Pub Date : 2024-03-24DOI: 10.1177/10564926241239546
A. Sender, Hannah Mormann
Human resource (HR) experts are continuously confronted with paradoxical tensions, which they need to navigate to benefit the HR function and the organization. Because the members of the top management team (TMT) are important stakeholders for the HR function, the HR executives’ effective navigation involves visibilizing paradoxes and trickling them up during interactions with the TMT. However, how HR executives (as low-powered organizational actors compared to their peers) visibilize tensions for TMT members is less understood from either the paradox literature or the HR scholarship perspectives. In this interview study, we use a court jester prompt as a narrative generator to explore HR executives’ reflections on using techniques to visibilize tensions within the overarching paradox of social and business interests. Our findings enrich the literature on paradox salience and provide examples of what we term jesting techniques on cognitive (e.g., exaggerating,), emotional (e.g., expressing feelings), and behavioral (e.g, reordering) levels.
{"title":"It Takes a Fool to Remain Sane: How and When HR Executives Use Jesting Techniques to Trickle Up Paradoxical Tensions","authors":"A. Sender, Hannah Mormann","doi":"10.1177/10564926241239546","DOIUrl":"https://doi.org/10.1177/10564926241239546","url":null,"abstract":"Human resource (HR) experts are continuously confronted with paradoxical tensions, which they need to navigate to benefit the HR function and the organization. Because the members of the top management team (TMT) are important stakeholders for the HR function, the HR executives’ effective navigation involves visibilizing paradoxes and trickling them up during interactions with the TMT. However, how HR executives (as low-powered organizational actors compared to their peers) visibilize tensions for TMT members is less understood from either the paradox literature or the HR scholarship perspectives. In this interview study, we use a court jester prompt as a narrative generator to explore HR executives’ reflections on using techniques to visibilize tensions within the overarching paradox of social and business interests. Our findings enrich the literature on paradox salience and provide examples of what we term jesting techniques on cognitive (e.g., exaggerating,), emotional (e.g., expressing feelings), and behavioral (e.g, reordering) levels.","PeriodicalId":47877,"journal":{"name":"Journal of Management Inquiry","volume":null,"pages":null},"PeriodicalIF":3.1,"publicationDate":"2024-03-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140386109","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-03-15DOI: 10.1177/10564926241237446
Julius Nyiawung, Adele Smith-Auchmuty, Serge Mandiefe Piabuo
Although cultural beliefs and practices have been shown as essential drivers of organizational employment policies and practices, the role of endogenous traits in managing employees in organizations in Africa has received less attention in research. We address this gap by employing an exploratory qualitative study approach to ascertain how Sub-Saharan African cultural norms and values shape the design and implementation of human resource management (HRM) in local and foreign-owned organizations in Cameroon. Data were drawn from key stakeholders, including human resource (HR) managers, trade union officials, staff representatives, and top management performing HR and strategy duties. The evidence delineates four major endogenous (socioculturally anchored) organizational HRM phenomena and their relevance for the organizations, employees, and the local community. This paper argues that the observed endogenous work and employment practices serve as the “glue” between organizational stakeholders, beget immense reverence, enhance employees’ experience and well-being, and are appropriate caryatids of modern organizational HRM in Africa.
{"title":"Work and Employment Practices in an Intriguing Sub-Saharan Context: Unpacking Salient Endogenous Traits","authors":"Julius Nyiawung, Adele Smith-Auchmuty, Serge Mandiefe Piabuo","doi":"10.1177/10564926241237446","DOIUrl":"https://doi.org/10.1177/10564926241237446","url":null,"abstract":"Although cultural beliefs and practices have been shown as essential drivers of organizational employment policies and practices, the role of endogenous traits in managing employees in organizations in Africa has received less attention in research. We address this gap by employing an exploratory qualitative study approach to ascertain how Sub-Saharan African cultural norms and values shape the design and implementation of human resource management (HRM) in local and foreign-owned organizations in Cameroon. Data were drawn from key stakeholders, including human resource (HR) managers, trade union officials, staff representatives, and top management performing HR and strategy duties. The evidence delineates four major endogenous (socioculturally anchored) organizational HRM phenomena and their relevance for the organizations, employees, and the local community. This paper argues that the observed endogenous work and employment practices serve as the “glue” between organizational stakeholders, beget immense reverence, enhance employees’ experience and well-being, and are appropriate caryatids of modern organizational HRM in Africa.","PeriodicalId":47877,"journal":{"name":"Journal of Management Inquiry","volume":null,"pages":null},"PeriodicalIF":3.1,"publicationDate":"2024-03-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140152559","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-02-29DOI: 10.1177/10564926241232319
Cagri Topal, Robert P Gephart
This study examines a public hearing, in which a company normalizes a high-risk project while a group of residents and landowners problematize it through three types of relational risk work including the construction of concerns versus measures, consultations on concerns and measures, and company approach in addressing concerns with measures. They construct risk meanings in a relational context where they respond to the normalizing and problematizing attempts of one another. Accordingly, this study has two main contributions. First, it identifies three types of risk work used by public and business stakeholders to relationally construct and normalize/problematize risk and risk management and thus analyzes the tension between normalizing and problematizing as an issue of interdependence. Second, it brings forward the opposition between concerns and measures as an important topic for risk research and emphasizes the critical role of risk consultations with cooperative approaches in addressing this opposition.
