Pub Date : 2021-09-28DOI: 10.1108/ijotb-08-2020-0142
Igor Menezes, A. C. Menezes, Elton Moraes, P. Pires
PurposeThis study investigates organizational climate under the thriving at work perspective using a network approach. The authors demonstrate how organizational climate functions as a complex system and what relationships between variables from different dimensions are the most important to characterize the construct.Design/methodology/approachBy surveying 119,266 workers from 284 companies based in Brazil, the authors estimated a Gaussian graphical model with LASSO regularization for the complete dataset and for two subsets of cases randomly drawn from the whole dataset. The walktrap algorithm was applied for community detection, and a strong model for measurement invariance was fit to test whether the organizational climate is perceived similarly across groups.FindingsResults show that the networks estimated for both groups are quite consistent, with similar number of communities and items detected. The same pattern was found for the expected influence of each item. Measurement invariance was confirmed, showing that organizational climate is perceived similarly in both groups. The most important community detected and whose items have higher levels of centrality was organizational commitment, followed by a community centered around macro-organizational aspects covering cultural integrity, organizational agility and responsible leadership.Research limitations/implicationsStudies in the field have attested to the possibility of investigating the phenomenon from four (Campbell et al., 1970) to over 80 dimensions (Koys and DeCottis, 1991). As a result, since several dimensions have been produced to investigate organizational climate, there is no consensus on the quality and number of dimensions that should be considered to measure such a vast and multifaceted construct. Built on thriving at work perspective, eight dimensions were devised to cover a wide range of characteristics that distinguish organizational climate, including those related to Industry 4.0 (Coetzee, 2019). However, one may argue that a few dimensions, namely social responsibility, diversity and inclusion, or even more items describing work-life balance could expand the depth and breadth of the instrument and potentially trigger new associations that might eventually impose a new logic to the comprehension of climate as a system. Future studies combining the dimensions investigated in this study with other dimensions are therefore highly recommended for an even more comprehensive investigation.Practical implicationsThe results of this investigation show how to apply psychological networks to gain insights into different variables and dimensions of organizational climate. These findings can be used for the development of organizational policies focused on the most relevant aspects of organizational climate. This information would allow organizations to go beyond simply describing the individual frequencies for each item and could even be used to create a weighted scoring model that
目的:本研究采用网络研究方法，探讨工作繁荣视角下的组织氛围。作者展示了组织气候如何作为一个复杂的系统发挥作用，以及不同维度的变量之间的关系是表征该结构的最重要的。通过对巴西284家公司的119266名员工进行调查，作者对整个数据集和从整个数据集中随机抽取的两个案例子集估计了一个具有LASSO正则化的高斯图形模型。将步行陷阱算法应用于社区检测，并拟合了一个强大的测量不变性模型来测试组织气候在群体之间是否具有相似的感知。研究结果表明，两组的网络估计是相当一致的，有相似的数量的社区和项目检测。对于每个项目的预期影响，发现了相同的模式。测量不变性得到证实，表明两组的组织气氛感知相似。组织承诺是最重要的社区，其项目具有较高的中心性，其次是以文化完整性、组织敏捷性和负责任领导等宏观组织方面为中心的社区。研究的局限性/意义该领域的研究已经证明了从四个维度(Campbell et al.， 1970)到80多个维度(Koys and DeCottis, 1991)调查这种现象的可能性。因此，由于已经产生了几个维度来调查组织氛围，对于应该考虑的维度的质量和数量没有达成共识，以衡量这样一个庞大和多方面的结构。基于工作中蓬勃发展的观点，设计了八个维度来涵盖区分组织气候的广泛特征，包括与工业4.0相关的特征(Coetzee, 2019)。然而，有人可能会争辩说，一些维度，即社会责任、多样性和包容性，甚至更多描述工作与生活平衡的项目，可能会扩大该工具的深度和广度，并可能引发新的关联，最终可能会对气候作为一个系统的理解施加新的逻辑。因此，强烈建议未来的研究将本研究调查的维度与其他维度结合起来，进行更全面的调查。实践意义本研究的结果显示了如何运用心理网络来深入了解组织氛围的不同变量和维度。这些发现可用于制定组织政策，重点关注组织气候的最相关方面。这些信息将允许组织超越简单地描述每个项目的单个频率，甚至可以用来创建一个加权评分模型，该模型可以优先考虑具有较高中心性的变量。原创性/价值据作者所知，这是第一个使用心理网络来调查组织氛围的研究;它提供了一个更好的理解从不同维度的项目之间建立的关系，而不是共同原因框架，其重点是单独调查维度。
{"title":"Measuring organizational climate via psychological networks analysis","authors":"Igor Menezes, A. C. Menezes, Elton Moraes, P. Pires","doi":"10.1108/ijotb-08-2020-0142","DOIUrl":"https://doi.org/10.1108/ijotb-08-2020-0142","url":null,"abstract":"PurposeThis study investigates organizational climate under the thriving at work perspective using a network approach. The authors demonstrate how organizational climate functions as a complex system and what relationships between variables from different dimensions are the most important to characterize the construct.Design/methodology/approachBy surveying 119,266 workers from 284 companies based in Brazil, the authors estimated a Gaussian graphical model with LASSO regularization for the complete dataset and for two subsets of cases randomly drawn from the whole dataset. The walktrap algorithm was applied for community detection, and a strong model for measurement invariance was fit to test whether the organizational climate is perceived similarly across groups.FindingsResults show that the