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.
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Cameron is gauging his counterparts' positions before presenting his reform agenda at the June 25-26 EU summit. He seeks the other EU states' support for a package of reforms that…
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DOI: 10.1108/OXAN-DB200328
ISSN: 2633-304X
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Andre S. Avramchuk, Michael R. Manning and Robert A. Carpino
Recent emphasis in research and theory building on compassion in organizations has not yet received sustained attention by organization development and change scholarship…
Abstract
Recent emphasis in research and theory building on compassion in organizations has not yet received sustained attention by organization development and change scholarship. Compassion at work, however, has been reported as instrumental in coaching, ad hoc organizing, prosocial behavior during challenging times, and other processes central to developing and changing organizations. It also has been theorized to bring about an untapped organizational capability, contribute to fostering a climate of workplace forgiveness, and to facilitate development of social entrepreneurship. In this essay, we begin to outline what the recent advances in the compassion literature offer researchers and practitioners of organization development and change. We briefly review how compassion is defined across different contexts, how it can be seen through a positive lens and within broader lines of inquiry on social and emotional dynamics at work, and how interpretive approaches to studying compassion might fit with the study of change. Seeing compassion scholarship as more than a specialized trend in positive organizational behavior, we offer ample opportunities for diverse and novel inquiry into development and change at work.
The government's preferred timetable for the UK referendum on EU membership.
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DOI: 10.1108/OXAN-DB200938
ISSN: 2633-304X
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Topical
Steven H. Appelbaum, Andrea Everard and Loretta T. S. Hung
Aims to review the literature pertaining to downsizing with an emphasis on the organization level, and establish the critical success factors of downsizing, that is, guidelines to…
Abstract
Aims to review the literature pertaining to downsizing with an emphasis on the organization level, and establish the critical success factors of downsizing, that is, guidelines to the successful implementation of downsizing activities. Addresses these objectives by examining first, how downsizing is defined in the literature reviewed, then discusses the different ways in which or measures by which organizations carry out downsizing activities and the reasons that prompt companies to downsize. Addresses the rationale utilized by firms to downsize, the expected outcomes in terms of economic and human consequences, the approaches to downsizing (reorientation and convergence) and specific strategies such as workforce reduction, work redesign and systemic strategy. Also downsizing tactics, human resources as assets vs costs, planning, participation, leadership, communications, and support to victims/survivors are examined. Both laboratory experiments and empirical research concerning survivors’ reactions are explored. The role of trust as well as the human resource professional in the process are included. Conclusions and recommendations complete the article.
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Alice Garner, Mary Leahy, Anthony Forsyth and Renee Burns
This article examines the role the Australian Trade Union Training Authority (TUTA) played in international education through the provision of trade union courses and exchanges…
Abstract
Purpose
This article examines the role the Australian Trade Union Training Authority (TUTA) played in international education through the provision of trade union courses and exchanges. We consider how an investigation of trade union networks contributes to a richer understanding of international education linkages.
Design/methodology/approach
This paper is based on research conducted for an Australian Research Council (ARC)-funded project: Trade union training: reshaping the Australian industrial landscape (ARC LP180100500). This research involved a critical analysis of 60 semi-structured oral history interviews and textual archives, including the official records held by the National Archives of Australia and papers held by the Noel Butlin Archives, the Australian Council of Trade Unions and in private collections.
Findings
TUTA was established primarily as a national union training organisation, but from its inception, it also acted as a hub for the development of regional and international labour networks. The nature of TUTA’s work placed it at the intersection of international trade union and educational domains. Although there were some points of contact with formal international programs (e.g. Japan–Australia and Kellogg Foundations, the Colombo Plan and US Department of Labour exchanges schemes), the specific contribution of TUTA is overlooked in the educational exchange literature. The role of TUTA is revealed through institutional connections and individual experiences.
Research limitations/implications
Further research is required to gain a deeper understanding of the impact of TUTA from the perspective of former participants in international TUTA course and current and former trade unionists in the Asia–Pacific.
Originality/value
This article builds new knowledge by examining the connections forged in the Asia–Pacific region at the intersection of trade union and educational networks, an area often overlooked in the literature on educational exchange.
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Steven H. Appelbaum, Dawn Henson and Kerry Knee
Examines varied empirical studies on downsizing which have revealed that, as a result of its aftermath, high percentages of companies have judged these efforts as unsuccessful…
Abstract
Examines varied empirical studies on downsizing which have revealed that, as a result of its aftermath, high percentages of companies have judged these efforts as unsuccessful. Corporate restructuring encompasses multiple forms of change, which are classified into three distinct categories: portfolio, financial and organizational. An analysis of the Freeman and Cameron theoretical framework on downsizing implementation processes is examined in terms of where the process occurs, during periods either of convergence and/or of reorientation, and the results associated with each approach. A case study of the Kansas Department of Health and Environment revealed that restructuring did not provide visible improvements in efficiency, economy and responsiveness. Cultural impact of this intervention revealed negative intergroup reactions, i.e. denial, dissatisfaction. An analysis of Richard Johnson’s model of the antecedents, processes and outcomes of downsizing revealed the impact upon strategy, productivity, human resources and finance. Interrelationships suggested diminished performances of firms which downsized without a lucid blueprint, adversely impacting upon these businesses. Finally, 30 recommendations are given for the human resource executive for effective downsizing, focusing upon: approach, involvement, leadership, communication, preparation, support, cost cutting, measurement, and implementation.
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The three concepts that denote the focus of POS were deliberately selected and are important in elucidating the uniqueness of POS as a field of study. The “O” (organizational) and…
Abstract
The three concepts that denote the focus of POS were deliberately selected and are important in elucidating the uniqueness of POS as a field of study. The “O” (organizational) and the “S” (scholarship) are relatively noncontroversial concepts. The “P” (positive), however, is more contentious and requires more explanation.
Cam Caldwell, Zuhair Hasan and Sarah Smith
The purpose of this paper is to explain the importance of virtuous leadership and identify six characteristics that are necessary for the modern leader to be effective in an…
Abstract
Purpose
The purpose of this paper is to explain the importance of virtuous leadership and identify six characteristics that are necessary for the modern leader to be effective in an increasingly challenging and competitive world market.
Design/methodology/approach
Theory development.
Findings
The authors suggest that virtuous leaders possess an uncommon level of commitment to those employees whom they serve, to their customers, to their shareholders, and to society at large, the authors extend the concept of the moral continuum and identify the importance of a virtuous perspective in honoring the obligation to optimize wealth creation and enriching outcomes and relationships, and the authors suggest ten propositions about virtuous leadership that may be empirically tested by both scholars and practitioners who are interested in studying and/or applying virtuous leadership to improve relationships and build organizations.
Originality/value
Original article.