Confused Professionals?: Capacities to cope with pressures on professional work

Public professionalism is increasingly subject to organizational and societal pressures, which has led to ambiguity concerning its nature. Professionals face conflicting situations due to potential clashes between multifaceted professional, organizational, and societal factors. This raises questions about how these factors affect professional work, how professionals experience conflicts and how they cope. We investigate such conflicts, confusion, and coping strategies in a group of veterinary inspectors. Using semi-structured interviews, we analyse their work and link the resulting insights to different perspectives on professionalism. We show that workers experience conflicts as less stressful when they accept organizational factors, or when they are able to enact a more integrated set of professional/organizational work principles. We call this organizing professionalism. We trace factors that hinder and favour such organizing coping strategies.     

Artifacts that organize: Delegation in the distributed organization

A great deal of research on geographically distributed organizing focuses on communication among members; however, in the face of increasingly large, complex and interdependent infrastructure, scholars must also examine instances of technology-supported coordination that function by replacing rather than enhancing human communication among organizational members. Central to this are complex processes of delegation — in which organizational work and agency are passed back and forth across the shifting line between “social” and “technical” elements. Building on work in the sociology of science, this paper extends the concept of delegation and applies it to thorny questions around the work of sustaining organization over time. We explore two examples from the Open Science Grid (OSG), an initiative that distributes computational resources to geographically dispersed and otherwise loosely coordinated research teams. Our first case is one of successful delegation, as automated access to resources is extended to a new group of distributed scientists. We then turn our attention to a case where the process of delegation breaks down, revealing the usually invisible work needed to sustain “seamless” integration. As these cases show, delegation is complex, fragile, and central to the nature of contemporary organizing. Specifically, delegation: 1) reconfigures the organization of work; 2) transforms how outcomes are accomplished; 3) redistributes responsibility for organizational decision-making; and 4) shifts the visibility and invisibility of both actors and their work.     

Team Learning from Mistakes: The Contribution of Cooperative Goals and Problem‐Solving*

ABSTRACT Although mistakes may have considerable potential for learning, previous research has emphasized that organizational members are often defensive when their mistakes are pointed out and will even continue with their present course of action despite growing costs. Recent research has shown that team‐level variables, such as psychological safety and shared mental model, can help overcome barriers to learning from mistakes. Structural equation analyses on teams working in a sample of organizations in Shanghai, China, suggested that teams were able to learn from their mistakes to the extent that they took a problem solving orientation. This orientation in turn was based on developing cooperative but not competitive goals within the team. Although competitive and independent goals induce blaming, blaming itself was not significantly related to learning. Blaming, especially when conducted openly, may hold individual team members accountable as well as provoke defensiveness. Findings empirically link the theory of cooperation and competition with the organizational learning literature. Results suggest that cooperative goals and problem solving promote learning from mistakes.     

Toward a broader view of age discrimination in employment-related decisions: a joint consideration of organizational factors and cognitive processes

We propose that organizational factors (structure, values, and technology) influence raters' decision making processes which, in turn, can result in age discrimination in employment-related decisions. Specifically, organizational factors may influence (a) the extent to which jobs become age-typed, (b) the extent to which a worker's age is salient and activates age-associated job stereotypes and (c) the extent to which raters are able to base their employment-related decisions on the perceived match between job and worker information. The practical and theoretical implications of our approach are discussed and directions for future research are offered.     

Distributed seeing: Algorithms and the reconfiguration of the workplace,a case of 'automated' trading

Contemporary organizations increasingly rely on digital technologies structuring how work gets done. Algorithms in particular are fundamental for such technologies. Management literature on digital transformation has studied how algorithms either automate or augment work. In doing so, this literature treats algorithms as largely independent from existing work practices. This paper, on the contrary, theorizes and empirically illustrates how algorithms transform the workplace in a spatiotemporal sense by introducing a new epistemic vantage point through which work is understood. We do so by drawing on previous work on reconfiguration and ‘Ways of Seeing’, and through a qualitative case study on sports trading. Our analysis shows that traders and algorithms each perceive and see the market in specific, though incomplete ways. Since this market is partly virtual and constituted via a range of heterogeneous actors, ‘seeing’ the market entails knowing its distributed nature and pulling spatiotemporal distant elements together. Our paper contributes to the literature on the effects of algorithms on work by putting forward the conceptual lens of ‘distributed seeing’. This highlights that digital transformation is more than an instrumental optimization process by automating or augmenting tasks with technology but that it actively reconfigures the work to be done. We show that digital transformation 1) is reciprocal and thus irreversible; 2) patchworked and thus requires mending work; 3) introduces new organizational vulnerabilities.     