networks estimated for both groups are quite consistent, with similar number of communities and items detected. The same pattern was found for the expected influence of each item. Measurement invariance was confirmed, showing that organizational climate is perceived similarly in both groups. The most important community detected and whose items have higher levels of centrality was organizational commitment, followed by a community centered around macro-organizational aspects covering cultural integrity, organizational agility and responsible leadership.Research limitations/implicationsStudies in the field have attested to the possibility of investigating the phenomenon from four (Campbell et al., 1970) to over 80 dimensions (Koys and DeCottis, 1991). As a result, since several dimensions have been produced to investigate organizational climate, there is no consensus on the quality and number of dimensions that should be considered to measure such a vast and multifaceted construct. Built on thriving at work perspective, eight dimensions were devised to cover a wide range of characteristics that distinguish organizational climate, including those related to Industry 4.0 (Coetzee, 2019). However, one may argue that a few dimensions, namely social responsibility, diversity and inclusion, or even more items describing work-life balance could expand the depth and breadth of the instrument and potentially trigger new associations that might eventually impose a new logic to the comprehension of climate as a system. Future studies combining the dimensions investigated in this study with other dimensions are therefore highly recommended for an even more comprehensive investigation.Practical implicationsThe results of this investigation show how to apply psychological networks to gain insights into different variables and dimensions of organizational climate. These findings can be used for the development of organizational policies focused on the most relevant aspects of organizational climate. This information would allow organizations to go beyond simply describing the individual frequencies for each item and could even be used to create a weighted scoring model that","PeriodicalId":35239,"journal":{"name":"International Journal of Organization Theory and Behavior","volume":"34 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2021-09-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"82081167","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-09-06DOI: 10.1108/IJOTB-02-2021-0022
Sanghee Park, Luke Fowler
PurposeThis study explains the variation of government responses to the pandemic by focusing on how centralization/decentralization in politics and administration creates conflicts and coordination problems. Specifically, the authors make comparisons between the U.S. and South Korea to reveal differences in macro-level structures and associated responses. One of the key points of comparison is the centralized, hierarchical governance system, which may thwart or facilitate a coordinated response.Design/methodology/approachThis is an in-depth comparative case study of the two countries that showed different trajectories during the initial response to COVID-19. The comparison allows us to highlight the long-standing debate about centralization/decentralization and offers implications for government responses to crises shaped by political systems and administrative structures.FindingsWhile there are inherent pros and cons to decentralization, the COVID-19 pandemic highlights the institutional limitations in American federalism and the advantages that centralized administrative coordination creates during times of crisis. American federalism has unveiled systematic problems in coordination, along with the leadership crisis in polarized politics. The response from South Korea also reveals several issues in the administratively centralized and politically polarized environment.Research limitations/implicationsWhile the authors risk comparing apples and oranges, the variation unveils systematic contradictions in polarized politics and offers important implications for government responses in times of crisis. However, this article did not fully account for individual leadership as an independent factor that interacts with existing political/administrative institutions.Practical implicationsThere is certainly no one best way or one-size-fits-all solution to mitigating the COVID-19 pandemic in countries under different circumstances. This article demonstrates that one of the essential determining factors in national responses to the pandemic is how the political and administrative dimensions of centralization/decentralization are balanced against each other.Originality/valueUnlike previous studies explaining the country-level responses to COVID-19, this study focuses on the variance of political and administrative decentralization within each country from the political-administrative perspective and reveals the systematic contradictions in coordination and the leadership crisis in polarized politics.
