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Articles 31 - 60 of 97
Full-Text Articles in Entire DC Network
Creating A Healthy Workplace Culture Using An Appreciative Inquiry 4-D Cycle, Raymond Calabrese, Erik Cohen, Dustin Miller
Creating A Healthy Workplace Culture Using An Appreciative Inquiry 4-D Cycle, Raymond Calabrese, Erik Cohen, Dustin Miller
Organization Management Journal
This study describes the second year of an ongoing partnership between an urban drug court (UDC) and a research university with very high research activity. The purpose of the second year of our study was to engage an appreciative inquiry (AI) Learning Team in all stages of the AI 4-D Cycle to discover the positive core of their work history and work relationships to create a healthy UDC workplace culture. Nine purposively selected participants were engaged in all four stages of the AI 4-D Cycle. There were four findings. Participants (a) developed a strong sense of personal and collective empowerment; …
A Full Issue Including Two First Person Research Articles From Australia, William P. Ferris
A Full Issue Including Two First Person Research Articles From Australia, William P. Ferris
Organization Management Journal
No abstract provided.
Building Bridges: What We Can Learn From Combining Otherwise Separated Debates, Kees Boersma
Building Bridges: What We Can Learn From Combining Otherwise Separated Debates, Kees Boersma
Organization Management Journal
No abstract provided.
The Emotions Of Change: A Case Study, Kerri S. Kearny, Kayla D. Siegman
The Emotions Of Change: A Case Study, Kerri S. Kearny, Kayla D. Siegman
Organization Management Journal
The purpose of this article is to report on a specific team intervention, a rapidly constructed response to a request for help with a situation that was believed by the chief executive officer (CEO) to have reached a crisis stage. The effort was, of necessity, “on the fly,” and the roles of consultant, participant, researcher, and collaborator were blurred and evolving as answers to the immediate problem were sought. This article presents and reflects on four tools used as a part of the intensive work with the emotional aspects of the team’s experiences of revolutionary organizational change. In extended follow-up …
From Initiate To Insider: Renegotiating Workplace Roles And Relations Using Staged Humorous Events, Kirrilly Thompson
From Initiate To Insider: Renegotiating Workplace Roles And Relations Using Staged Humorous Events, Kirrilly Thompson
Organization Management Journal
Like anthropologists entering the field as “outsiders,” initiates to organizations need to learn new cultures as they transition to “insiders” or veterans. Organizational research has identified the role that spontaneous humor plays in this transition. However, there has been little research into “staged” humorous events. At the same time, anthropological practice has identified various ethnographic research techniques designed to expedite entrée to a social group or organization. However, there has been no research on the implications of a colleague delivering an ethnography of a group back to itself. In this article, I detail a strategy that combined humor and the …
Unreliability In Student Evaluation Of Teaching Questionnaires: Focus Groups As An Alternative Approach, Linda R. Martin, Robert Dennehy, Sandra Morgan
Unreliability In Student Evaluation Of Teaching Questionnaires: Focus Groups As An Alternative Approach, Linda R. Martin, Robert Dennehy, Sandra Morgan
Organization Management Journal
The conventional method used to measure teaching effectiveness is the student evaluation of teaching questionnaire (SET). Research on the validity and reliability of SETs is vast, though riddled with inconsistencies. The many “myths” of SETs are investigated and the incongruities are demonstrated. We hypothesize that the discrepancies in empirical studies come from misunderstanding and inappropriate actions by students. To address the complexity inherent in these problems, we suggest the use of focus groups as an alternative approach or complement to the standard SETs. A recommended format and guidelines for running classroom focus groups are provided. Institutional constraints and implementation concerns …
Organizational And Societal Factors: Their Impact On Individual Attitudes, Kristen Backhaus
Organizational And Societal Factors: Their Impact On Individual Attitudes, Kristen Backhaus
Organization Management Journal
No abstract provided.
