employed the questionnaire instrument in collecting primary data from respondents in Eastern Regional Health Institutions in Ghana. The total number of valid responses received was 204. The partial least squares structural equation modeling (PLS-SEM) approach was adopted to analyze the relationship between the study variables.

The findings showed that there is a positive and significant relationship between LMD and commodity availability as well as LMD and commodity security. Moreover, while the relationship between commodity availability and commodity access is positive and significant, that between commodity security and commodity access is positive but insignificant. Furthermore, there is a positive and statistically significant relationship between LMD and commodity access. The study discovered that the interaction between LMD and commodity access is insignificant and negatively affected by SCI.

To the best of the authors' knowledge, no previous studies have empirically verified the effect of LMD on commodity access in the presence of mediating factors such as commodity availability and commodity security and SCI as the moderating factors.

Communication ineffectiveness inherent in the unique attributes of Mass Housing Project (MHP) features is well admitted in the body of literature. However, the understanding of the extent and nature of this influence of the unique features of MHPs requires an empirical insight. The aim of this paper is to identify the communication ineffectiveness induced by the unique features and delineate the implications of the findings for mass housing practitioners and stakeholders towards engendering effective communication performance.

Through a structured questionnaire survey, data were elicited from mass housing stakeholders and project team leaders. The data were subsequently analysed using structural equation modelling, and the communication effectiveness evaluation model was developed. Subsequently, the model was validated through a questionnaire survey on ten experienced mass housing practitioners, researchers and stakeholders.

The results revealed significant, moderate and weak effects of the unique features of MHP team communication performance. This suggests that the unique features of MHPs have varying degree of influence on the communication performance among project teams’ delivery. The findings provide practical, empirical insights and understanding into the inherent communication ineffectiveness on MHPs, and thus are very useful in communication management and planning in MHP’s delivery.

Against the backdrop of the need to gain an in-depth understanding of the inherent communication challenges towards improving communication performance in MHP delivery, the findings have rigorously revealed and provided clear insight into the nature of communication ineffectiveness inherent in the unique features of MHPs. The findings and insights provided by this study are thus useful for aligning communication management planning and strategies to the unique MHP environment to engender communication success. Practitioners can also use these findings towards the development of their communication behavioural skills and communication infrastructure for MHP delivery.

To investigate the influence of logistics and transportation workers’ perceptions of their management’s simultaneous safety and operations focus (or lack thereof) on related worker safety and operational perceptions and behaviors.

This multi-method research consisted of two studies. Study 1 aimed to establish correlational relationships by evaluating the impact of individual-level worker perceptions of operationally focused routines (as a moderator) on the relationship between worker perceptions of safety-related routines and workers’ self-reported safety and in-role operational behaviors using a survey. Study 2 aimed to establish causal relationships by evaluating the same conceptual relationships in a behavioral-type experiment utilizing vehicle simulators. After receiving one of four pre-task briefings, participants completed a driving task scenario in a driving simulator.

In Study 1, the relationship between perceived safety focus and safety behavior/in-role operational behavior was strengthened at higher levels of perceived operations focus. In Study 2, participants who received the balanced pre-task briefing committed significantly fewer safety violations than the other 3 treatment groups. However, in-role driving deviations were not impacted as hypothesized.

This research is conducted at the individual (worker) level of analysis to capture the little-known perspectives of logistics and transportation workers and explore the influence of balanced safety and operational routines from a more micro perspective, thus contributing to a deeper understanding of how balanced routines might influence worker behavior when conducting dynamic tasks to ensure safe, effective outcomes.

This article brings a new, broad conceptual framework to the quest for understanding dynamic capability in organizations (i.e., “managing on the edge of chaos”). This approach rests on two major ideas: (i) a duality–paradox perspective and (ii) new typologies of organizational learning (OL) and individual action/thinking. A case of radical innovation at Microsoft provides a multilevel stimulus. Understanding it requires a focus on two dualistic challenges. For use in future ODC research and practical assessment, this broad new conceptual framework includes: (i) collaboration as a central concept; (ii) duality–paradox as a key source of conflicts that can threaten collaboration; (iii) five types of OL, (iv) four types of individual action/thinking, including paradoxical thinking, and (v) the proposition that “golden dualities” can be created from once-troubling duality situations (where critical collaboration was in danger) which have been transformed from the metaphorical “odd (contentious) couple” into a “productive (collaborative) partnership.”