The Role of Firms in Resilient Systems: A Multi‐Level Framework

In this paper, we articulate a multi‐level resilience‐based framework explaining how firms facilitate stronger system‐level resilience. The framework stresses the importance of firm interdependence, describing how pooled versus sequential/reciprocal patterns of interdependence influence the resilience antecedents of diversity, slack, and redundancy. We argue that the inter‐firm practices of self‐governance and supply chain collaboration function to maintain resilience antecedents at more moderate and effective levels. This work builds on prior resilience research that has remained focused on either firm or system levels of analysis by stressing the value of firm interdependence as an important contingency for effective system resilience. Copyright © 2018 ASAC. Published by John Wiley & Sons, Ltd.     

Protect,profit, profess,promote: Establishing legitimacy through logics of diversity in Canadian accounting firm recruitment documents

Prospective accounting recruits are increasingly diverse. Drawing on a theoretical framework that combines legitimacy theory, impression management, and institutional logics, we use content analysis to examine how the eight largest Canadian accounting firms refer to diversity in their recruitment websites. Our analysis reveals accounting firms adopt multiple institutional logics and various impression management strategies to enhance legitimacy in the eyes of prospective diversity‐sensitive employees. We find four “Ps” of diversity‐related institutional logics—protect, profit, profess, and promote—all of which are at play in accounting firms' websites. Further, we find that diversity is far from being an institutionalized concept. Copyright © 2015 ASAC. Published by John Wiley & Sons, Ltd.     

Outsourcing Canadian Armed Forces logistics in a foreign theatre

Successful outsourcing of military logistics depends much on cooperation and efficiency, and this article provides an in‐depth analysis of challenges this may pose using collaborative competence theory. Using an exploratory approach, this paper is based on a review of the existing literature and on the experience of the Canadian Armed Forces in a foreign theatre. Specifically, the information collected comes from on‐site observation during the UN mission in Bosnia, semistructured interviews, and archives. Our analysis shows that outsourcing military logistics activities in a foreign theatre should be seen as building and managing a “temporary network.” In order to overcome challenges in such a situation, the Armed Forces must specifically act on the adaptability of all individuals in the theatre. The approach should be based on “collaborative competence.” Copyright © 2015 ASAC. Published by John Wiley & Sons, Ltd.     

Implementing diversity management in retailing: Exploring the role of organisational context

Abstract

Diversity management is a means of managing customer and employee differences for the benefit of the organisation. This qualitative study considers how contextual factors influence diversity management implementation in different retailing environments. Exploratory research was conducted in three SBUs of a UK retailing group: the UK high street SBU, the US operations and the online SBU. Despite different cultural, legal and historical differences between the UK and US, these factors did not lead to significantly different ways of dealing with diversity in the UK high street and US businesses. Instead the extent to which individual differences were recognised was influenced by the selling environment and the SBU's size and structure. The paper recommends that retailers need to develop a ‘home-grown’ approach to diversity management that acknowledges their organisational context.     

Organizational culture evolution in temporary organizations: The case of the 2010 Olympic Winter Games

We examine organizational culture evolution within a temporary organization, specifically the 2010 Olympic Winter Games organizing committee, by exploring aspects of the work environment. Analysis of organizational artifacts, ethnographic field‐notes, and member‐checking demonstrated that liminal spaces facilitated socialization and cultural crystallization, which in turn assisted members' performance. Organizational structure, socialization, and cultural evolution were parallel processes that impacted each other. The concept of time (i.e., velocity) had a direct influence on subculture crystallization. The paper further integrates stakeholder/client interactions and draws on the role of leadership and cultural infusion mechanisms to demonstrate how culture evolves in temporary organizations. Copyright © 2013 ASAC. Published by John Wiley & Sons, Ltd.     

What does employee ownership effectiveness look like? The case of a Canadian‐based firm

Drawing on agency theory, we explore how 30 employees defined ownership effectiveness in a 100 % employee‐owned Canadian‐based firm. Using a qualitative case‐study, remarkable similarities were found in the factors employees themselves believed contributed most to ownership effectiveness. Despite differences in job roles, employees emphasized confidence in the ownership program, participative decision‐making, ownership identity, and their organization as a family unit. In light of these findings, we discuss how a broader conceptualization of employee ownership effectiveness can be applied for a more comprehensive understanding of how such programs may develop and manifest. Copyright © 2016 ASAC. Published by John Wiley & Sons, Ltd.     

Conformity and diversity of accounting and financial reporting practices in Portuguese local government

Portuguese governmental accounting has evolved from essentially a cash‐based budgetary accounting system to an accrual‐based financial and cost accounting system. Evidence from financial reports shows a great level of diversity amongst municipalities' voluntary compliance with the new accounting rules. Using a sample of Portuguese municipalities in the year 2003 we calculate and analyse the levels of compliance with the practices required by law and document the diversity in compliance across municipalities. The differences across municipalities are explained by some fundamental factors: size, financial conditions, urban characteristics, and diffusion across neighbouring municipalities. We show an unexpected effect of size. Larger municipalities comply less with accounting standards. Organizational complexity, conservative practices, and aversion to change may explain this result. Copyright © 2007 ASAC. Published by John Wiley & Sons, Ltd.     