{"title":"Political and administrative decentralization and responses to COVID-19: comparison of the United States and South Korea","authors":"Sanghee Park, Luke Fowler","doi":"10.1108/IJOTB-02-2021-0022","DOIUrl":"https://doi.org/10.1108/IJOTB-02-2021-0022","url":null,"abstract":"PurposeThis study explains the variation of government responses to the pandemic by focusing on how centralization/decentralization in politics and administration creates conflicts and coordination problems. Specifically, the authors make comparisons between the U.S. and South Korea to reveal differences in macro-level structures and associated responses. One of the key points of comparison is the centralized, hierarchical governance system, which may thwart or facilitate a coordinated response.Design/methodology/approachThis is an in-depth comparative case study of the two countries that showed different trajectories during the initial response to COVID-19. The comparison allows us to highlight the long-standing debate about centralization/decentralization and offers implications for government responses to crises shaped by political systems and administrative structures.FindingsWhile there are inherent pros and cons to decentralization, the COVID-19 pandemic highlights the institutional limitations in American federalism and the advantages that centralized administrative coordination creates during times of crisis. American federalism has unveiled systematic problems in coordination, along with the leadership crisis in polarized politics. The response from South Korea also reveals several issues in the administratively centralized and politically polarized environment.Research limitations/implicationsWhile the authors risk comparing apples and oranges, the variation unveils systematic contradictions in polarized politics and offers important implications for government responses in times of crisis. However, this article did not fully account for individual leadership as an independent factor that interacts with existing political/administrative institutions.Practical implicationsThere is certainly no one best way or one-size-fits-all solution to mitigating the COVID-19 pandemic in countries under different circumstances. This article demonstrates that one of the essential determining factors in national responses to the pandemic is how the political and administrative dimensions of centralization/decentralization are balanced against each other.Originality/valueUnlike previous studies explaining the country-level responses to COVID-19, this study focuses on the variance of political and administrative decentralization within each country from the political-administrative perspective and reveals the systematic contradictions in coordination and the leadership crisis in polarized politics.","PeriodicalId":35239,"journal":{"name":"International Journal of Organization Theory and Behavior","volume":"45 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2021-09-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"77434782","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-09-03DOI: 10.1108/ijotb-05-2020-0080
L. Simonsen, S. Steffensen
PurposeThe purpose of this study is to gain insight into the interaction-sensitive skills medical practitioners enact as they manage multiple organizational factors in the context of discharging patients.Design/methodology/approachFor that purpose, we carried out a cognitive ethnographic study in a Danish hospital, where we video-recorded three pre-ward round meetings, five discharge conversations and conducted seven semi-structured interviews. Fieldnotes and interview transcripts were analyzed using the method Cognitive Task Analysis, and video-recordings were analyzed via the interactivity-based approach Cognitive Event Analysis.FindingsOur findings show that practitioners coordinate multi-scalar resources (e.g. verbal patterns and cognitive artifacts) in order to discharge patients in a safe and integrated way, which we propose amounts to the social and intercorporeal ability to align simultaneously emerging factors, like organizational procedures in the hospital, artifacts in use, sociocultural resources and the individual medical expertise of the practitioner in the emerging social interaction with the patient. In pursing this claim, we investigate the linguistic and cognitive processes emerging in a single case study of a nurse who discharges a patient. We propose that the interaction-sensitive skill which enables the nurse to solve the task of discharging the patient can be characterized via hybrid cognition.Originality/valueThus, the value of the article is dual: On the one hand, it empirically contributes with knowledge of the complex organizational structures that constrains micro-level medical interactions in discharges, and on the other, the article contributes theoretically with a hybrid cognitive framework that allows organizational researchers to understand and assess complex cognitive and linguistic processes that goes into the social micro-coordination in complex organizational-medical task.
