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Article
Publication date: 20 May 2022

Tomas Backström and Rachael Tripney Berglund

The study objectives were to (1) identify if providing solution-focused interaction training enables managers and employees to develop and implement actions to improve their…

Abstract

Purpose

The study objectives were to (1) identify if providing solution-focused interaction training enables managers and employees to develop and implement actions to improve their psychosocial work environment and (2) test a recontextualization of the psychosocial work environment as social structures affecting members of the workplace and verify if social interactions effectively change the local psychosocial work environment.

Design/methodology/approach

The intervention involved training managers, supervisors and employees in solution-focused interaction. This study used a controlled interrupted time-series design, with an intervention and control group (CG) and pre- and post-measurements.

Findings

The psychosocial work environment improved, indicating that the training led to better social interactions, contributing to changes in the social structures within the intervention group (IG). Collective reflection between participants in the take action phase was the key to success. The recontextualization uncovered these mechanisms.

Research limitations/implications

The present study supports a recontextualization of the psychosocial work environment as primarily decided by social structures that emerge in recurrent interactions within work teams. The same social structures also seem to be important for other features of the production system, like job performance.

Practical implications

Training designed to enable high-quality social interactions, like dialogue and collective reflection, has proven to be effective in changing social structures. Moreover, managers may need training in facilitating the collective reflection between participants. Increased focus on social interactions within work teams is suggested for future study of organizational change processes, psychosocial work environment and practical psychosocial work environment management.

Originality/value

The intervention was delivered in the preparation phase to enable an effective take action phase. Both phases are less studied in psychosocial risk assessments research. The recontextualization has never been fully used in psychosocial research.

Open Access
Article
Publication date: 24 September 2019

Peter E. Johansson, Helena Blackbright, Tomas Backström, Jennie Schaeffer and Stefan Cedergren

The purpose of this paper is to increase the understanding regarding how managers attempt to make purposeful use of innovation management self-assessments (IMSA) and performance…

1248

Abstract

Purpose

The purpose of this paper is to increase the understanding regarding how managers attempt to make purposeful use of innovation management self-assessments (IMSA) and performance information (PI).

Design/methodology/approach

An interpretative perspective on purposeful use is used as an analytical framework, and the paper is based on empirical material from two research projects exploring the use of IMSA and PI in three case companies. Based on the empirical data, consisting of interviews and observations of workshops and project meetings, qualitative content analysis has been conducted.

Findings

The findings of this paper indicate that how managers achieve a purposeful use of PI is related to their approach toward how to use the specific PI at hand, and two basic approaches are analytically separated: a rule-based approach and a reflective approach. Consequently, whether or not the right thing is being measured also becomes a question of how the PI is actually being interpreted and used. Thus, the extensive focus on what to measure and how to measure it becomes edgeless unless equal attention is given to how managers are able to use the PI to make knowledgeable decisions regarding what actions to take to achieve the desired changes.

Practical implications

Given the results, it comes with a managerial responsibility to make sure that all managers who are supposed to be engaged in using the PI are given roles in the self-assessments that are aligned with the level of knowledge they possess, or can access.

Originality/value

How managers purposefully use PI is a key to understand the potential impact of self-assessments.

Details

International Journal of Quality & Reliability Management, vol. 36 no. 10
Type: Research Article
ISSN: 0265-671X

Keywords

Article
Publication date: 17 April 2009

Tomas Backström

The generation of resources is a central issue for the sustainability of companies. The purpose of this paper is to deal with two research questions: “Is decentralized generation…

1186

Abstract

Purpose

The generation of resources is a central issue for the sustainability of companies. The purpose of this paper is to deal with two research questions: “Is decentralized generation of resources a possible way to reach sustainability in modern work life?” and “What prerequisites must be formed by organizations and managers to reach decentralized generation of resources?”

Design/methodology/approach

The theoretical basis for this discussion is the complex adaptive systems theory. Three requirements for sustainable decentralized resource production are deduced: worker's autonomy, worker's integration in the organization, and demands on increased fitness. The empirical basis for answering these questions is the study of four different pharmacy‐districts, each with a different organizational solution. Three sources of data are used: interviews with the four pharmacy‐district managers; a questionnaire to all employees, and the balance scorecard of the company.

Findings

Two of the districts may have reached an unbalance on the system level between autonomy and integration. The other two districts have similar scores of medium for both autonomy and feeling of integration. One of the balanced districts has also a manager focusing bottom‐up change processes. This district has both the strongest resource generation and a leading position in increasing efficiency and customer satisfaction and, thus, sustainability.

