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Principles of responsible digital implementation: Developing operational business resilience to reduce resistance to digital innovations Organizational Dynamics (IF 1.133) Pub Date : 2024-03-08 Zixuan Mia Cheng, Francesca Bonetti, Anouk de Regt, Joel Lo Ribeiro, Kirk Plangger
Organizations are readily implementing innovative technological solutions, including artificial intelligence (AI) and robotics, to remain competitive. However, these implementations often disrupt the existing routines and practices of stakeholders that are critical for organizational performance and success. If stakeholders are not part of the implementation decision process, the technological disruption
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Principles for advertising responsibly using generative AI Organizational Dynamics (IF 1.133) Pub Date : 2024-03-06 Sean Sands, Colin Campbell, Carla Ferraro, Vlad Demsar, Sara Rosengren, Justine Farrell
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Ethical compass: The need for Corporate Digital Responsibility in the use of Artificial Intelligence in financial services Organizational Dynamics (IF 1.133) Pub Date : 2024-02-29 Zsófia Tóth, Markus Blut
Service research and business ethics literature intersect concerning the question of artificial intelligence (AI) service robot accountability. In financial services, there is a broad spectrum of potential ethical issues, from data usage to customer vulnerabilities. This article scrutinizes the impact of morality and where accountability resides in the use of AI service robots in financial services
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Artificial intelligence, algorithms, and compensation strategy: Challenges and opportunities Organizational Dynamics (IF 1.133) Pub Date : 2024-02-22 Janet H. Marler
Compensation strategy plays a crucial role in attracting, motivating, and retaining strategic human capital. Amping up the advantages of being strategic about compensation are advances in technology such as cloud computing and storage along with digitized big data that make the sheer amount of information available and analyzed electronically, a huge competitive opportunity. The good news is these
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Artificial intelligence can enhance organizations and our lives: But at what price? Organizational Dynamics (IF 1.133) Pub Date : 2024-02-22 Dianna L. Stone, Kimberly M. Lukaszewski
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Will artificial intelligence radically change human resource management processes? Organizational Dynamics (IF 1.133) Pub Date : 2024-02-15 Dianna L. Stone, Kimberly M. Lukaszewski, Richard D. Johnson
Today artificial intelligence (AI) is being employed to streamline and transform many business processes including those in human resource management (HR). AI has and will continue to revolutionize the way that organizations attract talented applicants, hire qualified employees, train workers, manage their performance, and develop compensation and reward systems. Many analysts believe AI will help
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Will the use of AI in human resources create a digital Frankenstein? Organizational Dynamics (IF 1.133) Pub Date : 2024-02-15 Kimberly M. Lukaszewski, Dianna L. Stone
Organizations are increasingly using artificial intelligence (AI) and machine learning (ML) to manage human resource processes and practices (e.g., recruitment, selection, performance management, and compensation). However, it has long been known that these new systems create several ethical problems and dilemmas in organizations. As a result, the primary purposes of this paper were to review the major
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AI-based tools in selection: Considering the impact on applicants with disabilities Organizational Dynamics (IF 1.133) Pub Date : 2024-02-14 Sandra L. Fisher, Silvia Bonaccio, Catherine E. Connelly
Selection tools employing artificial intelligence (AI), such as automated video interviews (AVIs), chatbots, and assessment games, have become popular ways for organizations to deal with large numbers of job applicants. Vendors frequently claim that these technologies are unbiased. However, the impact of these tools on applicants with disabilities is rarely addressed. We explain how these tools may
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Artificial intelligence and performance management Organizational Dynamics (IF 1.133) Pub Date : 2024-02-14 Arup Varma, Vijay Pereira, Parth Patel
Artificial Intelligence (AI) enabled tools have increasingly becoming popular in our societies and are increasingly being used by students and practitioners, among others. Within corporations, numerous different applications have been identified where AI-enabled tools have been applied with different levels of success. In this article, we explore the pros and cons of using AI in performance management