{"title":"Hybrid cognition in medical discharges","authors":"L. Simonsen, S. Steffensen","doi":"10.1108/ijotb-05-2020-0080","DOIUrl":"https://doi.org/10.1108/ijotb-05-2020-0080","url":null,"abstract":"PurposeThe purpose of this study is to gain insight into the interaction-sensitive skills medical practitioners enact as they manage multiple organizational factors in the context of discharging patients.Design/methodology/approachFor that purpose, we carried out a cognitive ethnographic study in a Danish hospital, where we video-recorded three pre-ward round meetings, five discharge conversations and conducted seven semi-structured interviews. Fieldnotes and interview transcripts were analyzed using the method Cognitive Task Analysis, and video-recordings were analyzed via the interactivity-based approach Cognitive Event Analysis.FindingsOur findings show that practitioners coordinate multi-scalar resources (e.g. verbal patterns and cognitive artifacts) in order to discharge patients in a safe and integrated way, which we propose amounts to the social and intercorporeal ability to align simultaneously emerging factors, like organizational procedures in the hospital, artifacts in use, sociocultural resources and the individual medical expertise of the practitioner in the emerging social interaction with the patient. In pursing this claim, we investigate the linguistic and cognitive processes emerging in a single case study of a nurse who discharges a patient. We propose that the interaction-sensitive skill which enables the nurse to solve the task of discharging the patient can be characterized via hybrid cognition.Originality/valueThus, the value of the article is dual: On the one hand, it empirically contributes with knowledge of the complex organizational structures that constrains micro-level medical interactions in discharges, and on the other, the article contributes theoretically with a hybrid cognitive framework that allows organizational researchers to understand and assess complex cognitive and linguistic processes that goes into the social micro-coordination in complex organizational-medical task.","PeriodicalId":35239,"journal":{"name":"International Journal of Organization Theory and Behavior","volume":"356 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2021-09-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"84883884","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-07-01DOI: 10.1108/IJOTB-09-2020-0168
G. B. Herath
PurposeThis article presents a cognitive framework to study dynamic/adaptive aspects of a collection of popular fit measures used in organisation research, in an attempt to highlight what there is to be gained.Design/methodology/approachThis paper uses a distributed e-cognition (DEC) framework to examine the current organisational literature of fit measures.FindingsThis paper highlights that most measures have a rather narrow focus and do not address dynamic/adaptive aspects in complex social systems (e.g. organisations). To both provide a way to integrate fit measures and cover the cognition gap in this literature, this article highlights the need for a more sophisticated measure.Originality/valueThis paper provides a novel approach to examining organisational fit literature through a distributed (e)-cognitive framework.
{"title":"A missing link: a distributed cognitive perspective on fit","authors":"G. B. Herath","doi":"10.1108/IJOTB-09-2020-0168","DOIUrl":"https://doi.org/10.1108/IJOTB-09-2020-0168","url":null,"abstract":"PurposeThis article presents a cognitive framework to study dynamic/adaptive aspects of a collection of popular fit measures used in organisation research, in an attempt to highlight what there is to be gained.Design/methodology/approachThis paper uses a distributed e-cognition (DEC) framework to examine the current organisational literature of fit measures.FindingsThis paper highlights that most measures have a rather narrow focus and do not address dynamic/adaptive aspects in complex social systems (e.g. organisations). To both provide a way to integrate fit measures and cover the cognition gap in this literature, this article highlights the need for a more sophisticated measure.Originality/valueThis paper provides a novel approach to examining organisational fit literature through a distributed (e)-cognitive framework.","PeriodicalId":35239,"journal":{"name":"International Journal of Organization Theory and Behavior","volume":"17 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2021-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"90454998","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-03-31DOI: 10.1108/IJOTB-08-2020-0145
Darrin S. Kass, Jung Seek Kim, Weichun Zhu, Shiloh D. Erdley-Kass
PurposeThe purpose of this paper is to examine the impact of self-other rating agreement (SOA) on ethical decisions and behavior.Design/methodology/approachA sample of 169 students (60 women and 109 men) enrolled in a part-time, regional MBA program was divided into three SOA categories: (1) Self-aware, individuals whose self-ratings matched observer ratings, (2) Underraters, those whose self-ratings were lower than observer ratings and (3) Overraters, individuals whose self-ratings were higher than other ratings. Ethical behavior was evaluated with the completion of a managerial in-basket assessment.FindingsThe results revealed that ethical behavior varied by SOA, with underraters exhibiting the highest levels of ethical behavior, followed by self-aware (i.e. accurate) and then overraters. One of the intriguing results is that underraters displayed more ethical behaviors than accurate raters, raising questions about the use of accurate self-assessments as an indicator of personal and professional effectiveness.Originality/valueThe results indicate that organizations should consider SOA in their human resource processes because it has important implications for employee training, selection and promotion. While prior research has examined the effect of SOA on performance, commitment and leadership perceptions, the authors contribute to the literature by examining whether SOA influences actual ethical decisions and actions.
