THE CONCEPT OF DECISION: A DECONSTRUCTIVE ANALYSIS*

Decision-making as a central concept in management and organization theory has had a colourful and controversial career spanning some 50 years. During this time its image and meaning has shifted substantially to the point where its explanatory value as an established conceptual category in management and organizational analysis has been questioned. In this article, I attempt a critical study of the concept of decision and try to show that the various attempts to replace it by other terms such as ‘action’, and ‘change’, overlook the ontological status of the decision-making process. I argue here that decision is better understood as a series of interlocking pre-definitive acts of punctuating the flow of human experiences in order to facilitate sense-making and to alleviate our Cartesian anxiety. Decisions are not so much about ‘choice’or ‘intentions’as about the primordial ‘will to order’whereby interlocking configurations of micro-incisions punctuating our phenomenal experiences contrive to construct and reinforce a stable but precarious version of reality. When viewed thus, decision-making takes on a very different meaning - one that accentuates the concrete everydayness of micro-decisional acts which re-enact the ongoing contestation between order and disorder, routinization and breakdown, organization and disorganization, chaos and cosmos. Such micro-decisional ontological acts are what produces and sustains a version of reality to which we then subsequently respond. It is this ‘becoming’theory of decision-making which is offered as an alternative to the ‘event’driven model of decisional theorizing.     

Employee perceptions of HR practices: A critical review and future directions

Abstract

Scholars are directing more attention to employee perceptions of human resources (HR) practices and have explored issues such as whether and how employees’ idiosyncratic or collective perceptions of HR practices shape employee outcomes. To further this area of research, we seek to determine what authors mean when they refer to “employee perceptions of HR practices”. We review 105 articles from leading human resource management journals and find that employee perceptions of HR practices is not a monolithic concept. Rather, following previous scholars, we identify three distinct components of employee perceptions of HR practices: the ‘what’, ‘how’, and ‘why’. We critically summarize extant literature on these three components of employee HR perception and propose future research directions, including enriching the theoretical foundations of HR communication, embracing cross-national contexts, and enhancing practical relevance.     

What Do Cities Have to Do with Democracy?

The relationship between urbanization and democratization remains under‐theorized and under‐researched. Radical urban theory has undergone a veritable normative turn, registered in debates about the right to the city, spatial justice and the just city, while critical conceptualizations of neoliberalism present ‘democracy’ as the preferred remedy for injustice. However, these lines of thought remain reluctant to venture too far down the path of political philosophy. The relationship between urban politics and the dynamics of democratization remains under‐theorized as a result. It is argued that this relationship can be usefully understood by drawing on lessons from avowedly normative styles of political theorizing, specifically post‐Habermasian strands of critical theory. Taking this tradition seriously helps one to notice that discussions of urbanization, democracy, injustice and rights in geography, urban studies and related fields invoke an implicit but unthematized democratic norm, that of all‐affected interests. In contemporary critical theory, this norm is conceptualized as a worldly register of political demands. It is argued that the conceptual disaggregation of component values of democracy undertaken through the ‘spatial turn’ in recent critical theory reorients the analysis of the democratic potentials of urban politics around the investigation of the multiple forms of agency which urbanized processes perform in generating, recognizing and acting upon issues of shared concern.     

Mind the context gap: a critical review of engagement within the public sector and an agenda for future research

Abstract

In this review paper, we critically examine the evidence base relating to engagement within the public sector given a wide range of public services have faced acute human resource challenges over recent years. Our review of 188 empirical studies reveals that much of the evidence focuses attention on individual and job level factors, such that specific public sector contextual contingencies have rarely been considered. Through identifying significant ‘context gaps’, we present a future research agenda addressing the following key areas: i) clarifying the relationship between engagement and public service motivation, ii) further contextualizing general engagement models, iii) exploring cultural, socio-political, and institutional factors in more depth, iv) encouraging a more critical perspective on engagement, v) understanding the variation in the experience of engagement across different public services/delivery models, and vi) connecting more strongly with practical concerns and initiatives within public organizations. In presenting this agenda, we highlight how engagement and HRM scholars can more strongly embed their research within a sectoral context.     