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Ethical considerations of generative AI-enabled human resource management Organizational Dynamics (IF 1.133) Pub Date : 2024-02-13 Pierre Andrieux, Richard D. Johnson, Jalal Sarabadani, Craig Van Slyke
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Impact of machine learning on personnel selection Organizational Dynamics (IF 1.133) Pub Date : 2024-02-08 Emily D. Campion, Michael A. Campion
The purpose of this article is to describe the impact of artificial intelligence (AI), and specifically Machine Learning (ML) and Natural Language Processing (NLP), on personnel selection in terms of potential uses, challenges for practice, and recommendations based on the most recent advances in the science. We argue that ML will likely have as big of an influence on hiring procedures as the equal
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Weary of the harsh realities of people management? Leadership development as cultivating a taste for muddy situations Organizational Dynamics (IF 1.133) Pub Date : 2024-01-29 F, a, b, r, i, c, e, , C, a, v, a, r, r, e, t, t, a
Practitioners face a wealth of perspectives on leadership, each highlighting different dimensions to attend to as a leader. Contemporary literature, for instance, emphasizes aspects such as authenticity, vision, relationships, and being a servant leader. Regarding the process of becoming a leader, it suggests a path involving changing roles, rebuilding one’s identity, and becoming a quiet servant of
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Responsible algorithmic decision-making Organizational Dynamics (IF 1.133) Pub Date : 2024-01-28 Christoph F. Breidbach
Algorithmic decision-making - the use of computational methods that enable machines to automatically complete tasks and/or make decisions - is emerging as a critical source of competitive advantage for organizations. However, despite many benefits, there is an inherent dark side associated with it that can manifest issues ranging from a loss of privacy for individuals to societal power imbalance. Managers
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How to use generative AI as a human resource management assistant Organizational Dynamics (IF 1.133) Pub Date : 2024-01-24 Herman Aguinis, Jose R. Beltran, Amando Cope
Human resource management (HRM) professionals are often overworked, and their jobs are increasingly complex. Therefore, many suffer from job burnout, and only some can allocate the necessary time to strategic issues. We show how generative artificial intelligence (AI), particularly ChatGPT, can be a helpful HRM assistant for both strategic and operational tasks. But, for this to happen, we demonstrate
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“With great power comes great responsibility”: Exploring the role of Corporate Digital Responsibility (CDR) for Artificial Intelligence Responsibility in Retail Service Automation (AIRRSA) Organizational Dynamics (IF 1.133) Pub Date : 2024-01-18 Daniele Scarpi, Eleonora Pantano
Scholars conceptualized the role of Corporate Digital Responsibility (CDR) to emphasize the ethical issues unique to the digital context by pushing all the actors involved in developing and integrating digital technologies and related data processing to act ethically and responsibly. However, how to apply AI services more ethically and develop AI equipped with moral/ethical intelligence are still open
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A sensemaking approach to strategy making: The role of the leader in times of ambiguity Organizational Dynamics (IF 1.133) Pub Date : 2024-01-12 Liam Fahey, Hubert Saint-Onge
Leaders experience high levels of ambiguity when successive waves of rapid change transform their markets. Meetings provide leaders with the most pervasive opportunity to address the implications of ambiguity. Sensemaking conversations generate a shared understanding that helps leaders and their team pierce through this ambiguity. The sharper perspectives and renewed mindsets developed through a disciplined
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Guidelines for the use of electronic performance monitoring Organizational Dynamics (IF 1.133) Pub Date : 2024-01-09 Mauren S. Wolff, Daniel M. Ravid, Tara S. Behrend
Abstract not available
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Essential elements in evidence-based interventions to improve employee mindfulness Organizational Dynamics (IF 1.133) Pub Date : 2024-01-04 Grace Lemmon, Goran Kuljanin, Kevin P. Taylor
The use of mindfulness skill promises a bevy of positive outcomes at work, increasing organizational interest in designing interventions for boosting it. To create these interventions, organizations need more information on key elements that support mindfulness and deeper understanding about how each element mechanizes deployment of mindfulness skill. This manuscript addresses these needs. We articulate