Originality/value

A simple model is formulated based on complex systems theory and tested in real life: decentralized resource generation is one way of obtaining sustainability; co‐existence of both autonomy and integration of employees, combined with a leadership of transformative character, all encourage this. The paper may inspire researchers, managers, consultants and workers to use this new perspective on organizations and sustainability.

Details

The Learning Organization, vol. 16 no. 3
Type: Research Article
ISSN: 0969-6474

Keywords

Article
Publication date: 17 April 2009

Tom Hagström, Tomas Backström and Susanna Göransson

Decentralization and company cultures have emerged to master increasing external flexibility, as in a competitive bank in Sweden, raising issues of the sustainability in terms of…

1339

Abstract

Purpose

Decentralization and company cultures have emerged to master increasing external flexibility, as in a competitive bank in Sweden, raising issues of the sustainability in terms of competence and competence development. The purpose of this paper is to study how the staff members in a bank perceive a company culture and how this perception is related to background aspects (gender, age, etc.), and engagement in regular regulating activities decided by the company.

Design/methodology/approach

An “abductive” approach inspired by action‐, adult developmental‐, complexity‐ and “holon” theory comprise a frame of reference applied on a multi‐methodological case study in progress, within which a survey distributed in the whole bank in Sweden has been analyzed in terms mainly of a multiple linear regression analysis.

Findings

Results indicate strong integration in the company culture related to active engagements in regular and regulating activities. The regression analysis clearly indicates that the cultural integration is more influenced by those activities than by individual background variables. However, results also show more critical attitudes towards the culture. This may reflect both an individual developmental aspect and a generational aspect.

Research limitations/implications

Results are only one of many necessary contributions to a deeper multi‐methodological ongoing approach.

Originality/value

The approach combines different lines of reasoning and data providing both a broad an in‐depth elucidation of the issues studied.

Details

The Learning Organization, vol. 16 no. 3
Type: Research Article
ISSN: 0969-6474

Keywords

Article
Publication date: 1 December 2004

Tomas Backström

A theoretical model of collective learning has been developed based on complex systems theory. The need for collective learning is illustrated by an empirical study of an…

2018

Abstract

A theoretical model of collective learning has been developed based on complex systems theory. The need for collective learning is illustrated by an empirical study of an “unsuccessful” organizational‐renewal project in a Swedish Telecom firm. The conclusion, using chaordic systems thinking as a diagnostic framework, is that its interior was underdeveloped. A suggestion is given for use of collective learning to develop the organizational‐mind domain of the telecom firm in order to make the desired organizational‐behavior change more likely to occur. Collective learning is drawn apart for analytical purposes into four abilities: relationics, correlation, internal model, and praxis. It was possible to operationalize the theoretical model into a questionnaire and the model functioned well when analyzing the answers in a way that could be understood and accepted by the respondents of the questionnaire, and to give a base for work on improvements.

Details

The Learning Organization, vol. 11 no. 6
Type: Research Article
ISSN: 0969-6474

Keywords

Article
Publication date: 1 April 2005

To introduce a newly‐developed model of collective learning.

468

Abstract

Purpose

To introduce a newly‐developed model of collective learning.

Design/methodology/approach

Research was based on an empirical study of an “unsuccessful” organizational‐renewal project at a Swedish telecommunications firm. The applicability of the model was then tested on a Swedish state‐owned company selling medical drugs.

Findings

The author describes organizational challenges and problems, particularly those experienced in a Swedish telecommunications firm that was unsuccessful in an organizational‐renewal project. The author introduces a newly‐developed model of collective learning, as a possible way of managing the problems experienced. Based on complex systems theory, it accordingly may facilitate a type of understanding that is in closer touch with the dynamics that lay behind the process of competence development in a collective system of interacting workers. The author uses the metaphor of a hilly landscape to demonstrate that complex systems tend to follow the same pattern of behavior – i.e. the valley course being the “attractor.” Being unable to change patterns of behavior enough to force the organization “over the ridge”, the old route will still be used. The piece also reports on testing the applicability of the model on a medical drugs company that had decided on a decentralization program.

Practical implications

The author concluded that the development and use of the theoretical model would continue, although there were some problems with too many questions in a questionnaire and some respondents were reluctant to give information that related to named colleagues.

Originality/value

The newly‐developed model of collective learning may be useful to other organizations which are also in the process of renewal.

