In his economic writings John Paul II asserts the importance of placing the human person at the center of deliberations concerning the economy. Neoclassical economists show that…
Abstract
In his economic writings John Paul II asserts the importance of placing the human person at the center of deliberations concerning the economy. Neoclassical economists show that free trade enhances the efficiency of society. However, a byproduct of free trade is greater competition, as countries and firms adjust to the introduction of new products and processes of production, made possible through technological innovation. Neoclassical economists assume that workers will move to where new jobs develop. In many cases, however, this means that they impose burdens on their family and become more distant from friends. Each human person establishes bonds with other persons; through such family bonds of friendship a person becomes more human. This essay explores the tension between greater productive efficiency and a desire to maintain and enhance friendships. Never merely objective analysts, neoclassical economists have strong convictions concerning dynamic efficiency, while consumers have convictions about friendship. These two sets of convictions have to be reconciled. In order for policy makers to assess the true costs of free trade, mobility measures must be developed, and the neoclassical model must be modified to incorporate geographical stability as a significant factor for consumers.
Details
Keywords
Gerald R. Ferris, Shanna R. Daniels and Jennifer C. Sexton
Although employee race has been an actively investigated area of scientific inquiry for decades, a thorough and informed understanding of the role of race in the organizational…
Abstract
Although employee race has been an actively investigated area of scientific inquiry for decades, a thorough and informed understanding of the role of race in the organizational sciences has eluded us for a number of reasons. The relationship of race and stress in organizations is a prime example of this neglect and deficiency in our knowledge base, as little work has been done in this area. We attempt to address this limitation in the literature by proposing an inductively derived, review-centric framework that attempts to articulate the multiple intermediate linkages that explain the process dynamics taking place in the relationship between employee race and health and well-being in organizations. We argue that socialization processes, social networks, information and resource access, and mentoring contribute to distance and differences between racial minorities and nonminorities concerning control, reputation, performance, and political understanding and skill, which in turn, creates barriers to success, and increased stress and strain for racial minorities. The implications of this framework along with directions for future theory and research are discussed in this chapter.
Details
Keywords
Robert E. Quinn and Kim S. Cameron
In this chapter, we assume the following: (1) the root cause of most organizational problems is culture and leadership, (2) executives seldom want to deal with these root causes…
Abstract
In this chapter, we assume the following: (1) the root cause of most organizational problems is culture and leadership, (2) executives seldom want to deal with these root causes, (3) because life is uncertain, organizational change is an emergent process, (4) most change processes unfold by reconstructing social reality, (5) the change process is inherently relational, (6) effective change efforts are enhanced by increasing the virtue of the actors, (7) change is embedded in the learning that flows from high-quality relationships, and (8) change agents may have to transcend conventional, economic exchange norms in order to demonstrate integrity and to build trust and openness. Drawing on the field of positive organizational scholarship, we focus on the change agent. We review the literature on self-change and offer several paths for becoming a positive leader.
Details
Keywords
Simona Giorgi, Margaret E. Guider and Jean M. Bartunek
We discuss a recent effort of institutional resistance in the context of the 2008–2011 Apostolic Visitation of U.S. women religious motivated by Vatican concerns about perceived…
Abstract
We discuss a recent effort of institutional resistance in the context of the 2008–2011 Apostolic Visitation of U.S. women religious motivated by Vatican concerns about perceived secularism and potential lack of fidelity among Catholic sisters. We examined the process of and women’s responses to the Visitation to shed light on the institutional work associated with productive resistance and the role of identity and emotions in transforming institutions.
At a time when the male leadership can be blamed for leading the church to a state of crisis – a time when the voices of women are needed more than ever – even the modest roles accorded to female clerics have come under attack. The specific reasons for the investigation are unclear (or, more probably, not public), but the suspicion, clearly, can be put in the crassest terms: too many American nuns have gone off the reservation.
– Lisa Miller, Female Troubles, Newsweek, May 27, 2010
At a time when the male leadership can be blamed for leading the church to a state of crisis – a time when the voices of women are needed more than ever – even the modest roles accorded to female clerics have come under attack. The specific reasons for the investigation are unclear (or, more probably, not public), but the suspicion, clearly, can be put in the crassest terms: too many American nuns have gone off the reservation.
Details
Keywords
Maria Cadiz Dyball, Andy F. Wang and Sue Wright
The purpose of this paper is to explore how the lack of staff engagement with a university’s strategy on sustainability could be an enabling lever for organisational change. It…
Abstract
Purpose
The purpose of this paper is to explore how the lack of staff engagement with a university’s strategy on sustainability could be an enabling lever for organisational change. It examines the attitudes and views of employees of a business faculty at an Australian metropolitan university as it attempts to adopt a holistic approach to sustainability.
Design/methodology/approach
The paper opted for a case study using data from an on-line survey, semi-directed interviews with key management personnel and archival material. Responses were analysed using Piderit’s (2000) notion of ambivalence.
Findings
The paper provides empirical insights into why staff lacked engagement with the university’s strategy on sustainability. It suggests that staff were ambivalent, displaying dissonance in their personal beliefs on sustainability, the university’s strategy and the extent of their intentions to support the university. Staff were willing to offer ideas on how the university could, in the future, change towards sustainability. These ideas allow the possibility for the university to learn to adjust the scope of the implementation of its sustainability strategy.
Research limitations/implications
The research results may lack generalisability. Therefore, researchers are encouraged to further examine staff attitudes on sustainability in higher education using Piderit’s notion of ambivalence. In-depth interviews and focus group discussions could allow a better understanding of harmony and dissonance in cognition of and intention for university sustainability strategies and initiatives by academic, professional and sessional staff.
