Stephanie Douglas and Gordon Haley
The objective of this study is to analyze the conceptual and domain overlap of organizational learning and organizational resilience; specifically, the adaptation or renewal…
Abstract
Purpose
The objective of this study is to analyze the conceptual and domain overlap of organizational learning and organizational resilience; specifically, the adaptation or renewal domain in organizational resilience. From the findings, strategies to foster collective learning leading to organizational resilience are identified and outlined.
Design/methodology/approach
Recent organizational resilience conceptual models were analyzed to identify the conceptual overlap between the renewal and adaptation domain of organizational resilience and organizational learning. From the analysis of the models, implications were drawn based on the conceptual overlap found in organizational learning and the adaptable or renewal domain of organizational resilience.
Findings
To build the renewal or adaptation domain of organizational resilience, organizations must embody learning into a capability. Systems are then required for learning to remain continuous and foster knowledge acquisition, distribution, interpretation, and organizational memory that leads to dynamic capabilities for renewal and adaptation. The learning strategies must then focus renewing what is known in traditional approaches to organizational learning that supports experiential learning, developing systematic approaches to learning, and creating contexts to facilitate organizational learning. When this knowledge is aggregated to an organizational level, it contributes to resilience.
Originality/value
As organizational resilience grows in attention and importance; it is necessary to investigate similarities and conceptual domain overlap. This study contributes to this need and identifies what can be implemented in learning strategies for organizations’ resilience capacity.
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Stephanie Douglas and Gordon R. Haley
This case study aims to explore the transformative role of human resources (HR) in driving organizational strategy. It focuses on how HR leaders in a multi-site physical therapy…
Abstract
Purpose
This case study aims to explore the transformative role of human resources (HR) in driving organizational strategy. It focuses on how HR leaders in a multi-site physical therapy company led a comprehensive redesign of roles, processes, and organizational structures to align with business objectives and adapt to dynamic market conditions.
Design/methodology/approach
Using a human-centered design (HCD) approach, HR leaders identified misalignments through stakeholder engagement and data analysis. Combining qualitative feedback with quantitative data, the HR team developed a systematic understanding of the organization and implemented strategic changes, including role clarification and resource optimization.
Findings
The transformation led by HR resulted in significant improvements in role clarity, employee engagement, and operational scalability. Outcomes included equitable role distributions for leadership, enhanced accountability frameworks and employee skill development. These changes positioned the organization for sustainable growth and heightened HR’s role as a strategic partner.
Research limitations/implications
Future research could explore longitudinal impacts of HR-led strategic transformations on organizational performance across diverse industries.
Practical implications
Organizations can leverage the findings to empower HR as a strategic partner, aligning people strategies with business goals to achieve competitive advantage. The study underscores the importance of HR’s involvement in organizational design and capability development for future readiness.
Originality/value
This case demonstrates HR’s evolving role from administrative support to strategic business leadership. It highlights the innovative use of HCD to align workforce and organizational design with business strategy. The study provides a replicable framework for organizations seeking to address operational inefficiencies and foster resilience.
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Drew Martin and Leonardo Ciano
Social‐cultural and structural arguments have been used to explain why Japan's legal culture is different than other industrialized nations; however, both arguments lack data…
Abstract
Social‐cultural and structural arguments have been used to explain why Japan's legal culture is different than other industrialized nations; however, both arguments lack data about client usage. This paper examines the use of Japanese lawyers by businesses in Japan. Senior executives from 572 Japanese and foreign businesses responded to a survey about their use of legal services. Japanese businesses are found to retain lawyers more frequently for legal action and corporate procedural matters, but foreign businesses are more likely to retain lawyers for government compliance activities. While both theoretical arguments help to explain Japan's legal culture, the common denominator is the small number of Japanese lawyers.
Addresses the problem of psychotherapy coming to understand itself formally as a conversation in which healing of distortions and breakdowns in communication occurs. The paper…
Abstract
Addresses the problem of psychotherapy coming to understand itself formally as a conversation in which healing of distortions and breakdowns in communication occurs. The paper proposes making concepts the basis for the psychotherapy conversation by linking psychotherapy to second‐order cybernetics and utilizing Pask’s conversation theory. The first part describes cybernetics as the context for the study of the distortions and breakdowns in communication. The second part discusses conversation theory as a formal description of the procedures of psychotherapy, as a way to converse in psychotherapy, as a way to talk about psychotherapy and as a way to change the conversation of psychotherapy. The final part discusses four distinctive characteristics of the evolving conversation of psychotherapy where psychotherapy composes itself as a conversation. These characteristics are what psychotherapy is (its definition), what it is about (its object), how it proceeds (its methods), and what it is for (its value).
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Thomaz Wood, Renato Souza and Miguel P. Caldas
This paper aims to map how the debate concerning the relevance of management research historically evolved to (a) determine if B-schools and management researchers have been…
Abstract
Purpose
This paper aims to map how the debate concerning the relevance of management research historically evolved to (a) determine if B-schools and management researchers have been uninterested bystanders, as critics posit, or if they have had a relevant role, and (b) discover if a pathway for management research becoming socially relevant has been established by such debate.