The Lack of Impact of Dissensus Inspired Analysis on Developments in the Field of Human Resource Management*

abstract Mainstream HRM journals have largely ignored critical perspectives on HRM. This is the main finding from our study examining trends in publishing on HRM through an analysis of published work in the period 1995 to 2000. Using the ‘dissensus–consensus’ dimension of a framework developed by Deetz (1996) we examine the role of academic journals in constructing HRM knowledge in what turns out to be largely consensus oriented ways. We survey HRM articles in nine journals over a six year period, and conclude that HRM is primarily constituted from a consensus perspective in the mainstream HRM journals while European based general management and organization theory journals construct HRM in both dissensus and consensus oriented ways. We propose reasons why the critical debates in HRM have largely been ignored in the mainstream journals as well as what this might mean for HRM theory and practice given the lack of critical and dissenting voices so evident in leading HRM journals.     

Transforming New Ideas into Practice: An Activity Based Perspective on the Institutionalization of Practices

We develop an activity‐focused process model of how new ideas can be transformed into front line practice by reviving attention to the importance of habitualization as a key component of institutionalization. In contrast to established models that explain how ideas diffuse or spread from one organization to another, we employ a micro‐level perspective to study the subsequent intra‐organizational processes through which these ideas are transformed into new workplace practices. We followed efforts to transform the organizationally accepted idea of ‘interdisciplinary teamwork’ into new everyday practices in four cases over a six year time period. We contribute to the literature by focusing on de‐habitualizing and re‐habitualizing behaviours that connect micro‐level actions with organizational level theorizing. Our model illuminates three phases that we propose are essential to creating and sustaining this connection: micro‐level theorizing, encouraging trying the new practices, and facilitating collective meaning‐making.     

Where do We Go From Here? New Perspectives on the Black Box in Strategic Human Resource Management Research

The main objective of the present research is to briefly review the strategic human resource management (HRM) literature from multilevel theoretical perspectives to summarize what we know about mediating mechanisms in the HR–performance relationship. By doing so, we highlight future research needs to advance theoretical understanding of the ‘black box’ in strategic HRM research. Furthermore, by offering additional theoretical perspectives that can be used to understand the mediating mechanisms at different levels, we suggest future research directions that capture the complexities associated with strategic HRM through a multilevel theoretical lens. Implications of the model are discussed.     

Rites of passage: Organization as an excess of flows

Airports have been conceptualized as the archetypal ‘space of flows’ in an emerging network-based global economy that values process, speed, improvisation, and organizational flexibility. This article seeks to extend the work of process theory in organization studies where ‘organization’ is increasingly understood as the (precarious) appropriation of order out of disorder. The research drawn upon here was primarily concerned with the role that information and communication technologies (ICTs) play in the creation and reproduction of structures of order and signification that facilitate processual efficiency and ‘flow’. In this paper, we draw upon an ongoing study at Fullton International Airport to study how contemporary information systems partake in the development of new kinds of knowledge(s) and practices that in turn place particular demands on various participants to produce and maintain organization as a genre-defying ‘sociotechnical imbroglio’. We find that different and often-incompatible modes of ordering emerge, generating an excess of flow that can be traced through a whole series of subjects, objects and their various ‘virtual-real’ combinations. In the detail of the mundane and practical accomplishment of organization we discover an over-determined range of performances of people and objects that makes management a difficult and precarious task.     

Preserving Theoretical Divergence in Management Research: Why the Explanatory Potential of Qualitative Research Should Be Harnessed Rather than Suppressed

Despite the evident rise in the number of qualitative studies that are published in leading journals, I argue that the rich tradition and hallmark of qualitative research is under pressure. In recent years qualitative papers are increasingly being fashioned in the image of quantitative research, so much so that papers adopt ‘factor‐analytic’ styles of theorizing that have typically been the preserve of quantitative methods. This is a worrying trend as it leads to certain types of explanations dominating our field and at the expense of other viable forms of explanation. It also narrows the remit of qualitative research in general by channelling the theoretical contribution of qualitative studies in the direction of factor‐analytic propositional or variance models. In this article, I discuss the differences between the distinct types of theoretical explanations that are associated with quantitative and qualitative methods, survey the trend towards a quantitative ‘restyling’ of qualitative research, and elaborate its negative implications for our body of knowledge and for the state of management and organization theory.     