A Model And Test Of Individual And Organization Factors Influencing Individual Adaptation To Change, Jane D. Parent, Cheryl C. Sullivan, Christina Hardway, D. Anthony Butterfield
A Model And Test Of Individual And Organization Factors Influencing Individual Adaptation To Change, Jane D. Parent, Cheryl C. Sullivan, Christina Hardway, D. Anthony Butterfield
Organization Management Journal
This study analyzed the antecedents and outcomes of individual adaptation to a changing work environment. We developed and tested a model of both individual factors and organizational factors affecting individual responses to change. We hypothesized that individuals reporting higher levels of the antecedent variables would also report higher levels of adaptability. We also hypothesized better adaptors would perceive better work outcomes. The model was tested in a field study of 169 participants across four different organizations experiencing varying changes. Results indicated participation, role clarity, and optimism were positively related to adaptability. Further, we found that better adaptors were more satisfied …
Spring 2012 Issue Introduction: A New Publisher For Omj And An Issue Filled With Articles About Awareness And Change, William P. Ferris
Spring 2012 Issue Introduction: A New Publisher For Omj And An Issue Filled With Articles About Awareness And Change, William P. Ferris
Organization Management Journal
No abstract provided.
Leadership, Complex Adaptive Systems, And Equivocality: The Role Of Managers In Emergent Change, Robert J. Blomme
Leadership, Complex Adaptive Systems, And Equivocality: The Role Of Managers In Emergent Change, Robert J. Blomme
Organization Management Journal
When managers are confronted with the necessity to change their organization owing to a turbulent and unpredictable environment, their change efforts are often not very successful. As managers are part of the change context itself, they have to act in a way that is different from the traditional role of the administrative leader to become successful change leaders. This article attempts to redefine organizational change using complexity theory and the work of Karl Weick and Ralph Stacey as a basis. Organizational change can be defined as emergent change in complex adaptive systems and is based on self-organizational principles. One important …
Managerial Roles And Implications In Emergent Change, Craig Seal
Managerial Roles And Implications In Emergent Change, Craig Seal
Organization Management Journal
No abstract provided.
Interpreting Organizational Survey Results: A Critical Application Of The Self-Serving Bias, Peter A. Hausdorf, Stephen D. Risavy, David J. Stanley
Interpreting Organizational Survey Results: A Critical Application Of The Self-Serving Bias, Peter A. Hausdorf, Stephen D. Risavy, David J. Stanley
Organization Management Journal
Surveys are used extensively by researchers and practitioners in organizations to measure employee attitudes and assess organizational health. Survey items can reflect a wide range of topics including employee attitudes, perceptions of management, and organizational culture. Surprisingly, the issue of whether employee focused items produce more positive employee responses (vis-a`-vis manager or organization focused items) has received little attention. Specifically, there may be self-serving biases in organizational survey responses that may lead to inaccurate diagnosing of organizational problems. We assess the impact of self-serving biases on the pattern of employee responses to organizational surveys. Results from two studies suggest that …
Introduction To Current Empirical Research: Examining Sustainability, Donald E. Gibson
Introduction To Current Empirical Research: Examining Sustainability, Donald E. Gibson
Organization Management Journal
No abstract provided.
Eam White Paper Series: Sustainability And Innovation For Systemic Change, Dilip Mirchandani
Eam White Paper Series: Sustainability And Innovation For Systemic Change, Dilip Mirchandani
Organization Management Journal
No abstract provided.
Using Systems Theory To Conceptualize The Implementation Of Undergraduate Online Education In A University Setting, Kathleen Dechant, Lauren Dechant
Using Systems Theory To Conceptualize The Implementation Of Undergraduate Online Education In A University Setting, Kathleen Dechant, Lauren Dechant
Organization Management Journal
As participants in the process of exploring how to formalize and develop undergraduate online education at the University of Connecticut, the authors share their experiences relative to the challenges of identifying and addressing the diverse factors involved in such an endeavor. Recognizing the importance of multi-level organizational change in building, integrating, and sustaining an online learning environment, they utilize systems theory as a unifying framework to better analyze the nature and impact of the changes required to create an environment to support online education within a university.
The Greening Of Strategic Hrm Scholarship, Susan E. Jackson, Janghoon Seo
The Greening Of Strategic Hrm Scholarship, Susan E. Jackson, Janghoon Seo
Organization Management Journal
The topic of environmental sustainability is attracting increased attention among management scholars. Despite its importance to managers, employees, customers and other stakeholders, however, there is very little scholarship that considers the role of human resource management systems in organizations striving to achieve environmental sustainability. In this article, we propose several specific questions that such scholarship could address. By seeking answers to these questions, HRM scholars could contribute to improved organizational effectiveness and at the same time develop new theoretical models that more adequately reflect the complexity of organizational phenomena.