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The character imperative: Creating a more just, prosperous, and sustainable future Organizational Dynamics (IF 1.133) Pub Date : 2023-11-23 Gerard Seijts, Kimberley Young Milani
We believe that no level of competence or commitment will matter without the foundational leadership element of strong, well-developed character. Our conversations with global leaders reinforced our conviction that character development must be included in leadership conversations and development if we are going to help create leaders who are willing and able to tackle the grand challenges of our time
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Often wrong, never in doubt: Mitigating leadership overconfidence in decision-making Organizational Dynamics (IF 1.133) Pub Date : 2023-11-23 Garrett Lane Cohee, Cora M. Barnhart
Leaders are often celebrated for quick and decisive actions. Such actions include the ability to cut through the chaff and make rapid decisions in fast-paced environments. However, while decisiveness is admirable, poor decision-making is not. And an increasing amount of research informs us that leaders tend to be far too overconfident about their decision-making ability. First, this article details
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What Henri Fayol couldn’t know: Managing gig workers in the new economy Organizational Dynamics (IF 1.133) Pub Date : 2023-11-11 Russell Cropanzano, Meredith Lehman
Historically, management revolved around supervising employees within fixed organizational boundaries. Today’s blended workforce, comprising both traditional employees and a growing reliance on external labor, demands a recalibration of managerial approaches. Drawing on Henri Fayol’s seminal management functions—planning, organizing, leading, and controlling—we explore the evolution of these functions
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A new talent operating model: Becoming an agile and learning organization through internal talent mobility Organizational Dynamics (IF 1.133) Pub Date : 2023-11-03 Edie L. Goldberg
Abstract not available
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Safely navigating global virtual teams amid the threat of cyberbullying Organizational Dynamics (IF 1.133) Pub Date : 2023-10-27 Abdullah Oguz, Prashant Palvia, Nikhil Mehta
In this research, the prevailing issue of cyberbullying within global virtual teams (GVTs) is investigated through the lens of two qualitative studies. The research highlights key antecedents and causes of cyberbullying and underscores the importance of deterrent factors, including organizational policies, team cultures, leadership styles, and peer support. The role of Information and Communication
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Careers and their motivators are changing Organizational Dynamics (IF 1.133) Pub Date : 2023-10-25 Joel Moses, Douglas T. Hall
Abstract not available
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How to overcome the nine most common teamwork barriers Organizational Dynamics (IF 1.133) Pub Date : 2023-09-29 Scott Tannenbaum, Gabriela Fernández Castillo, Eduardo Salas
Teamwork can have great benefits, but several predictable challenges can negatively impact team performance. In this paper, we examine these challenges, and summarize nine of the most common barriers to effective teamwork (i.e., competing demands, undervaluing teammates, power differentials, a leader not promoting collaboration, inexperience working together, dynamic demands, interdisciplinary teams
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How managers can help employees navigate tough decisions without burning out Organizational Dynamics (IF 1.133) Pub Date : 2023-09-11 Andrew Molinsky, Laura Noval
This paper examines the dilemma of having to perform a resource-intensive task under conditions of resource depletion. Drawing from data on resource-depleting tasks in multiple contexts, we document three distinct forms of self-management (equipping, conserving, and restoring the self) that individuals use across three distinct phases of the task (preparation, execution, transition) to manage psychological
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How AI can perpetuate – Or help mitigate – Gender bias in leadership Organizational Dynamics (IF 1.133) Pub Date : 2023-09-07 Toby Newstead, Bronwyn Eager, Suze Wilson
Generative AI tools have been adopted faster than any other technology in history. AI tools including both chatbots (e.g. ChatGPT, Bard) and long-form AI writers (e.g. Wordplay.ai, Jasper.ai) pose substantial efficiency gains for text-reliant industries, such as leadership development. However, our research shows that AI generated content can contain and perpetuate harmful leadership-related gender
