Trade liberalization and organizational change

We embed a simple incomplete-contracts model of organization design in a standard two-country perfectly-competitive trade model to examine how the liberalization of product and factor markets affects the ownership structure of firms. In our model, managers decide whether or not to integrate their firms, trading off the pecuniary benefits of coordinating production decisions with the private benefits of operating in their preferred ways. The price of output is a crucial determinant of this choice, since it affects the size of the pecuniary benefits. Organizational choices also depend on the terms of trade in supplier markets, which affect the division of surplus between managers. We show that, even when firms do not relocate across countries, the price changes triggered by the liberalization of product markets can lead to changes in ownership structures within countries. The removal of barriers to factor mobility can also induce widespread restructuring, which can lead to increases in product prices (or declines in quality), hurting consumers worldwide.     

基于系统观的西方企业组织变革模型研究

本文回顾西方企业组织变革理论,发现变革维度的演进与企业发展模式密切关联。在评述已有变革模型的基础上,文章提出了基于系统观的企业组织变革分析框架。     

Structural constraints on organizational change: A longitudinal analysis

The results of a longitudinal study assessing the impact of internal constraints upon both organizational responsiveness to the environment and efforts to change structures for symbolic signaling of policy are presented. The causal model used is developed from a theoretical elaboration of Williamson, Thompson, and Meyer. The implications of the analysis for the signaling metaphor of organizational change are emphasized. The data indicate (i) that the varying resistance to change observed within core dimensions of organizational structure may be largely due to durable capital investments, (ii) that within capitalized dimensions of organizational structure, the resulting resistance to change leads to a longitudinal persistence of centralized decision making, and (iii) that failure to incorporate such constraints in analyses of organizational change leads to misleading results.     

A change‐recipient perspective on training during organizational change

In this paper, we examine skill‐related uncertainties among middle managers during organizational change. The question emerged from a qualitative study of two planned organizational change initiatives in the public sector where a group of middle managers were required to learn new skills because of changes in their work tasks and managerial roles. In both cases, we found that change recipients experienced two types of job‐related uncertainty in the post‐training phase: role ambiguity and operationalization uncertainty. Role ambiguity refers to challenges in understanding diverse expectations tied to the future work situation and necessary skills, whereas operationalization uncertainty refers to the challenges of putting new skills into practice. Although necessary and important, formal training was not sufficient to resolve these challenges. Rather, the change recipients engaged in informal and horizontal communication to resolve uncertainties related to new skill and role requirements.     

Understanding diversity managersõ role in organizational change: Towards a conceptual framework

The paper presents a conceptual framework charting the agency of diversity managers in organizational change. Evaluating and critiquing the contemporary models of organizational change management, we identify three concepts, which are situatedness, relationality, and praxis, for understanding the diversity managers' agency in the organizational change process. Each orienting concept is explored in the context of current diversity management literature and their combined explanatory power is discussed. Copyright © 2009 ASAC. Published by John Wiley & Sons, Ltd.     

Big data in an HR context: Exploring organizational change readiness,employee attitudes and behaviors

This research highlights a contextual application for big data within a HR case study setting. This is achieved through the development of a normative conceptual model that seeks to envelop employee behaviors and attitudes in the context of organizational change readiness. This empirical application considers a data sample from a large public sector organization and through applying Structural Equation Modelling (SEM) identifies salary, job promotion, organizational loyalty and organizational identity influences on employee job satisfaction (suggesting and mediating employee readiness for organizational change). However in considering this specific context, the authors highlight how, where and why such a normative approach to employee factors may be limited and thus, proposes through a framework which brings together big data principles, implementation approaches and management commitment requirements can be applied and harnessed more effectively in order to assess employee attitudes and behaviors as part of wider HR predictive analytics (HRPA) approaches. The researchers conclude with a discussion on these research elements and a set of practical, conceptual and management implications of the findings along with recommendations for future research in the area.     

The effects of organizational training on organizational commitment

This empirical study investigated the impact of organizational training on employee commitment focusing on employees' emotional and affective responses towards their organization. Organizational training is conceptualized within a multidimensional framework consisting of motivation for training, access to training, benefits from training and support for training. The hypothesis of this study has been built on a resource‐based view, social exchange theory and psychological contract theory. Field research was conducted through surveys with 298 participants of four‐ and five‐star hotels operating in Izmir, Turkey. Confirmatory factor analyses were used to analyse the quality of the training scales and multiple regression analyses were conducted to test the hypotheses of the study. The results revealed that all dimensions of training positively affected employee commitment. Implications have been presented for both researchers and human resource practitioners as to how to utilize organizational training factors to increase employee commitment.     

The critical role of trust in obtaining retailer support for a supplier’s strategic organizational change

It is well established in the marketing literature that the bond of trust is a cornerstone of interorganizational relationships. However, trust is considered to be context-specific, as it is difficult to endow on new relationships. We argue that the existing trust between organizations not only survives tough and shifting times, but also helps steer those organizations through such trying periods. We investigated a context where a major change was instituted in a cooperative marketing channel. Here, the supplier (the focal channel member) had to convince the other channel members (the retailers) about the impending merger, which may or may not bring benefits to all. We empirically show the existing trust in the supplier was a major determinant of the support for the merger and inducing the post-merger trust in and commitment to the changed supplier.     