The Relationships Between Social And Formal Working Conditions And Charisma, Rudi Kirkhaug
The Relationships Between Social And Formal Working Conditions And Charisma, Rudi Kirkhaug
Organization Management Journal
This study discusses the relationship between social and formal working conditions and employees’ propensity to attribute charisma to their leaders in normative and professional organizations. Several studies have argued that crises, organic structures, and social conditions, such as group and organizational belonging, are positively correlated with charisma, while formal conditions such as rules and routines are negatively correlated with charisma. However, this study hypothesized that employees attribute charisma to their leader if they are provided with conditions that help them succeed in performing their work, and if such conditions can be related directly to their leader, such as rules and …
Describing Who Is Reading Omj And What You Can Expect In This Issue – Lean Engineering, Emotional Intelligence, And Management Education, William P. Ferris
Describing Who Is Reading Omj And What You Can Expect In This Issue – Lean Engineering, Emotional Intelligence, And Management Education, William P. Ferris
Organization Management Journal
No abstract provided.
Off The Rails: Understanding The Derailment Of A Lean Manufacturing Initiative, Elizabeth F. Turesky, Patrick Connell
Off The Rails: Understanding The Derailment Of A Lean Manufacturing Initiative, Elizabeth F. Turesky, Patrick Connell
Organization Management Journal
This study focuses on why lean manufacturing change initiatives at a Northern New England company failed to produce sustained results. Consultants and leaders share responsibility for the sustainability of the change initiatives they undertake. Rationally, neither party would undertake a change initiative with the intent to fail, yet clearly, even highly structured and well-tested initiatives often do fail (derail) in practice. This research used an observational methodology to uncover answers to the question, “what are the key factors that can cause the derailment of a well-intended, highly-structured change initiative?” In addition to consistency with findings from other studies on sustaining …
Doing More With Less At Ariens: A Leadership And Transformation Case Study, Jennifer K. Hartwell, George Roth
Doing More With Less At Ariens: A Leadership And Transformation Case Study, Jennifer K. Hartwell, George Roth
Organization Management Journal
Ariens is a family-owned manufacturer of lawn and snow equipment that designs, manufactures, sells, distributes, and supports its products in the United States, and more recently, internationally. Ariens faced and overcame a number of difficult challenges over the last decade by adopting and sustaining lean production principles throughout the organization, as well as with its suppliers and customers. This case study describes earlier business challenges, the changes that were made, how they were led, and the response of the workforce. The case study focuses on the period from 1998 to 2005, and a post-script updates what has happened up through …
Comments By George Roth And Jennifer Hartwell On “Off The Rails: Understanding The Derailment Of A Lean Manufacturing Initiative” By Turesky And Connell, Jennifer K. Hartwell, George Roth
Comments By George Roth And Jennifer Hartwell On “Off The Rails: Understanding The Derailment Of A Lean Manufacturing Initiative” By Turesky And Connell, Jennifer K. Hartwell, George Roth
Organization Management Journal
No abstract provided.
Measure For Measure? Navigating Judgment And Taboos In Teaching And Research, Sally Riad, Michael Elmes
Measure For Measure? Navigating Judgment And Taboos In Teaching And Research, Sally Riad, Michael Elmes
Organization Management Journal
No abstract provided.
Our Biggest Issue Yet, William P. Ferris
Our Biggest Issue Yet, William P. Ferris
Organization Management Journal
No abstract provided.