Perceived conflict avoidance by managers and its consequences on subordinates' attitudes

Conflict handling by managers gives rise to significant emotional and cognitive experiences for affected employees and has far‐reaching effects on the effectiveness of a group and an organization. In this conceptual paper, we argue that despite many claims made by managers in their self‐reports that they engage in either dominant or compromising conflict‐handling strategies when managing conflict within a group, they may be perceived by employees as adopting neglect or avoidance behaviors. We examine how such perceived managers' avoidance styles could influence employees' perceptions with regard to justice, trust, and politics within an organization.     

A comparison of the legislated employment equity program,federal contractors program,and financial post 500 firms

We investigated the impact of employment equity legislation, compliance regulations, and the absence of these requirements on the diversity practices of Canadian firms. A field survey involving CEOs and Human Resource Executives of 286 firms covered under the Legislated Employment Equity Program (LEEP), Federal Contractors Program (FCP), and Financial Post 500 (FP 500) companies was conducted. Results indicate that CEOs of LEEP firms reported a greater commitment to managing diversity. LEEP firms, and to some extent FCP firms, also had adopted more practices (e.g., policies, recruiting, training, and accountability) supportive of employment equity than FP 500 firms. It appears that employment equity remains the most effective tool for promoting equity and diversity in Canadian organizations. Copyright © 2010 ASAC. Published by John Wiley & Sons, Ltd.     

Entrepreneurial Challenges in South Africa

ABSTRACT

This purpose of the research was to examine how entrepreneurs experience and deal with ethical dilemmas. In so doing, the author also uncovered some interesting aspects of entrepreneurial life in South Africa. This was a phenomenological study, based on interviews with seven entrepreneurs in established service-oriented ventures. For the purposes of this research, an entrepreneur was defined as a person who has created something of value and assumed the risk of establishing and managing a business around it. Each of the participating entrepreneurs was asked to describe their business, any dilemmas they've experienced, how they were handled, and what challenges they experience as an entrepreneur in South Africa today. This paper focuses on how entrepreneurs in South Africa view the challenges facing them. These include overcoming the legacies of apartheid, containing crime, fostering an acceptable business ethic, dealing with diversity, and facilitating reconciliation between ethnic groups.     

Managing critical success factors for IS implementation: A stakeholder engagement and control perspective

Enterprise information systems (IS) implementation is often part of an organization's strategic IT initiatives and requires a large investment of organizational resources, yet may fail due to inadequate management of critical success factors (CSF). Using a revelatory case study of a multi‐partner COTS implementation process by a large Canadian government organization, this research investigates successful management of CSF through optimal stakeholder engagement and a balancing of control configurations. This research identifies four distinct project orientations related to stakeholder engagements—strategic, responsibility, harmony, and persuasion—that can be of significant value in managing CSF and other challenges during implementation and post‐implementation phases. In addition to the identification of a need for control balancing in a multi‐partner IS implementation, three key drivers responsible for triggering control balancing are identified: (a) shared understanding, (b) negative anticipation, and (c) deviation of expectations. Copyright © 2017 ASAC. Published by John Wiley & Sons, Ltd.     

Impact of Network Position and Knowledge Diversity on Knowledge Creation: The Empirical Setting of Research Communities

We examined the role of network position and knowledge diversity as related to new knowledge creation within a network of 239 academics from business administration departments at four universities. Analyses of their 1,827 publications involving 1,541 coauthors between 1986 and 2008 revealed an inverse U‐shaped relationship between network centrality and knowledge creation. Moreover, knowledge diversity positively moderated the association between centrality and the quality of the knowledge created, but negatively moderated the centrality‐knowledge quantity relationship. Copyright © 2012 ASAC. Published by John Wiley & Sons, Ltd.     

The Gendering of Air Canada: A Critical Hermeneutic Approach

Through the use of critical hermeneutics, the paper provides a deep analysis and offers clues as to how management, through the power of communication, can contribute to producing and reproducing embedded gender‐based assumptions and values through organizational culture, which can both enable and constrain organizational members. It examines gender discrimination as it relates to employment equity in a well‐known airline. We show how an organizational culture, supported by society and communicated through language, can impede progress within an organization through the power of language, and highlight a number of clues as to the processes of gender discrimination at work. Copyright © 2011 ASAC. Published by John Wiley & Sons, Ltd.     

Comparing financial and social costs for top‐down versus fixed‐band selection: A practical application with bus drivers

A number of solutions have been proposed to the diversity‐validity dilemma arising from the use of cognitive ability tests in employment selection. Cognitive ability tests predict training and job performance but also produce adverse impact against minority groups. Although banding reduces adverse impact, it has been criticized for also reducing the utility of the selection process. We assessed the social and financial impact of a fixed band approach with top‐down hiring across several hiring scenarios with a pool of bus driver applicants. Overall, the fixed band approach reduced adverse impact without substantially reducing the cost effectiveness of the hiring process. We discuss the implications of these two approaches in the context of the diversity‐validity dilemma. Copyright © 2016 ASAC. Published by John Wiley & Sons, Ltd.     

