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1 – 10 of 18Ajay Mehra, Stephen P. Borgatti, Scott Soltis, Theresa Floyd, Daniel S. Halgin, Brandon Ofem and Virginie Lopez-Kidwell
Social networks are not just patterns of interaction and sentiment in the real world; they are also cognitive (re)constructions of social relations, some real, some imagined…
Abstract
Social networks are not just patterns of interaction and sentiment in the real world; they are also cognitive (re)constructions of social relations, some real, some imagined. Focusing on networks as mental entities, our essay describes a new method that relies on stylized network images to gather quantitative data on how people “see” specific aspects of their social worlds. We discuss the logic of our approach, present several examples of “visual network scales,” discuss some preliminary findings, and identify some of the problems and prospects in this nascent line of work on the phenomenology of social networks.
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Theresa M. Floyd and Wookje (UJ) Sung
Post-merger integration (PMI) success depends heavily on the social and cultural integration of the two legacy organizations. Given that organizational members work and exchange…
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Post-merger integration (PMI) success depends heavily on the social and cultural integration of the two legacy organizations. Given that organizational members work and exchange information through social relationships, social network analysis can serve as a useful tool to identify key actors, address areas of concern, and measure PMI success. However, few PMI studies have employed a social network perspective or social network analysis. In this chapter, the authors review the current literature on PMI and organizational change, including the few studies that use social networks approach. The authors also identify recent developments in social networks and organizational change research that can improve our understanding of PMI processes and propose promising avenues for future research. Further, the authors identify obstacles for social network research on PMI and provide practical advice for overcoming them.
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Theresa M. Floyd, Charles E. Hoogland and Richard H. Smith
In this chapter, we explore the implications of benign and malicious envy in the workplace and suggest methods by which leaders can manage the situational context to minimize…
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In this chapter, we explore the implications of benign and malicious envy in the workplace and suggest methods by which leaders can manage the situational context to minimize negative responses to envy and promote positive responses. We argue that three aspects of the organizational context are especially influential in the development of envy: perceptions of fairness, employees’ feelings of control over their situation, and organizational culture. All three impact whether felt envy will be benign or malicious. In addition, the right organizational culture can prevent any feelings of malicious envy from leading to undesirable behaviors. We suggest that by fostering justice, promoting employee feelings of control, and exemplifying an ethical organizational culture leaders can manage the manifestation of envy and resulting behaviors in a positive direction.
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Theresa Goecke, Björn Michaelis and Lars Schweizer
Firms pursue merger and acquisitions in order to gain valuable resources from acquired companies, including employee-held know-how and culture. This study aims to identify reasons…
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Firms pursue merger and acquisitions in order to gain valuable resources from acquired companies, including employee-held know-how and culture. This study aims to identify reasons employees choose to stay or leave in reaction to acquisitions. Seventeen employees involved in two major acquisitions in the software industry were interviewed for this qualitative study that goes beyond classical turnover variables to indicate that turnover or retention decisions depend on highly critical acquisition-specific variables such as leadership behavior, contact with new colleagues, or appreciation from the acquirer. We develop an acquisition-specific turnover model as a basis for further research on acquisition-specific turnover and to provide guidelines for practitioners dealing with retention and turnover during acquisitions.
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Institutional racism is usually defined in terms of the “collective failure of an organization to provide an appropriate and professional service to people because of their color…
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Institutional racism is usually defined in terms of the “collective failure of an organization to provide an appropriate and professional service to people because of their color, culture, or ethnic origin.” However, my analysis of leadership theories in the educational context, and the policies and practices in developing leaders of educational settings, as well as the management of educational provision in a locality, would evidence that “collective failure” masks the design that is present in the current educational context of England. This chapter is based on original research, which utilizes Critical Race Theory and a mixed methods approach. My research data evidences that discrimination on an individual, institutional, and structural level is prevalent in the leadership of children's learning. The extent of under-representation in leadership can only be explained in that it is designed. Policies that further deregulate and fragment the provision of education through schools and allied support structures only exacerbate this situation and therefore maintain White male supremacy in the leadership of children's learning.
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