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Cultivating place identity at work Organizational Dynamics (IF 1.133) Pub Date : 2023-08-28 Brandi Pearce, Pamela Hinds, Bobbi Thomason, Heather Altman, Sara Vaerlander Winterstorm
Despite growing interest in the effect of office design on organizational outcomes, we know relatively little about how physical space influences the formation of identity in the workplace. Borrowing from environmental psychology, we employ the concept of place identity, i.e., self-esteem and distinctiveness derived from one’s physical setting, to explore the interplay between the places in which people
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Business model idea screening: Advancing toward the Bullseye Organizational Dynamics (IF 1.133) Pub Date : 2023-08-19 George A. Shinkle, Angel Sharma, Patrick Sharry, Jeffrey Tobias, Mélodie Cartel, Dwiardi Vergiawan
Business model innovation—designing new business models—is a complex and multifaceted activity. Business model design teams frequently brainstorm long lists of potential ideas and are then left with the challenge of culling the list to a manageable set to pursue further. Drawing from the strategy, business model, entrepreneurship, and innovation literatures, we develop a screening framework that facilitates
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Handling rejection within the workplace: Four evidence-based approaches Organizational Dynamics (IF 1.133) Pub Date : 2023-08-12 Alexander Paterson-Roberts, Ridwanah Yamin, Marisa Mortensen, Denise L. Reyes
Rejection in the workplace is a ubiquitous and often harmful experience that can impact professionals at any stage of their career. Rejection directly affects individuals, by producing negative outcomes such as burnout, stress, and negative moods. In turn, impacting important organizational outcomes, such as productivity and employee turnover. Hence, learning to handle rejection’s consequences in a
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AI as “Another I”: Journey map of working with artificial intelligence from AI-phobia to AI-preparedness Organizational Dynamics (IF 1.133) Pub Date : 2023-08-12 Junesoo Lee, Jaehyuk Park
Artificial intelligence (AI) is becoming an indispensable part of both individual and organizational affairs, in terms of both rhetoric and practices. However, many people who want to (and need to) work with AI may find the advent of this technology overwhelming, as they are not well prepared to do so. This paper aims to address organizational preparedness in the era of AI by introducing two major
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How managers can reduce “always on” work stress in teams: An optimal work availability framework Organizational Dynamics (IF 1.133) Pub Date : 2023-08-09 Larissa K. Barber, Lauren E. Kuykendall, Alecia M. Santuzzi
Abstract not available
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Five routines that help leaders learn Organizational Dynamics (IF 1.133) Pub Date : 2023-06-30 D. Christopher Kayes, Jeewhan Yoon, Crystal Han-Huei Tsay
Leadership involves learning to face new and more challenging goals, but past success can result in developing counterproductive attitudes toward learning. Four counterproductive attitudes that often arise from past success include overconfidence, expectations of top performance, belief in consistent and predictable progress, and overvaluing the role of mental toughness. We propose five strategies
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What makes a compressed workweek successful? Organizational Dynamics (IF 1.133) Pub Date : 2023-05-16 Timothy P. Munyon, Christine LeClaire, Lorien Pace, Tyler Boldin
Initial evidence shows that compressed workweeks offer significant value to organizations and their employees. However, little guidance is available on how best to implement these practices. In this paper, we evaluate the evidence on the efficacy of compressed workweeks, present a case study of an organization that implemented compressed workweeks, and discuss best practices for organizations seek
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Internationalization strategies and dynamic capabilities of platform companies - A case study of the game industry Organizational Dynamics (IF 1.133) Pub Date : 2023-05-01 Yifan Ding, Chun-Liang Chen
In recent year, some scholars develop a new construct that they term “international digital competence” (IDC). A case study approach was used to analyze secondary data through the lens of internationalization strategies, dynamic capabilities, and platform management strategies. Four game platform companies were studied: Tencent Games, NetEase Games, Gamania, and WanIn International. The findings reveal