{"title":"The effects of self-other rating agreement on ethical behavior: an experimental investigation","authors":"Darrin S. Kass, Jung Seek Kim, Weichun Zhu, Shiloh D. Erdley-Kass","doi":"10.1108/IJOTB-08-2020-0145","DOIUrl":"https://doi.org/10.1108/IJOTB-08-2020-0145","url":null,"abstract":"PurposeThe purpose of this paper is to examine the impact of self-other rating agreement (SOA) on ethical decisions and behavior.Design/methodology/approachA sample of 169 students (60 women and 109 men) enrolled in a part-time, regional MBA program was divided into three SOA categories: (1) Self-aware, individuals whose self-ratings matched observer ratings, (2) Underraters, those whose self-ratings were lower than observer ratings and (3) Overraters, individuals whose self-ratings were higher than other ratings. Ethical behavior was evaluated with the completion of a managerial in-basket assessment.FindingsThe results revealed that ethical behavior varied by SOA, with underraters exhibiting the highest levels of ethical behavior, followed by self-aware (i.e. accurate) and then overraters. One of the intriguing results is that underraters displayed more ethical behaviors than accurate raters, raising questions about the use of accurate self-assessments as an indicator of personal and professional effectiveness.Originality/valueThe results indicate that organizations should consider SOA in their human resource processes because it has important implications for employee training, selection and promotion. While prior research has examined the effect of SOA on performance, commitment and leadership perceptions, the authors contribute to the literature by examining whether SOA influences actual ethical decisions and actions.","PeriodicalId":35239,"journal":{"name":"International Journal of Organization Theory and Behavior","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2021-03-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47582206","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-03-30DOI: 10.1108/IJOTB-06-2019-0069
H. Meldrum
PurposeThe overwhelming frequency of failure in trying to bring a safe and effective biotech, pharmaceutical or medical device product to market is truly astounding. This research synthesizes industry leaders' insights on lessons learned from reflecting on professional disappointments.Design/methodology/approachThis research used a qualitative approach to learning from the Chief Executive Officers (CEOs), Chief Scientific Officers (CSOs) and Chief Medical Officers (CMOs) of the most successful life science firms in the USA. A total of 45 industry leaders were interviewed regarding their lingering regrets about their career misadventures.FindingsRegrets were unavoidable because there were opportunity costs for every choice each leader made. Commentary about wisdom gained comprised themes regarding valuable time lost, strategies that could have been enacted, products that failed and essential personnel who were not managed optimally. Contrary to expectations, there was little mention of money that was squandered.Originality/valueNot felt as a solely negative emotion, regrets were recognized by these leaders as a potentially positive influence on their future decisions. Not felt as a solely negative emotion, regret was recognized by these leaders as a potentially positive influence on their future decisions. This exploratory study suggests that learning from retrospective and anticipated regrets benefits life science leaders in gaining clarity of thought regarding their current business challenges. Because prior research on the value of psychological regrets has mostly relied on limited samples, this inquiry contributes a new vantage point by examining a unique population of senior business leaders, thus providing broader applicability to the organizational literature.