Can Social Exclusion Against “Older Entrepreneurs” Be Managed?

This paper investigates how sources of social exclusion and support emerge within an “older” entrepreneur's immediate environment, and how this affects the development of their small business. Based on 22 in‐depth interviews in London, United Kingdom, we suggest how older entrepreneurs with different backgrounds are able to manage social exclusion, and identify four coping strategies—passive negotiation, active negotiation, modification, and avoidance. We argue that, if “older entrepreneurship” (people starting a business aged 50 or older) is to flourish, both entrepreneurs and support initiatives need to become sensitive to the diversity of sources of discrimination and strategies to manage them.     

Organizational failure to ethically manage sexual harassment: Limits to #metoo

The recent deluge of sexual harassment allegations in the media serves as a reminder that sexual harassment remains a pervasive, destructive occurrence in the workplace. Organizations in the United States have taken a legal‐centric approach to managing workplace sexual harassment, resulting in impotent anti‐harassment policies, ineffective sexual harassment training, and underused reporting mechanisms. In this conceptual paper, I argue that men's differential perceptions of sociosexual behaviors have propagated this legal‐centric approach, which fails to meet organizations’ ethical obligation to provide a safe and healthy work environment. Specifically, men have a different psychological experience of sexual harassment, which may inhibit their ability to take the perspective of targets. This lack of perspective‐taking has influenced the jurisprudence on workplace sexual harassment, which has in turn informed organizations’ approach to managing the phenomenon. I contribute to research on both business ethics and workplace sexual harassment by integrating two bodies of scholarship that have developed largely independent of one another: organizational psychology and legal. In so doing, I offer an explanation for the continued pervasiveness of workplace sexual harassment despite decades of legal sanction, organizational interventions, and research.     

Diversity Identity Management: An Organizational Perspective

Organizations are faced with the challenge of responding to increasing pressures to promote diversity in various ways. We draw attention to one possible proactive organizational response—the incorporation of diversity in organizational identity. This initial response necessarily evokes subsequent tasks of managing the changed identity. Therefore, this article also addresses the management of diversity identity within organizations, and relevant organizational outcomes. Our theoretical model is grounded in institutional theory, and we propose that the management of diversity identity can impact both perceptions of legitimacy as well as diversity identity. Adequate, inadequate, and optimal management of diversity identity have differential effects on legitimacy and diversity identity. We contribute to the literature by a) unbundling initial and later firm responses to promoting diversity at the organizational level, and b) offering a more nuanced understanding of the complexities of managing diversity identity within organizations.     

The influence of top management team traits on corporate financial performance in the US

This article aims to study the effect of human capital on the financial performance of the most admired American firms. Human capital is measured in terms of the demographic attributes and the diversity of top managers. The use of panel linear multiple regressions reveals that the most successful firms are characterized by coherent and homogeneous top management teams with moderate tenure and excellent wages. Moreover, the heterogeneity of managers is recommended for fairly young top management teams and for larger firms operating in a turbulent environment. Copyright © 2014 ASAC. Published by John Wiley & Sons, Ltd.     

Reframing the Business Case for Diversity: A Values and Virtues Perspective

We provide an ethical evaluation of the debate on managing diversity within teams and organizations between equality and business case scholars. Our core assertion is that equality and business case perspectives on diversity from an ethical reading appear stuck as they are based on two different moral perspectives that are difficult to reconcile with each other. More specifically, we point out how the arguments of equality scholars correspond with moral reasoning grounded in deontology, whereas the foundations of the business case perspective are crafted by utilitarian arguments. We show that the problems associated with each diversity perspective correspond with the traditional concerns with the two moral perspectives. To resolve this stalemate position, we argue that the equality versus business case debate needs to be approached from a third, less well-known moral perspective (i.e. virtue ethics). We posit that a focus on virtues can enhance equality by reducing prejudice and illustrate this by applying it to the HRM domains of recruitment and selection and of performance management. Subsequently, we argue that values are key to aligning virtues with each other and with corporate strategy, delineate our values and virtues perspective on diversity, and argue why and how it can enhance organizational performance.     

What does diversity management mean for the gender equality project in the United Kingdom? Views and experiences of organizational “actors”

There has been a shift at the organizational level away from a traditional “equal opportunity” paradigm underpinned by notions of social justice, with a specific focus on tackling gender inequalities towards a business‐led “diversity management” paradigm, with a focus on the individual and their contribution to the organization. We argue that diversity management as a concept and model has the potential to undermine the gender equality project, but drawing on a UK‐based study we conclude that whether or not it presently does so in practice is less clear. Nevertheless, our study, presenting views and experiences of multiple organizational actors, demonstrates the seductiveness of the diversity discourse, which could herald danger for the future direction and substance of the gender equality project. Copyright © 2010 ASAC. Published by John Wiley & Sons, Ltd.