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Engaging employees who care about the world: From what I need to who I am Organizational Dynamics (IF 1.133) Pub Date : 2023-04-27 Philip Mirvis
Growing numbers of people seek “something more” from their jobs. They want to do something meaningful at work and be part of a company that cares for society. How to engage them? Shift from simply meeting employees’ needs to affirming and enriching their identities. This paper presents a rationale for this shift and illustrates how employers can engage employees by focusing on their: 1) personal identity
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Should employees be required to return to the office? Organizational Dynamics (IF 1.133) Pub Date : 2023-04-25 Cristina B. Gibson, Lucy L. Gilson, Terri L. Griffith, Thomas A. O’Neill
Expectations for where and when work should take place changed radically for workers through the COVID-19 global pandemic. Now that COVID-19 no longer poses a significant safety threat for the typical worker, executives at many organizations are now expecting their employees to return to the office. The issues seem to revolve around perceived barriers to culture, collaboration, and innovation when
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A positive reinforcement approach to police reform: Potential benefit for both Black and police communities Organizational Dynamics (IF 1.133) Pub Date : 2023-04-25 Judith L. Komaki
Abstract not available
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Understanding hubris and heuristics in CEO decision-making: Implications for management Organizational Dynamics (IF 1.133) Pub Date : 2023-04-20 Vita Akstinaite
This paper seeks to provide insight into the link between CEO hubris and heuristics. It presents a review of academic literature pertaining to personality, hubris and heuristics, and a review of these domains leads to the development of a conceptual model that allows for a better understanding of the relationship between these constructs. The theoretical part of the paper is followed by short case
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Attachment style and quality listening: Keys to meaningful feedback and stronger leader-member connections Organizational Dynamics (IF 1.133) Pub Date : 2023-04-10 Manuel London, Judith Volmer, Jetmir Zyberaj, Avraham N. Kluger
This paper describes how leaders (managers or supervisors) can provide more motivating feedback, and team members (employees or subordinates) can absorb and use that feedback to improve their performance. This is based on an understanding of attachment styles of leaders and team members, high-quality listening, psychological safety, and effective feedback. We begin by describing how attachment styles
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Avoiding predictable surprises: Lessons from the fire at Notre Dame de Paris Organizational Dynamics (IF 1.133) Pub Date : 2023-03-06 Jérôme Barthélemy
In early 2019, the Notre Dame de Paris cathedral was nearly destroyed by a fire. Unlike major disasters such as the Challenger and Columbia space shuttle explosions for instance, the fire at Notre Dame de Paris has never been thoroughly analyzed. Thus, many people still believe that it was entirely due to errors made by frontline workers. This study suggests that it actually resulted from the combination
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The three Cs for cultivating organizational culture in a hybrid world Organizational Dynamics (IF 1.133) Pub Date : 2023-01-23 Michael Arena, Scott Hines, John Golden
For years we have known that effective organizational culture is critical to ensuring revenue growth, employee retention, and even stock price acceleration. Yet, culture change is hard. Today, in the hybrid world, most employees still spend the majority of their time working within small work teams, but team members are often remote from one another. These employee interactions are essential to sharing
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Inclusive leadership via empathic communication Organizational Dynamics (IF 1.133) Pub Date : 2023-01-23 Yoshie Tomozumi Nakamura, Julia Milner
In today’s rapidly changing society, leaders have to constantly deal with multiple urgent demands interacting with others through various communication modalities - that can happen face to face, via video conferencing, phone calls, etc. - and guide diverse groups of individuals. Having empathic conversations is key for inclusive leadership. Leaders need to understand their emotions and others’ emotional
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Giving to get loyalty: How organizations signal their loyalty to employees Organizational Dynamics (IF 1.133) Pub Date : 2022-12-16 Robert C. Ford, Sean A. Newman, Loren R. Ford