{"title":"Reflecting or ruminating: listening to the regrets of life science leaders","authors":"H. Meldrum","doi":"10.1108/IJOTB-06-2019-0069","DOIUrl":"https://doi.org/10.1108/IJOTB-06-2019-0069","url":null,"abstract":"PurposeThe overwhelming frequency of failure in trying to bring a safe and effective biotech, pharmaceutical or medical device product to market is truly astounding. This research synthesizes industry leaders' insights on lessons learned from reflecting on professional disappointments.Design/methodology/approachThis research used a qualitative approach to learning from the Chief Executive Officers (CEOs), Chief Scientific Officers (CSOs) and Chief Medical Officers (CMOs) of the most successful life science firms in the USA. A total of 45 industry leaders were interviewed regarding their lingering regrets about their career misadventures.FindingsRegrets were unavoidable because there were opportunity costs for every choice each leader made. Commentary about wisdom gained comprised themes regarding valuable time lost, strategies that could have been enacted, products that failed and essential personnel who were not managed optimally. Contrary to expectations, there was little mention of money that was squandered.Originality/valueNot felt as a solely negative emotion, regrets were recognized by these leaders as a potentially positive influence on their future decisions. Not felt as a solely negative emotion, regret was recognized by these leaders as a potentially positive influence on their future decisions. This exploratory study suggests that learning from retrospective and anticipated regrets benefits life science leaders in gaining clarity of thought regarding their current business challenges. Because prior research on the value of psychological regrets has mostly relied on limited samples, this inquiry contributes a new vantage point by examining a unique population of senior business leaders, thus providing broader applicability to the organizational literature.","PeriodicalId":35239,"journal":{"name":"International Journal of Organization Theory and Behavior","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2021-03-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46523463","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-03-24DOI: 10.1108/IJOTB-07-2020-0122
Rasmus Gahrn-Andersen
PurposeSecchi and Cowley (2016, 2018) propose a Radical approach to Organizational Cognition (ROC) as a way of studying cognitive processes in organizations. What distinguishes ROC from the established research on Organizational Cognition is that it remains faithful to radical, anti-representationalist principles of contemporary cognitive science. However, it is imperative for proponents of ROC to legitimize their approach by considering how it differs from the established research approach of Distributed Cognition (DCog). DCog is a potential contender to ROC in that it not only counters classical approaches to cognition but also provides valuable insights into cognition in organizational settings.Design/methodology/approachThe paper adopts a conceptual/theoretical approach that expands Secchi and Cowley's introduction of ROC.FindingsThe paper shows that DCog research presupposes a task-specification requirement, which entails that cognitive tasks are well-defined. Consequently, DCog research neglects cases of organizational becoming where tasks cannot be clearly demarcated for the or are well-known to the organization. This is the case with the introduction of novel tasks or technical devices. Moreover, the paper elaborates on ROC's 3M model by linking it with insights from the literature on organizational change. Thus, it explores how organizing can be explored as an emergent phenomenon that involves micro, meso and macro domain dynamics, which are shaped by synoptic and performative changes.Originality/valueThe present paper explores new grounds for ROC by not only expanding on its core model but also showing its potential for informing organizational theory and radical cognitive science research.
{"title":"Conceptualizing change in organizational cognition","authors":"Rasmus Gahrn-Andersen","doi":"10.1108/IJOTB-07-2020-0122","DOIUrl":"https://doi.org/10.1108/IJOTB-07-2020-0122","url":null,"abstract":"PurposeSecchi and Cowley (2016, 2018) propose a Radical approach to Organizational Cognition (ROC) as a way of studying cognitive processes in organizations. What distinguishes ROC from the established research on Organizational Cognition is that it remains faithful to radical, anti-representationalist principles of contemporary cognitive science. However, it is imperative for proponents of ROC to legitimize their approach by considering how it differs from the established research approach of Distributed Cognition (DCog). DCog is a potential contender to ROC in that it not only counters classical approaches to cognition but also provides valuable insights into cognition in organizational settings.Design/methodology/approachThe paper adopts a conceptual/theoretical approach that expands Secchi and Cowley's introduction of ROC.FindingsThe paper shows that DCog research presupposes a task-specification requirement, which entails that cognitive tasks are well-defined. Consequently, DCog research neglects cases of organizational becoming where tasks cannot be clearly demarcated for the or are well-known to the organization. This is the case with the introduction of novel tasks or technical devices. Moreover, the paper elaborates on ROC's 3M model by linking it with insights from the literature on organizational change. Thus, it explores how organizing can be explored as an emergent phenomenon that involves micro, meso and macro domain dynamics, which are shaped by synoptic and performative changes.Originality/valueThe present paper explores new grounds for ROC by not only expanding on its core model but also showing its potential for informing organizational theory and radical cognitive science research.","PeriodicalId":35239,"journal":{"name":"International Journal of Organization Theory and Behavior","volume":"1 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2021-03-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43582549","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-03-22DOI: 10.1108/IJOTB-04-2020-0052
A. Mahjoub, P. Kruyen
PurposeThis article presents an exploratory, narrative review on job ads research. It aims to explore the key features of job ads that have been investigated in previous researches; the way these features have been investigated; and to draw important lessons that those studies teach us about the impact of job ad features on the target population.Design/methodology/approachIn this study, the scoping-review procedure is applied. Its systematic procedure enables scholars to provide a broad overview of a topic, map the key concepts underpinning a research area, clarify the conceptual boundaries of a topic, and also to incorporate a numerical summary and qualitative thematic analysis. The review was conducted based on a systematic study of 243 peer-reviewed articles and publications in the grey literature.FindingsThe findings show that seven job ad features seem to have important impacts on (potential) applicants, which we illustrate as a know-how framework. Eight main theories are used, and a wide array of research methods are applied. However, the study concludes that after more than four decades of research, there is still a limited understanding about the concrete effects of job ad features.Originality/valueThis paper synthesizes the existing knowledge, answers three exploratory questions regarding job ad features and draws theoretical and practical lessons from previous studies. In the interest of conducting future studies and providing a research agenda, a typology of theoretical perspectives for the study of job ads is also presented. The article also presents lessons for practitioners by providing a know-how framework on the usage of job ads.