The interplay between organizational and national cultures: a comparison of organizational practices in Canada and South Korea using the Competing Values Framework

This paper examines the concept of organizational culture using the Competing Values Framework (CVF) in organizations from six different industries in Canada and South Korea. The Competing Values Framework (Quinn and Rohrbaugh, 1983; Quinn, 1988) is used to compare organizational cultures of similar firms and their HRM in the two countries. The data reported are from thirty-nine Canadian and forty Korean organizations. The findings show that, even though some aspects of organizational culture are related and can be attributed to the differences between the national cultures (Korean versus Canada), industry and contextual variables do contribute to a significant extent to the perception of organizational culture. In addition, the analysis reported here shows that other organizational aspects that are closely related to organizational culture (organizational climate and leadership) have significant associations with national cultures as well as industry and contextual factors. The aspects of organizational context under study included size, age and ownership of the firms, uncertainty and unpredictability of the environment, organizational support for training and unionization. Implications of the study for cross-national research, and for the use of competing Values Framework are discussed.     

Building integrated workforces across national borders: the case of British and Japanese engineers

Increased competition in the global market and the rapid pace of technological development have led to the proliferation of cross-border partnerships among multinational firms. However, diversity in national backgrounds, management systems and work practices between partner firms can limit the development of robust co-operative relationships and impede the formation of integrated work teams. This study provides a concrete analysis of how the diversity in the technology management systems and work practices between a Japanese and British electronics firm has constrained their collaboration. It examines how the two firms attempt to co-ordinate the work of their engineers and analyses the limitations of their adaptive strategies. The paper argues that mutual adaptation and organizational learning can have only limited effect in accommodating some of the fundamental differences between the partner firms many of which are closely interwoven with diversity in national institutions and societal contexts. It also argues that ‘integration’ and ‘acculturation’ do not really address the full range of the problems. Inter-firm diversity, although conflict-inducing, is also a source of competitive advantage for the partnership. Firms engaged in global collaboration must face the persistent tension between the need to preserve their core strengths and the pressure for global adaptation.     

High‐performance organizing,environmental management,and organizational performance: An evolutionary economics perspective

This study applies evolutionary economics reasoning to the green HRM context and examines whether and how environmental management routinization relates to organizational performance. In doing so, we introduce the concept of ecological routines, defined as deeply embedded, firm‐specific rules and procedures associated with organizing and practicing corporate environmental management that do not change very much from one iteration, period, or functional unit to another. We examine the extent to which ecological routines that encompass organizing (high‐performance organizing [HPO]) and practice routines of environmental sustainability relate to green decisions, green behaviors, and organizational performance. In a sample of 229 managers from 33 organizations in the environment‐sensitive industries of the United States, we find support for multilevel mediation of green decisions and green behaviors as well as interaction of HPO and environmental management practice routines. Implications for research and practice are discussed.     

Politics and Organizational Learning

In this paper it is argued that organizational learning is facilitated by a free and open form of politics in the workplace based on a system of political, social and civil rights and obligations within a framework of legitimate authority, parallel to the system that exists in the wider society. The argument is developed by examining issues at three related levels: why 'psychic' space is needed to nurture selfidentity and learning; the institutional pressures in the wider social environment that bring about learning within a whole business sector through open political activity; and how existing organizational learning theory and practice reveal numerous ways in which space for learning and innovation can be made available within work organizations through political processes. Finally, suggestions are made for ways of creating a framework within organizations that will enable such processes to develop.     

