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The limits of convergence
This book challenges the widely accepted notion that globalization encourages economic convergence--and, by extension, cultural homogenization--across national borders. A systematic comparison of organizational change in Argentina, South Korea, and Spain since 1950 finds that global competition forces countries to exploit their distinctive strengths, resulting in unique development trajectories.
eBook
Organization and decision
\"Organizations deserve more attention than they have hitherto found-above all, a different sort of attention. This may seem a bold assertion given the many ways in which organizations are discussed in everyday communication and in the relevant scientific disciplines. But this is the very reason to concentrate our attention more strongly not on organizations as countable entities but on organization as a process. This is relevant from a theoretical perspective, given that inquiry into the essence of organization seems to have become unproductive (which is typical of questions of essence, indeed of what- questions per se). But a different understanding of organization could prove important for the purposes of practical policy. Precisely because organizations (again in the plural) have become crucial, indispensable to modern life, it could be important to have a better grasp of their \"intrinsic logic.\" Especially if heteronomy-be it subjection to owners or other \"masters,\" to liberal or socialist ideologies, or to representatives of interests that are themselves organized-is increasingly called into question, it could be important to give organizations a conception of themselves that enables them to answer for themselves\"-- Provided by publisher.
Book
Working Below the Surface
The chapters contributed to this book have been written by the staff and associates of The Tavistock Consultancy Service, whose distinctive competence is in the human dimension of enterprise and the dynamics of the workplace. From their own perspectives, they tell a story of the experience of working as consultants over the decade with individuals, teams and whole organizations.
The chapters contributed to this book have been written by the staff and associates of The Tavistock Consultancy Service, whose distinctive competence is in the human dimension of enterprise and the dynamics of the workplace. The intention is to identify and explore some of the key themes that have emerged, such as the emotional world of the organisation and the dynamics of resistance to change, and how these affect and influence the understanding of leadership and management in contemporary organizations. No attempt is made to reach a consensus, but rather to raise and map out a territory of continuing question and debate. Contributors:David Armstrong; Andrew Cooper; Tim Dartington; William Halton; Sharon Horowitz; Linda Hoyle; Clare Huffington; Kim James; Sarah Miller; Anton Obholzer; Jane Pooley; and Nick Temple. Part of the Tavistock Clinic Series.
eBook
Knowledge Collaboration in Online Communities
Online communities (OCs) are a virtual organizational form in which knowledge collaboration can occur in unparalleled scale and scope, in ways not heretofore theorized. For example, collaboration can occur among people not known to each other, who share different interests and without dialogue. An exploration of this organizational form can fundamentally change how we theorize about knowledge collaboration among members of organizations. We argue that a fundamental characteristic of OCs that affords collaboration is their fluidity. This fluidity engenders a dynamic flow of resources in and out of the community-resources such as passion, time, identity, social disembodiment of ideas, socially ambiguous identities, and temporary convergence. With each resource comes both a negative and positive consequence, creating a tension that fluctuates with changes in the resource. We argue that the fluctuations in tensions can provide an opportunity for knowledge collaboration when the community responds to these tensions in ways that encourage interactions to be generative rather than constrained. After offering numerous examples of such generative responses, we suggest that this form of theorizing-induced by online communities-has implications for theorizing about the more general case of knowledge collaboration in organizations.
Journal Article
The energy equation : unlocking the hidden power of energy in business
\"The Energy Equation: Unlocking the Hidden Power of Energy in Business makes an important and substantial contribution to management science by helping companies harness the power of professional productivity. Advance Consulting CEO, Greg Baker, details the power of \"enterprising\" energy, and helps companies build strong organizational health in order to be more effective with clients and customers\"-- Provided by publisher.
Book
Organizational Learning: From Experience to Knowledge
Organizational learning has been an important topic for the journal
Organization Science
and for the field. We provide a theoretical framework for analyzing organizational learning. According to the framework, organizational experience interacts with the context to create knowledge. The context is conceived as having both a latent component and an active component through which learning occurs. We also discuss current and emerging research themes related to components of our framework. Promising future research directions are identified. We hope that our perspective will stimulate future work on organizational learning and knowledge.
Journal Article
Exploring the dark side of organizational citizenship behavior
In recent years, there has been increasing interest in positive organizational scholarship in general, including positive organizational behavior (POB) in particular. This work identifies organizational citizenship behavior (OCB) as a prototypical POB. Conceptualizing OCBs in this way is sensible in light of more than 30 years of research highlighting the desirable aspects of such behavior. At the same time, some researchers have raised questions about positive organizational scholarship and have called for a more balanced view of ostensibly positive behaviors. The purpose of this paper, then, is to take a more nuanced view of OCBs while highlighting the dark side of citizenship behavior. In doing so, we review conceptual and empirical work that has challenged the idea that OCBs are inherently positive. We also discuss research that seeks to develop a deeper understanding of the conditions under which OCB does more harm than good. Finally, important areas for future research and the practical realities facing scholars who seek to publish research investigating the dark side of citizenship are addressed as well.
Journal Article