{"title":"Efficient recruitment with effective job advertisement: an exploratory literature review and research agenda","authors":"A. Mahjoub, P. Kruyen","doi":"10.1108/IJOTB-04-2020-0052","DOIUrl":"https://doi.org/10.1108/IJOTB-04-2020-0052","url":null,"abstract":"PurposeThis article presents an exploratory, narrative review on job ads research. It aims to explore the key features of job ads that have been investigated in previous researches; the way these features have been investigated; and to draw important lessons that those studies teach us about the impact of job ad features on the target population.Design/methodology/approachIn this study, the scoping-review procedure is applied. Its systematic procedure enables scholars to provide a broad overview of a topic, map the key concepts underpinning a research area, clarify the conceptual boundaries of a topic, and also to incorporate a numerical summary and qualitative thematic analysis. The review was conducted based on a systematic study of 243 peer-reviewed articles and publications in the grey literature.FindingsThe findings show that seven job ad features seem to have important impacts on (potential) applicants, which we illustrate as a know-how framework. Eight main theories are used, and a wide array of research methods are applied. However, the study concludes that after more than four decades of research, there is still a limited understanding about the concrete effects of job ad features.Originality/valueThis paper synthesizes the existing knowledge, answers three exploratory questions regarding job ad features and draws theoretical and practical lessons from previous studies. In the interest of conducting future studies and providing a research agenda, a typology of theoretical perspectives for the study of job ads is also presented. The article also presents lessons for practitioners by providing a know-how framework on the usage of job ads.","PeriodicalId":35239,"journal":{"name":"International Journal of Organization Theory and Behavior","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2021-03-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46537571","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-03-19DOI: 10.1108/IJOTB-06-2020-0089
Hasan Yousef Aljuhmani, Okechukwu Lawrence Emeagwali, B. Ababneh
PurposeThis study aims to investigate the impact of chief executive officers' (CEO’s) core self-evaluation and grandiose narcissism on firm performance. This work combines bright and dark personality sides to explore how complex CEO's behavioral characteristics affect firms' outcomes. In addition, top management team (TMT) behavioral integration is considered as an organizational setting that acts as a conductive device bridging CEOs behavioral characteristics with firms' performance.Design/methodology/approachThe data for this study are based on 187 respondents, including CEOs and TMTs, across medium and large firms in Turkey through an online survey using a questionnaire. Structural equation modeling (SEM) was used to analyze the data collected.FindingsThe study finds that only CEO-TMT narcissism and TMT behavioral integration have a positive direct effect on firm financial performance. Contrary to expectations, CEO-TMT core self-evaluation has a negative direct effect on firm performance. Moreover, the results show that environmental dynamism interacts positively and significantly with CEO-TMT narcissism. Thus, the claim that TMT behavioral integration has a mediating effect is not supported in the context of medium and large firms in Turkey.Originality/valueThis study contributes to the upper echelons theory (UET) literature by highlighting the boundary conditions under which narcissistic CEOs can interact with more behaviorally integrated TMT members to exchange information, make joint decisions and collaborate in a relatively dynamic environment, as well as aggregating the bright side and dark side of CEOs personality traits and examining their effects alongside those of TMT behavioral integration on the firm performance. Finally, this study enriches the upper echelons literature by providing evidence from Turkey.