浅谈网络环境下大学生心理健康教育的创新途径

随着网络技术和信息技术的快速发展,我们已经进入信息化时代,网络在人们的生活中发挥着不可替代的作用,便捷了人们的生产和生活。当代大学生成长在网络环境下,其学习方式、生活方式、社交方式等方面在很大程度上都会受到网络的影响,甚至大学生的心理健康也会受到网络的影响。针对这种情况,高校要重视大学生的心理健康教育,加强对学生心理方面的引导,最大程度地杜绝网络带给学生心理上的消极影响,推动大学生心理健康教育的发展。     

Cognitive style: Some human resource implications for managers

Cognitive style may be defined as an individual’s inherent and consistent way of organizing and processing information. It is independent of cognitive ability and may have an important bearing on individual performance within and across organizational settings, for example in the areas of selection, vocational and occupational preferences, management competence, team composition and performance, occupational-stress training and development and organizational learning. A model is suggested in which it is argued cognitive ability, cognitive style and cognitive strategies are intervening variables between individual/organizational processes and individual/organizational performance. It is suggested that managers and others within organizations who have a responsibility for human resource issues need to consider ways in which a knowledge of style may be integrated into these important areas of activity.     

基于系统动态的学习型组织研究

学习型组织充分体现了知识经济时代对组织管理模式变化的要求,代表着组织未来的发展趋势。以系统动态学的视角,从组织学习、组织结构、系统要素三方面对学习型组织这个复杂系统进行了动态分析,分别建立了相应的动态反馈模型,揭示了学习型组织系统内部与其外部环境之间的动态反馈机制,提出了构建和完善学习型组织的建议。     

The implications of financial frictions and imperfect knowledge in the estimated DSGE model of the U.S. economy

In this paper, I study how alternative assumptions about expectation formation can modify the implications of financial frictions for the real economy. I incorporate a financial accelerator mechanism into a version of the Smets and Wouters (2007) DSGE framework and explore the properties of the model assuming, on the one hand, complete rationality of expectations and, alternatively, several learning algorithms that differ in terms of the information set used by agents to produce the forecasts. I show that the implications of the financial accelerator for the business cycle may vary depending on the approach to modeling the expectations. The results suggest that the learning scheme based on small forecasting functions is able to amplify the effects of financial frictions relative to the model with Rational Expectations. Specifically, I show that the dynamics of real variables under learning is driven to a significant extent by the time variation of agents’ beliefs about financial sector variables. During periods when agents perceive asset prices as being relatively more persistent, financial shocks lead to more pronounced macroeconomic outcomes. The amplification effect rises as financial frictions become more severe. At the same time, a learning specification in which agents use more information to generate predictions produces very different asset price and investment dynamics. In such a framework, learning cannot significantly alter the real effects of financial frictions implied by the Rational Expectations model.     

Problems with contingency theory: testing assumptions hidden within the language of contingency "theory."

This paper suggests that there are five problems with contingency theory, ranging from a simple lack of clarity in its theoretical statements to more subtle issues such as the embedding of symmetrical and nonmonotonic assumptions in the theoretical arguments. Starting from Galbraith's (1973) contingency theory about organizing for effectiveness, several traditional contingency hypothesis were tested along with more precise hypotheses developed from knowledge of the five problems with contingency theory. Data were drawn from a study of organizational effectiveness in acute care hospital operating room suites. Although traditional contingency notions were not supported by the data, the more precise hypotheses received stronger empirical support. The study data suggest that relationships between technology, structure, and organizational effectiveness are more complicated than contingency theory now assumes. The paper concludes by suggesting formulation of a contingency theory of organizational effectiveness that includes interactive, nonmonotonic, and symmetrical arguments.     

Influence of technological support,skills and competencies,and learning on corporate entrepreneurship in European technology firms

In the today′s changing environment, firms are hardly competing with each other to achieve a competitive advantage that can differentiate them from others and improve their organizational performance. In this sense, it is crucial to develop corporate entrepreneurship and promote strategic variables that foster it.The aim of this paper is to highlight the importance of different technological variables (top management support to technology, technological skills and technological distinctive competencies) and organizational learning on corporate entrepreneurship, and thus analyze the influence of corporate entrepreneurship on organizational performance in the context of technology firms.A sample of 160 European technology firms was selected from the database Amadeus in 2009 with CEOs as our main informants. The hypotheses studied are empirically confirmed by using a hierarchical regression model.     