Details

Development and Learning in Organizations: An International Journal, vol. 19 no. 2
Type: Research Article
ISSN: 1477-7282

Keywords

Content available
Article
Publication date: 17 April 2009

Goran D. Putnik

472

Abstract

Details

The Learning Organization, vol. 16 no. 3
Type: Research Article
ISSN: 0969-6474

Article
Publication date: 1 December 2004

Frans M. van Eijnatten and Goran D. Putnik

The European Chaos and Complexity in Organizations Network (ECCON) held its Third Annual Meeting in Guimarães, Portugal, June 2003, at the very same spot where the First Business…

2135

Abstract

The European Chaos and Complexity in Organizations Network (ECCON) held its Third Annual Meeting in Guimarães, Portugal, June 2003, at the very same spot where the First Business Excellence conference was organized. As an outcome of that meeting, this TLO special brings together six ECCON members around the theme of “Chaordic Systems Thinking” (CST), a “new science” lens based in chaos and complexity. The CST framework will be presented, as well as some preliminary explorations into how it might inform a learning organization. Apart from the CST lens, the issue contains chaos‐and‐complexity concepts of learning and the learning organization, a dialogical conversation about the framework and some paper presenting empirical research findings.

Details

The Learning Organization, vol. 11 no. 6
Type: Research Article
ISSN: 0969-6474

Keywords

Open Access
Article
Publication date: 16 November 2021

Tomas Jungert and Kristoffer Holm

Using observational and experimental designs, the purpose of this study was to explore if the power relation between the offender and the victim of incivility and the level of…

2286

Abstract

Purpose

Using observational and experimental designs, the purpose of this study was to explore if the power relation between the offender and the victim of incivility and the level of perceived severity of the incivility were associated with bystanders’ intentions to help when witnessing workplace incivility.

Design/methodology/approach

In Study 1, 160 participants completed a questionnaire where they described a recent uncivil incident they had witnessed, and completed measures of perceived severity and measures of their behavioural response as bystanders. In Study 2, 183 participants were randomised to read one of two vignettes (a manager being uncivil towards a subordinate or vice versa), and completed measures of perceived severity and of their motivation to intervene. The authors investigated whether the power relation between perpetrator and victim, and the perceived severity of the uncivil exchange, were associated with prosocial bystander behaviours in Study 1 and with motivation to defend the victim of incivility in Study 2.

Findings

Higher perpetrator power was significantly associated with the incident being perceived as more severe, and higher perpetrator power was directly related to greater tendency to confront, and lower tendency to avoid, the perpetrator. Perpetrator power was indirectly associated with social support according to the perceived severity. A supervisor acting in an uncivil manner was rated as more severe than a subordinate acting in such a way. Perceived severity mediated the relationship between perpetrator power and the witness’s introjected, identified and intrinsic motivation to intervene.

Originality/value

This study extends previous work by investigating how the perpetrator’s power influences both the bystander’s prosocial behaviour and their motivation to defend the victim. Furthermore, previous research has not considered how perceptions of severity might mediate the relationship between power, behaviour and motivation.

Details

International Journal of Conflict Management, vol. 33 no. 2
Type: Research Article
ISSN: 1044-4068

Keywords

Article
Publication date: 24 January 2020

Ruqin Ren, Bei Yan and Lian Jian

The purpose of this paper is to examine how communication practices influence individuals’ team assembly and performance in open innovation contests.

Abstract

Purpose

The purpose of this paper is to examine how communication practices influence individuals’ team assembly and performance in open innovation contests.

Design/methodology/approach

This study analyzed behavioral trace data of 4,651 teams and 19,317 participants from a leading open innovation platform, Kaggle. The analyses applied weighted least squares regression and weighted mediation analysis.

Findings

Sharing online profiles positively relates to a person’s performance and likelihood of becoming a leader in open innovation teams. Team assembly effectiveness (one’s ability to team up with high-performing teammates) mediates the relationship between online profile sharing and performance. Moreover, sharing personal websites has a stronger positive effect on performance and likelihood of becoming a team leader, compared to sharing links to professional social networking sites (e.g. LinkedIn).

Research limitations/implications

As team collaboration becomes increasingly common in open innovation, participants’ sharing of their online profiles becomes an important variable predicting their success. This study extends prior research on virtual team collaboration by highlighting the role of communication practices that occur in the team pre-assembly stage, as an antecedent of team assembly. It also addresses a long-standing debate about the credibility of information online by showing that a narrative-based online profile format (e.g. a personal website) can be more powerful than a standardized format (e.g. LinkedIn).

Practical implications

Open innovation organizers should encourage online profile sharing among participants to facilitate effective team assembly in order to improve innovation outcomes.

Originality/value

The current study highlights the importance of team assembly in open innovation, especially the role of sharing online profiles in this process. It connects two areas of research that are previously distant, one on team assembly and one on online profile sharing. It also adds new empirical evidence to the discussion about online information credibility.

Details

Internet Research, vol. 30 no. 3
Type: Research Article
ISSN: 1066-2243

Keywords

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