Why do firms train? Empirical evidence on the relationship between training and technological and organizational change

We explore the relationship between training and innovation using key insights from the resource‐based approach, organizational learning and labour studies. By using data from 304 large enterprises in Italy, the study highlights a twofold role of training in favouring technological and organizational changes. First, training plays a role in allowing the acquisition and the assimilation of new knowledge. Consequently, firms in which the provision of training is part of a bundle of high‐performance management practices are more likely to undertake technological and organizational changes and to develop new competencies internally. Second, training supports firms in the assimilation of technological and organizational changes. Consequently, firms that undertake these changes exhibit a superior participation rate for employees and greater time intensity of their training programmes. Firms' inclination to develop new competencies internally does not affect, however, the intensity of training, thereby suggesting that organizational learning processes do not start by a broad involvement of employees in formalized training programmes.     

组织学习、组织创新与组织绩效之间的关系研究——以武汉市商业银行为例

银行面对金融国际化、自由化等外在环境急剧变化的挑战,维持一定的竞争优势,是企业持续保持良好经营绩效的有效途径。通过对武汉市商业银行组织学习、组织创新与组织绩效之间关系的实证研究,探讨它们之间的相互作用。     

Building organizational integrity

Ethical lapses by employees can put organizations at substantial risk. Although improved compliance procedures can help limit this risk, successful efforts must extend beyond compliance to build a culture of organizational integrity. Recent changes in regulatory requirements and more stringent sentencing guidelines demand an integrated approach to ethical awareness, one that encompasses the four organizational practices of controls, clearly defined principles and purpose, core values, and culture. Inevitably, the most difficult of these is building a culture of high ethical standards that are reflected in day-to-day practice. To overcome the barriers to building organizational integrity, leaders must question key organizational practices while constructing a culture based on ethical behaviors.     

Surviving organizational disasters

Man-made and natural disasters are becoming increasingly common in today's world. Among other entities, companies should be concerned because these impact organizational survival, disrupting the lives and functioning of employees, suppliers, customers, and organizational infrastructure. If the present trend continues, the Federal Emergency Management Agency is on track to declare 30% more disasters in 2010 than in 2009. Organizational disasters are crises in the extreme. While the crisis management literature provides a useful foundation for planning for internal organizational threats, it does not adequately address larger external threats brought about by disasters. With this gap in mind, we herein present a framework for planning for man-made or natural disasters: continuity of operations planning (COOP). Continuity of operations planning is a tool that aids organizations in staying in business under extreme circumstances. Although continuity of operations planning is not an entirely new practice, many small and medium-sized firms are reluctant to engage in this type of planning. To highlight the value of the process, this article provides examples of organizational disasters, alongside a simplified method for developing an effective continuity of operations plan.     

Accounting for organizational misconduct

Organizational misconduct (white collar, corporate and occupational crime, unethical behavior, rule violations, etc.) is an increasingly important social concern. This paper proposes that a necessary step toward preventing and treating such misconduct is the understanding of the explanations, called accounts, given by the actor. We argue that the theorizing and findings in the literature on accounts can be organized into a 2×2 matrix framework. The first dimension centers on whether or not the actor admits that some net harm is done by the act, and the second consists of whether or not the actor admits responsibility. When both are admitted (cell 1), the account is a concession, while denial of both constitutes a refusal (cell 4). Admitting responsibility but not harm equates to a justification (cell 2), and the opposite condition is an excuse (cell 3). Building on this matrix, we specify a typology of explanations within each cell which will highlight inter-cell differences. Finally, we explore the implications of this analysis for managers, regulators, and the public.Eugene Szwajkowski has taught in the Department of Management of the University of Illinois at Chicago since 1978, and as a visiting professor at the University of Illinois at Urbana-Champaign and at the University of Notre Dame. For the past fifteen years, Dr. Szwajkowski has been engaged in research on various aspects of illegal and unethical behavior within and on behalf of organizations. His research has investigated such practices as price-fixing and anti-competitive acquisitions, employee theft and sabotage, sex and race discrimination, and deceptive advertising.The author gratefully acknowledges the generous contributions of Drs. Laurie Larwood and Darold Barnum, and of two anonymous reviewers for their helpful comments on earlier versions of this paper.     

农民组织化问题研究

通过对我国农民组织现状的分析,提出提高农民组织化程度的必要性:结合我国农村目前的现状,提出具体对策建议.     

农民组织化问题研究

通过对我国农民组织现状的分析,提出提高农民组织化程度的必要性;结合我国农村目前的现状,提出具体对策建议.     

The organizational control structure

This paper introduces a special topic section of five papers on organization control. Organizational control is conceived of in a broad sense to include such factors as leadership, formalization, reward systems and the like. In this paper, it is proposed that the control structure varies by type of organization, and that the control structure has differential effects on (1) predictability and (2) organization effectiveness.