Organizational mindfulness,mindful organizing,and environmental and resource sustainability

The research theorizes that environmental vulnerability can be minimized through mindfulness‐based strategies, and redesigning organizing processes, so that richer thinking is activated more quickly among greater number of people all of whom try to update their knowledge regardless of the knowledge source. It empirically evaluates the effects of organizational mindfulness and mindful organizing on resources and environmental sustainability. The model was tested in a very appropriate setting—Saudi Arabia, where increasing demand for and supply of energy culminates in unsustainable resources utilization and rise in greenhouse gas emissions and other environmental vulnerabilities. Data were collected from Saudi firms operating in the oil and gas sector and analyzed using SmartPLS software. The measurement and structural models were evaluated. The measurement model exhibits adequate model fit. The tests for the structural models show that four (of five) dimensions of organizational mindfulness (viz., commitment to resilience, deference to expertise, preoccupation with failure, and reluctance to simplify interpretations) and mindful organizing are significantly related at 5% significance level. Sensitivity to operations has no significant relationship with mindful organizing. Mindful organizing is significantly related to environmental and resources sustainability. Moreover, mindful organizing fully or partially mediates in the relationship between some of the dimensions of organizational mindfulness and environmental and resources sustainability. The study is one of the first to integrate mindfulness‐based approaches to sustainability and environmental research.     

高校辅导员主题班会组织能力的培养策略探讨

高校主题班会是辅导员开展大学生思想政治教育活动的重要载体和组织形式,辅导员的主题班会组织能力是主题班会水平的重要保障,因此提升辅导员主题班会组织能力是高校推进学生思想政治教育工作水平的重要基础条件。高校可以通过加强专项指导培训、实施主题班会观摩评比制度和主题班会集体备课制度、完善辅导员工作考核制度的相关规章制度等举措,提升辅导员的主题班会组织能力。     

Conceptualizing the processes,benefits, and challenges of organizational lifelong learning at Yuhan-Kimberly,Korea: the notion of anticipative affordance

This research investigates, reports, and theorizes Yuhan-Kimberly's journey to establish its organizational lifelong learning program in Korea. Based on a four-year longitudinal study and the principles of grounded theory, we propose the notion of anticipative affordance to elaborate the process through which benefits derived from an organization's lifelong learning are created, interconnected, and amplified through the gradual and long-term building and accumulation of shared understanding and commitment. Main theoretical contributions derived from this study are threefold. First, the concept of anticipative affordance enhances our understanding about the key process and challenges related to organizational lifelong learning. Second, anticipative affordance serves as a bridge to synthesize the separation between the cognitive and situated aspects of learning. Third, our research empirically illustrates how collective benefits of organizational learning are actualized over time through the development of learning mechanisms and through the integration of its individual members' learning.     

Leadership in Temporary Organizations: A Review of Leadership Theories and a Research Agenda

Projects and other temporary forms of organizing are different from standard organizational processes. As most leadership theories are based on the assumption of stable organizational environments, the increase in temporary forms of organizing poses specific challenges to leadership theories. We evaluate existing leadership theories in terms of their applicability on temporary environments and identify theories, which are adaptable to temporary settings and therefore may be the basis for empirical investigations in this field. On this basis we derive a research agenda by proposing individual leadership theories and combinations of different leadership approaches to be further assessed in research.     

Enhancing continuous learning: Diagnostic findings from multiple companies

This article describes, both conceptually and empirically, how salient aspects of an organization's work environment can influence whether continuous learning will occur. Survey results from over 500 people in seven organizations, coupled with data from diagnostic interviews, revealed that each organization has a unique learning profile and relies on different sources of learning to develop individual competencies. Those organizations with stronger learning environments appeared to demonstrate greater organizational effectiveness. Several common learning environment factors were empirically identified. These factors were found to be related to perceived competence and satisfaction with development across organizations. © 1997 John Wiley & Sons, Inc.