Negative Judgments: Reflections On Teaching Reflective Practice, Steven S. Taylor
Negative Judgments: Reflections On Teaching Reflective Practice, Steven S. Taylor
Organization Management Journal
Teaching reflective practice places difficult demands on the teacher as it seems to inevitably highlight the teacher’s own ability, or lack thereof, to be a reflective practitioner. In this article, I reflect upon a time when I was teaching reflective practice online and a student and I made negative judgments about each other. I found that my negative judgments were primarily based in a tacit assumption that I am right (and the student was wrong) and a fear of failing as a teacher. By being tacit, they are hidden from possible inquiry. An important aspect of my own defensive behavior …
Two To The Power Of Three: An Exploration Of Metaphor For Sense Making In (Women’S) Collaborative Inquiry, Louise Grisoni, Margaret Page
Two To The Power Of Three: An Exploration Of Metaphor For Sense Making In (Women’S) Collaborative Inquiry, Louise Grisoni, Margaret Page
Organization Management Journal
This paper explores how working with metaphors provides a way to explore under the surface dynamics embedded in the practice and processes of collaborative inquiry. We argue that metaphors are a form of presentational knowing and provide a bridge between experiential knowing and propositional knowing. We have surfaced an exploration of horizontal (sibling) and vertical relations using retrospective inquiry. This paper demonstrates the reality, messiness and politics of collaborative research inquiry processes, which tend to be understudied and under-theorized. We are concerned to affirm the value of collaborative inquiry, and at the same time, break some taboos and myths concerning …
Introduction To Linking Theory & Practice Section, Alvin Hwang
Introduction To Linking Theory & Practice Section, Alvin Hwang
Organization Management Journal
No abstract provided.
Strategic Transformation Process: Toward Purpose, People, Process And Power, Elizabeth B. Davis, James Kee, Kathryn Newcomer
Strategic Transformation Process: Toward Purpose, People, Process And Power, Elizabeth B. Davis, James Kee, Kathryn Newcomer
Organization Management Journal
Across the world, public and non-profit sector leaders face an extremely turbulent socio-political-economic environment. This environment creates additional risks and uncertainties for organizations and may hinder a leader’s ability to act strategically. Addressing these complex, constantly evolving conditions requires leaders to develop processes that involve the organization’s stakeholders and that create organizational conditions for self-generation, creativity, resilience and action planning. In this paper we provide an organizational-level, integrative framework for the strategic transformation of public and non-profit organizations to assist leaders who are committed to effective stewardship of their organizations. The Strategic Transformation Process involves an intense dialogue among organizational …
A Review Of Research On Online And Blended Learning In The Management Disciplines: 1994–2009, Jb Arbaugh, Ashay Desai, Barbara Rau, Balakuntalam S. Sridhar
A Review Of Research On Online And Blended Learning In The Management Disciplines: 1994–2009, Jb Arbaugh, Ashay Desai, Barbara Rau, Balakuntalam S. Sridhar
Organization Management Journal
This paper reviews studies of online and blended learning in managementoriented disciplines and management-related topics. The review shows that over the last decade, this emerging field has seen dramatic conceptual, methodological, and analytical advances. However, these advances have progressed within the particular disciplines at uneven rates. Studies examining courses in Organizational Behavior and Strategic Management have seen the most progress, with courses in Human Resources, Operations Management, and International Management receiving lesser attention. To date, studies of courses in Entrepreneurship are next to non-existent. Our review suggests that although several multi-course studies have been published, there is ample opportunity for …
Applying Technology To Work: Toward A Better Understanding Of Telework, Timothy D. Golden
Applying Technology To Work: Toward A Better Understanding Of Telework, Timothy D. Golden
Organization Management Journal
Technology is enabling employees to work away from the office as teleworkers, where they experience increased flexibility to manage their work and personal lives. The last several decades have seen telework rapidly expand as a work mode, which offers both new opportunities and challenges for employees and corporations alike. This paper covers a brief overview of telework research and practice, in the hopes of providing a better understanding of this rapidly emerging form of virtual work. The paper first describes its growing popularity and the types of telework being practiced, and then reviews some key findings in prior research by …
Integrating The Emotional Intelligence Construct: The Relationship Between Emotional Ability And Emotional Competence, Craig R. Seal, Mary D. Sass, James R. Bailey, Matthew Liao-Troth
Integrating The Emotional Intelligence Construct: The Relationship Between Emotional Ability And Emotional Competence, Craig R. Seal, Mary D. Sass, James R. Bailey, Matthew Liao-Troth
Organization Management Journal
This paper posits that the concept of emotional intelligence (EI) has not advanced as quickly and adroitly as it could have because of a lack of validity studies that combine the two most prevalent models, emotionality ability (EA) and emotional competency (EC). Although prior EI validations studies exist, none have examined the relationship between the primary EA and EC measurement tools – the Mayer-Salovey-Caruso Emotional Intelligence Test and the Emotional Competency Inventory – University Edition, respectively – at the sub-trait levels with a population of undergraduate and MBA students. Findings indicate that there is no direct relationship between the total …