Design/methodology/approach
This study performed a citation network analysis of the scientific literature concerning the relevance of management research. The network had a total of 1,186 research papers published between 1876 and 2018.
Findings
The results show that from a minimal to peripheral role at the beginning and middle stages, management researchers have rather taken over this debate since the 1990s; the key components of the citation network reveal a strong convergence on what needs to be done, but no convergence on how to do it; and the debate has failed to generate actual change.
Originality/value
This study maps the debate concerning the relevance of management research since its historical inception using a method underused in management history research. It reveals the main path of the debate and the journals that echoed such debate.
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Yemisi Bolade-Ogunfodun, Lebene Soga and Rita Nasr
Working-from-home (WFH) models represent one of several types of flexible work practices gaining ground in the context of the COVID-19 pandemic. Of particular interest is the…
Abstract
Working-from-home (WFH) models represent one of several types of flexible work practices gaining ground in the context of the COVID-19 pandemic. Of particular interest is the increase in the use of digital technology platforms for work collaboration and communication. These have been largely well received in terms of their potential to mitigate disruptions to business activity and employee work life in the absence of in-person work contexts. Research indicates that the sales and adoption of many digital platforms have witnessed sharp increase since the advent of the COVID-19 pandemic. These have contributed to creating seamless organisational collaborations, shared access to electronic data and new organisational processes to mirror previous in-person work arrangements. Many organisational members have had to upskill at rapid rates to catch up with these developments. Despite the benefits to employees, managers and organisations in terms of facilitating continued remote work, we illuminate the hidden inequities within this work model and highlight the unintended consequences from the standpoint of gender, race and the digital divide. We identify key aspects of WFH that represent underlying factors which create conditions for inequities and illustrate these with a case study. Additionally, we analyse the role of technology as a platform for WFH, noting impacts on employee well-being, team dynamics, as well as manager-employee relations. We conclude by raising implications for managers, offering recommendations to rebalance the inequities identified, such as developing an inclusive organisational culture, creating systems to access and evaluate employee feedback as well as developing appropriate response mechanisms that support particularly vulnerable groups.
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Richard E. Bopp and Judyth Lessee
[1981 was proclaimed by the United Nations as the International Year of Disabled Persons. With the theme “Full Participation and Equality,” the IYDP sought both to promote total…
Abstract
[1981 was proclaimed by the United Nations as the International Year of Disabled Persons. With the theme “Full Participation and Equality,” the IYDP sought both to promote total participation of disabled persons in all aspects of life and to encourage society to help them function as integrated members of their communities. One purpose of proclaiming such a year, and one means of achieving its goals, is to inform and sensitize the public. The following bibliographies are presented with those purposes in mind.
Shame is a common, yet seldom acknowledged emotion. Shame signals a threatened social bond in which the claim of as what one wants to be seen (i.e., the claim for a certain…
Abstract
Shame is a common, yet seldom acknowledged emotion. Shame signals a threatened social bond in which the claim of as what one wants to be seen (i.e., the claim for a certain relational identity and relative status positioning) is neglected by the other party. Using a case study approach, this chapter provides insights into how shame shapes the relationship and leadership structure in organizations. The case used is based on a documentary TV show; hence this chapter also provides insight in the use of visual/TV material to gain insight in relational leadership dynamics.
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Tammar B. Zilber, John M. Amis and Johanna Mair
In this introduction, the authors outline some critical reflections on the sociology of knowledge within management and organization theory. Based on a review of various works…
Abstract
In this introduction, the authors outline some critical reflections on the sociology of knowledge within management and organization theory. Based on a review of various works that form a sociology of organizational knowledge, the authors identify three approaches that have become particularly prominent ways by which scholars explore how knowledge about organizations and management is produced: First, reflective and opinion essays that organization studies scholars offer on the basis of what can be learned from personal experience; second, descriptive craft-guides that are based on more-or-less comprehensive surveys on doing research; third, papers based on systematic research that are built upon rigorous collection and analysis of data about the production of knowledge. Whereas in the studies of organizing the authors prioritize the third approach, that is knowledge produced based on systematic empirical research, in examining our own work the authors tend to privilege the other two types, reflective articles and surveys. In what follows the authors highlight this gap, offer some explanations thereof, and call for a better appreciation of all three ways to offer rich understandings of organizations, work and management as well as a fruitful sociology of knowledge in our field.
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The paper articulates common organizing narratives which recur within alternative movements in law, and posits the art of dispute resolution as an experimental reconstructive…
Abstract
The paper articulates common organizing narratives which recur within alternative movements in law, and posits the art of dispute resolution as an experimental reconstructive methodology for engaging conflicts, while incorporating a critique of classical liberal thought. The paper offers a reading of conflict resolution approaches, including Alternative Dispute Resolution; Therapeutic Jurisprudence; Restorative Justice, and Transitional Justice, in search of a new legal culture or jurisprudence which emerges from the following narratives: emphasis on process; emphasis on constructive conflict intervention; deconstruction and hybridization; a search for an underlying layer; emphasis on relationship and acknowledgment of emotions; community work and bottom-up development.