Moving Forward: Developing Theoretical Contributions in Management Studies

How do we, as management researchers, develop novel theoretical contributions and, thereby, potentially break new ground in management studies? To address this question, we review previous methodological work on theorizing and advance a typology of the reasoning processes that underlie theoretical contributions and significant advances in management studies. This typology consists of various types of analogical and counterfactual reasoning, ranging from focused thought experiments aimed at prodding existing theory in the direction of alternative assumptions, constructs, and hypotheses to more expansive efforts for inducing new theoretical models and alternative explanations. Applying this typology, we detail the mechanisms behind the formation of novel theoretical contributions and illustrate the currency of our typology through a review of 24 major theoretical breakthroughs in management studies. We conclude the paper by discussing the implications of this typology for our collective efforts in building, elaborating, and expanding theory in management studies.     

Celebrating Organization Theory: The After‐Party

Organization and management theory as a field faces criticisms from several scholars that it has an unhealthy obsession with ‘theory’, while at the same time seeing very little cumulative theoretical progress. Some have even accused the field of being mired in the 1970s. Lounsbury and Beckman counter with an expansive review of several thriving domains of contemporary organizational research that demonstrate the theoretical vibrancy of the field. This article responds by seeking to define ‘theoretical progress’ in ways that extend beyond just the volume of articles produced. It finds that 1970s‐era classics have seen a surge of citations since the turn of the twenty‐first century, consistent with a view of limited progress. It concludes by outlining three areas of problem‐driven research eminently worthy of attention from organizational researchers.     

Advancing Theory with Review Articles

Reviewing a body of work presents unique opportunities for making a theoretical contribution. Review articles can make readers think theoretically differently about a given field or phenomenon. Yet, review articles that advance theory have been historically under-represented in Journal of Management Studies. Accordingly, the purpose of this editorial is to propose a multi-faceted approach for fashioning theoretical contributions in review articles, which we hope will inspire more authors to develop and submit innovative, original, and high-quality theory-building review articles. We argue that advancing theory with review articles requires an integrative and generative approach. We propose a non-exhaustive set of avenues for developing theory with a review article: exposing emerging perspectives, analysing assumptions, clarifying constructs, establishing boundary conditions, testing new theory, theorizing with systems theory, and theorizing with mechanisms. As a journal, Journal of Management Studies is a journal of ideas – new ideas; ideas drawn from reflections on extant theory and ideas with potential to change the way we understand and interpret theory. With this in mind, we think that advancing theory with review articles is an untapped source of new ideas.     

60 Years of March and Simon’s Organizations: An Empirical Examination of its Impact and Influence on Subsequent Research

We provide an analytic and systematic review of the impact of March and Simon’s seminal Organizations on management research and discuss the book’s value for current research and propose future applications of it. Building on bibliometric and text‐mining approaches, our empirical analysis reveals that although Organizations was contextually based in the industrial milieu of the 1950s, its concepts have found ongoing resonance with scholars. Further, we find that much of this resonance appears to be driven by the ability of scholars in different ‘schools of thought’ to find useful insights from March and Simon’s generalized theoretical structure. However, we also observe that scholars have been selective in their usage of ideas from the book over the last 60 years. Based our analysis, we propose a particular set of future research areas, including a focus on new organizational forms and extending March and Simon’s ideas to multi‐level research, which can benefit from more holistically drawing on Organizations and connect its original ideas to address current management problems.     

The scope of “marketing” research in the nonprofit sector: Lessons from the last 20 years literature

Over the last several decades, the field of nonprofit marketing has produced a growing number of publications; however, little attention has been paid to examine what research topics have been studied by nonprofit scholars from the marketing perspectives. This knowledge production research contributes to the literature by reviewing trends in research themes and methodologies over the last 20 years among the articles for which authors use the terminology “marketing.” Employing a thematic review using text network analysis, and an in-depth methodology review, this study finds that nonprofit marketing studies have been shifting to become more subdivided and diversified in terms of research themes and methodologies. However, we also find that there is still room for further development, which we provided recommendations based on the findings. With its findings, this paper provides critical guidance for future studies.     