{"title":"The relationships between CEOs' psychological attributes, top management team behavioral integration and firm performance","authors":"Hasan Yousef Aljuhmani, Okechukwu Lawrence Emeagwali, B. Ababneh","doi":"10.1108/IJOTB-06-2020-0089","DOIUrl":"https://doi.org/10.1108/IJOTB-06-2020-0089","url":null,"abstract":"PurposeThis study aims to investigate the impact of chief executive officers' (CEO’s) core self-evaluation and grandiose narcissism on firm performance. This work combines bright and dark personality sides to explore how complex CEO's behavioral characteristics affect firms' outcomes. In addition, top management team (TMT) behavioral integration is considered as an organizational setting that acts as a conductive device bridging CEOs behavioral characteristics with firms' performance.Design/methodology/approachThe data for this study are based on 187 respondents, including CEOs and TMTs, across medium and large firms in Turkey through an online survey using a questionnaire. Structural equation modeling (SEM) was used to analyze the data collected.FindingsThe study finds that only CEO-TMT narcissism and TMT behavioral integration have a positive direct effect on firm financial performance. Contrary to expectations, CEO-TMT core self-evaluation has a negative direct effect on firm performance. Moreover, the results show that environmental dynamism interacts positively and significantly with CEO-TMT narcissism. Thus, the claim that TMT behavioral integration has a mediating effect is not supported in the context of medium and large firms in Turkey.Originality/valueThis study contributes to the upper echelons theory (UET) literature by highlighting the boundary conditions under which narcissistic CEOs can interact with more behaviorally integrated TMT members to exchange information, make joint decisions and collaborate in a relatively dynamic environment, as well as aggregating the bright side and dark side of CEOs personality traits and examining their effects alongside those of TMT behavioral integration on the firm performance. Finally, this study enriches the upper echelons literature by providing evidence from Turkey.","PeriodicalId":35239,"journal":{"name":"International Journal of Organization Theory and Behavior","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2021-03-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43914921","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-03-12DOI: 10.1108/IJOTB-01-2020-0010
Vasileios Georgiadis, Lazaros Sarigiannidis, Georgios N. Theriou
PurposeThis paper aims at identifying critical components of leading change through relations of relevance with platonic philosophy. During this process, well-known aspects of change leadership are detected, but interpreted differently. Based on this relevance, a seven-stage tripartite model is proposed, in order to facilitate change implementation in the business world.Design/methodology/approachContemporary trends in leading change are reviewed and enriched with platonic insights. A synthetic analysis is attempted, in which philosopher stochasticity and discernment validates modern synergetic and anthropocentric approaches to the field of change leadership, featuring key behavioral and perceptual characteristics, emerging during change process.FindingsAs the process of change is highly dependent on human behavior, Plato grants an enriched approach of its origins and causal causes. Therefore, key change factors are not only discussed in the light of his worldview, but also upgraded through the distillation of applicable ideas, summarized in the proposed three phase model.Practical implicationsThe proposed tripartite model of leading change can function as a powerful guide of designing and successfully implement organizational change.Originality/valueThe screening of specific insights from platonic works in leading change conveys an alternative, more “poetic”, yet effectively flexible attitude endorsed and incorporated into a potentially applicable model.
{"title":"Leading change and Plato","authors":"Vasileios Georgiadis, Lazaros Sarigiannidis, Georgios N. Theriou","doi":"10.1108/IJOTB-01-2020-0010","DOIUrl":"https://doi.org/10.1108/IJOTB-01-2020-0010","url":null,"abstract":"PurposeThis paper aims at identifying critical components of leading change through relations of relevance with platonic philosophy. During this process, well-known aspects of change leadership are detected, but interpreted differently. Based on this relevance, a seven-stage tripartite model is proposed, in order to facilitate change implementation in the business world.Design/methodology/approachContemporary trends in leading change are reviewed and enriched with platonic insights. A synthetic analysis is attempted, in which philosopher stochasticity and discernment validates modern synergetic and anthropocentric approaches to the field of change leadership, featuring key behavioral and perceptual characteristics, emerging during change process.FindingsAs the process of change is highly dependent on human behavior, Plato grants an enriched approach of its origins and causal causes. Therefore, key change factors are not only discussed in the light of his worldview, but also upgraded through the distillation of applicable ideas, summarized in the proposed three phase model.Practical implicationsThe proposed tripartite model of leading change can function as a powerful guide of designing and successfully implement organizational change.Originality/valueThe screening of specific insights from platonic works in leading change conveys an alternative, more “poetic”, yet effectively flexible attitude endorsed and incorporated into a potentially applicable model.","PeriodicalId":35239,"journal":{"name":"International Journal of Organization Theory and Behavior","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2021-03-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48167129","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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