Organizations are currently struggling to attract and retain human capital. The Pandemic and economy have a fueled reduction in numbers of participants in the workforce. The effect has been many employers struggling with fewer employees then they would like and need to successfully execute their business strategy. Most observers believe that a combination of low pay, a lack of workplace flexibility
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Celebrate the legacy of traditional firms Organizational Dynamics (IF 1.133) Pub Date : 2022-12-09 Hao Ma, Mengyue Su, Xiaoyan Sun
The whole notion of digital disruption, however insightful and informative, has simply been blown out of proportion. Too much emphasis has been placed on the potential threat and the disruptive side, causing many traditional business firms to unnecessarily worry and panic, engaging in either excessive reactions or inappropriate responses. In fact, to many traditional business firms, digital transformation
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Crossing the bridge from network training to development: A guide to move trainees from classroom insights to effective networks Organizational Dynamics (IF 1.133) Pub Date : 2022-12-08 Kristin L. Cullen-Lester, Cynthia K. Maupin, Theresa M. Floyd, Michelle Mahdon, Alexandra Gerbasi, Dorothy R. Carter
Professional networks help employees accomplish work tasks, progress in their careers, and thrive personally. Decades of research suggest that achieving these outcomes requires more than simply amassing 'more' network contacts. Instead, networks with certain characteristics (e.g., networks that are open, diverse, and deep) enhance effectiveness. Network training teaches trainees about effective networks
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Goal enablers: Evidence-based ways to turn your goals into reality Organizational Dynamics (IF 1.133) Pub Date : 2022-12-07 Peter A. Heslin, Ute-Christine Klehe
Abstract not available
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Job crafting and idiosyncratic deals: Recognizing and responding to employee’s customization efforts Organizational Dynamics (IF 1.133) Pub Date : 2022-12-07 Swati Garg, Shuchi Sinha
Abstract not available
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Hybrid team management: The long and winding road Organizational Dynamics (IF 1.133) Pub Date : 2022-11-29 Anna Wiatr, Beata Skowron-Mielnik
Abstract not available
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Leader development in work and volunteer contexts: Expected practice and unexpected opportunities Organizational Dynamics (IF 1.133) Pub Date : 2022-09-17 Michael E. Palanski, Michelle M. Hammond, Shalini Khazanchi
Our knowledge and practice of leader development is grounded mostly in leadership at work, with little focus on the common experience of leading both work and in a volunteer context. To better understand how leaders develop as a result of leading not only in work but also in volunteer roles, we interviewed 40 leaders and sought to understand their motivation to lead in multiple domains, their process
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Team ground rules: Their nature and functions Organizational Dynamics (IF 1.133) Pub Date : 2022-09-06 Miguel Pina e Cunha, Arménio Rego, Ace Volkmann Simpson
Teams are complex relational systems. Effective team functioning depends on members willingness to coordinate and work together. Ground rules play a fundamental but frequently ignored role in this process. We define ground rules as the mutual agreements informally established by members to regulate team functioning. These agreements may subsequently be rendered formal or explicit. The nature and functions
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Chronic pain and pain disability: The next frontier for healthy and effective organizations Organizational Dynamics (IF 1.133) Pub Date : 2022-08-17 Duygu Gulseren, Firat K. Sayin, Nick Turner, E. Kevin Kelloway
Although managers may not be aware of it, research suggests that 20%-30% of employees may be working while experiencing chronic pain. In this article, we review what is known about chronic pain and how it is experienced in the workplace. We argue that chronic pain is an issue that organizations need to deal with and we make specific recommendations for doing so.
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Revolutionary innovation and the incumbent business: Patterns of relationship and coping strategies Organizational Dynamics (IF 1.133) Pub Date : 2022-07-28 Hao Ma
Revolutionary innovations bring about drastically new ways of doing business that potentially challenge the dominance and even the survival of many powerful incumbent firms. The choice of the incumbent firms’ strategies in coping with a revolutionary innovation depends on the specific patterns of relationship between the revolutionary innovation and the incumbent firms’ core business, be it substitutive
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