Institutional analysis for new public governance scholars

ABSTRACT

Over the past several decades, prominent public management and policy scholars have repeatedly identified institutional analysis as a promising tool for empirical research, particularly for the study of ‘new governance’ phenomena where policy is enacted and implemented by actors that span organizations, sectors, jurisdictions, and governance levels. Yet, relatively few empirical studies directly measure and model institutions in management and policy settings. In a systematic review of the literature, we identify challenges and barriers that may prevent management and policy scholars from engaging with institutional analysis, along with examples of studies that illustrate how to overcome these challenges in practice.     

Why leadership of public leadership research matters: and what to do about it

The tough-talking, take-charge, individualistic view of public leadership is alive and well throughout the world, despite the enthusiasm of leadership scholars for more shared, relational, and collectivist views. The times therefore seem especially appropriate for assessing the state of public leadership theory and research and charting a path forward to enhance understanding of the continued appeal of Great Person leadership and the promise of collective leadership. This essay considers the current public leadership context, highlights distinctive characteristics of public leadership, and provides an overview of recent public leadership research through a collective lens. We call for more attention to leadership theory from within public management and the broader leadership fields and to public value and public values in leadership theorizing and research. We suggest public leadership scholars roam more freely through the disciplines and experiment with a variety of methods beyond the traditional case study.     

The Site of Diversalizing: The Accomplishment of Inclusion in Intergenerational Dance

In this study, we aim to revisit theorizing on inclusion by turning to practice theory. Challenging the individualist ontological assumption of most diversity and inclusion studies, we follow a practice-based theory of diversity to understand how an inclusive social order is accomplished. Our empirical case centres on the real-time practicing of a dance production where diversity was central to its production process as well as final performance. Using a research strategy of connected situationalism, we uncover and document three practices: mixing, inverting and affirming, that are recursively intertwined into a nexus, producing inclusion. We advance the inclusion literature by proposing the notion ‘a site of diversalizing’ that processually captures the accomplishment of multiplicity through practices and their associations in time and space, highlighting the necessity to understand ‘practice’ as the entanglement of bodily, discursive and material components, and approaching context as comprised of mutually constituting relations instead of micro/macro levels.     

Work transformation and the HR ecosystem dynamics: A longitudinal case study of HRM disruption in the era of the 4th industrial revolution

Disruption in human resource management (HRM) practices necessitates processes of mutual adjustment within the organization that seeks to address these changes properly, overcome tensions, and fit strategic needs. In our single longitudinal case study of a new HRM practice development concerning blue-collar worker talent management, we examine how HR professionals and managers interact and develop new HRM practices as a response to disruptive work transformation. Considering these interactions from the perspective of HR ecosystem alignment dynamics, we find that both managers and HR professionals engaged in fruitful collaboration processes along three differentiated steps to provide value for the whole organization. We propose a grounded theorizing of HR ecosystem alignment that is based on the progression of successive convergent and divergent phases and introducing collaborative spaces of work.     

Strategic Practice Drift: How Open Strategy Infiltrates the Strategy Process

This paper builds theory on the process of open-strategy infiltration through an ethnographic study investigating how open strategy entered a financial services firm's strategy process behind the backs of top managers. Based on our analysis, we show how open strategy infiltrates the strategy process through a ‘strategic practice drift’, i.e., a gradual and partly unnoticed shift towards open strategy that occurs through ‘accommodating’ and ‘legitimizing’ the performance of transparency and inclusion in the strategy process. We show how the ‘goal-based ambiguity’ and ‘procedural certainty’ of initiatives that latently imply the performance of transparency and inclusion in the strategy process enable open-strategy infiltration. Furthermore, we show how top managers' ‘goal-based rationalization’ and ‘procedural renegotiation’ of practising transparency and inclusion contribute to the eventual reproduction of open strategy in the strategy process. Our model generates an understanding of how and why open strategy can enter the strategy process behind the backs of top managers and adds nuance to extant understandings of the role of top managers in this process. In addition, our findings contribute to research on strategy as practice by theorizing ‘strategic practice drifts’ and extending our understanding of the role of ambiguity therein.