Practical implications
The paper includes implications for staff engagement with sustainability in higher education.
Originality/value
This paper fulfils an identified need to study how staff engagement with sustainability in higher education can be enabled for organisational learning.
Details
Keywords
L. Emily Hickman and Bernard Wong-On-Wing
Prior research finds that firms disclosing a focus on corporate social responsibility (CSR) experience less negative reactions following a corporate misstep. We predict that this…
Abstract
Prior research finds that firms disclosing a focus on corporate social responsibility (CSR) experience less negative reactions following a corporate misstep. We predict that this “insurance effect” is limited to cases of ordinary failures (i.e., failures not directly related to the social or environmental impacts of the firm) and may provide no protection when a failure is directly related to CSR. Further, we hypothesize a potential “backfire effect,” where investors react more negatively to a CSR-focused firm in the case of a CSR-related failure than to a traditional firm experiencing the same failure. In-keeping with attribution theory and expectancy violations theory, our results support the predicted limitation of the insurance effect. In addition, we find that the limited insurance effect is mediated by reputational assessments. Although directionally consistent, the proposed backfire effect is not statistically significant. Overall, our results suggest that CSR is not a panacea for dampening the penalties associated with business missteps, and managers seeking to benefit from CSR engagement should be diligent in monitoring their firms' future CSR performance.
Details
Keywords
Matthew D. Deeg, Andrew Fitzgerald Henck and Doreen Matthes
While a record number of employees work from home during the COVID-19 pandemic, organisations are faced with a new demand for human resources (HR) policies and procedures in light…
Abstract
While a record number of employees work from home during the COVID-19 pandemic, organisations are faced with a new demand for human resources (HR) policies and procedures in light of this emerging ‘new normal’. It is common for organisations to promote certain behaviours and norms as their cultures develop; however, this can often be significantly more challenging in times of uncertainty. As a result, the strategic and operational focus of HR managers can make a critical contribution to organisational effectiveness in times of crisis, especially when pre-existing policies and procedures are challenged by employees attempting to cope in an evolving reality. In this chapter, we seek to explain how the needs of the organisation, policy enforcement and changes by HR managers, and the behaviours of employees conflict and complement each other in an internal three-way tug of war among these actors. Organisational culture, strategic HR management, and self-determination theories are utilised to discuss implications for norm formation and culture from the top management team, HR managers, and employees during times of uncertainty. Recommendations for practice and additional avenues for research are presented to examine the cultural implications for organisations in the future.
Details
Keywords
Tom Pfefferkorn, Julian Randall and Florian Scheuring
This chapter explores the impact of equality, diversity, and inclusivity (EDI) on internal change agents’ (ICAs) personal and professional development. We have surveyed 117 ICAs…
Abstract
This chapter explores the impact of equality, diversity, and inclusivity (EDI) on internal change agents’ (ICAs) personal and professional development. We have surveyed 117 ICAs that undergo a four-year digital development programme at Edinburgh Business School (EBS). Our survey design draws from expectancy, surprise, sensemaking, and attribution theories to test four hypotheses using Spearman’s rank. We found that diversity features such as gender, age, sector affiliation, work experience, management responsibility, and programme stage do not strongly impact ICAs’ experience of personal and professional development. Surprisingly, some diversity features had a modest or moderate impact on ICAs’ experience of personal and professional development. This disconfirmed our basic assumption about the effectiveness of inclusivity practices in the digital development programme at EBS. We conclude that future research should further investigate the impact of evaluation on ICAs’ personal and professional development and how we can secure it in a digital Business School context.
Details
Keywords
Robert M. Sloyan and James D. Ludema
The purpose of this research was to understand the sensemaking processes people use to determine their responses to organizational change initiatives as they unfold overtime…
Abstract
The purpose of this research was to understand the sensemaking processes people use to determine their responses to organizational change initiatives as they unfold overtime. Based on a longitudinal comparative case study of five business units in a $900-million manufacturing organization in the United States, it shows that people continuously assess how the initiatives will enhance or diminish their individual and organizational identities using four kinds of trust: trust in the organization, trust in leadership, trust in the process, and trust in outcomes. The complex dynamics among these “four trusts” and their influence on responses to change are described. A four trusts model is proposed to help change leaders formulate specific trust-building strategies to increase the probability of success of organizational change initiatives. Implications for research and practice are discussed.
This paper reconceptualizes resistance as a stimulant of organizational learning from a change agent's perspective. Adopting a social constructivism lens, the paper argues that…
Abstract
Purpose
This paper reconceptualizes resistance as a stimulant of organizational learning from a change agent's perspective. Adopting a social constructivism lens, the paper argues that employee resistance has the capacity to trigger individual, group and organizational learning. It explores the “how” question—how can employee resistance be transformed into organizational learning?
Design/methodology/approach
This study utilizes the qualitative research method of auto-ethnography. Sensemaking auto-ethnographic narrative accounts of two change agents, internal and external is used to synchronize resistance and learning as well as reflect on the positive impact of organizational change.
Findings
Rather than, suppressing resistance as a dysfunctional aspect of the change process, becoming aware and making sense of this “misconstrued barrier” to learning and change can transform it into an appropriate feedback mechanism to initiate organizational learning.
Practical implications
This paper emphasizes the role of change agents in the change process and how their understanding of the culture, change recipients, organizational climate and work environment could increase the success of transforming resistance into learning. Collaboration through social interaction, communication, participation and awareness creation are utilized as effective mechanisms to develop a learning environment.
Originality/value
This research was carried out within an academic setting in a challenging context where not much is known about change initiatives and resistance at a university level.