{"title":"A Relational Construction of Organizational Risk: Normalizing Versus Problematizing Through Risk Work on Concerns Versus Measures","authors":"Cagri Topal, Robert P Gephart","doi":"10.1177/10564926241232319","DOIUrl":"https://doi.org/10.1177/10564926241232319","url":null,"abstract":"This study examines a public hearing, in which a company normalizes a high-risk project while a group of residents and landowners problematize it through three types of relational risk work including the construction of concerns versus measures, consultations on concerns and measures, and company approach in addressing concerns with measures. They construct risk meanings in a relational context where they respond to the normalizing and problematizing attempts of one another. Accordingly, this study has two main contributions. First, it identifies three types of risk work used by public and business stakeholders to relationally construct and normalize/problematize risk and risk management and thus analyzes the tension between normalizing and problematizing as an issue of interdependence. Second, it brings forward the opposition between concerns and measures as an important topic for risk research and emphasizes the critical role of risk consultations with cooperative approaches in addressing this opposition.","PeriodicalId":47877,"journal":{"name":"Journal of Management Inquiry","volume":null,"pages":null},"PeriodicalIF":3.1,"publicationDate":"2024-02-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140037048","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-02-23DOI: 10.1177/10564926231219622
Mukta Kulkarni, Saku Mantere, Eero Vaara, Elmira van den Broek, Stella Pachidi, Vern L. Glaser, Joel Gehman, Gianpiero Petriglieri, Dirk Lindebaum, Lindsey D. Cameron, Hatim A. Rahman, Gazi Islam, Michelle Greenwood
Current and future developments in artificial intelligence (AI) systems have the capacity to revolutionize the research process for better or worse. On the one hand, AI systems can serve as collaborators as they help streamline and conduct our research. On the other hand, such systems can also become our adversaries when they impoverish our ability to learn as theorists, or when they lead us astray through inaccurate, biased, or fake information. No matter which angle is considered, and whether we like it or not, AI systems are here to stay. In this curated discussion, we raise questions about human centrality and agency in the research process, and about the multiple philosophical and practical challenges we are facing now and ones we will face in the future.
{"title":"The Future of Research in an Artificial Intelligence-Driven World","authors":"Mukta Kulkarni, Saku Mantere, Eero Vaara, Elmira van den Broek, Stella Pachidi, Vern L. Glaser, Joel Gehman, Gianpiero Petriglieri, Dirk Lindebaum, Lindsey D. Cameron, Hatim A. Rahman, Gazi Islam, Michelle Greenwood","doi":"10.1177/10564926231219622","DOIUrl":"https://doi.org/10.1177/10564926231219622","url":null,"abstract":"Current and future developments in artificial intelligence (AI) systems have the capacity to revolutionize the research process for better or worse. On the one hand, AI systems can serve as collaborators as they help streamline and conduct our research. On the other hand, such systems can also become our adversaries when they impoverish our ability to learn as theorists, or when they lead us astray through inaccurate, biased, or fake information. No matter which angle is considered, and whether we like it or not, AI systems are here to stay. In this curated discussion, we raise questions about human centrality and agency in the research process, and about the multiple philosophical and practical challenges we are facing now and ones we will face in the future.","PeriodicalId":47877,"journal":{"name":"Journal of Management Inquiry","volume":null,"pages":null},"PeriodicalIF":3.1,"publicationDate":"2024-02-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139950826","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-02-02DOI: 10.1177/10564926231224213
R. Goyal, N. Kakabadse, A. Kakabadse, Danielle Talbot
Despite an increasing remit and recognition of the role of the board Chair, resources that effective Chairs of the 21st century deploy remain inadequately explored in the existing literature. This article addresses this gap through the innovative use of 57 face-to-face, elite interviews with board members and provides new insights into the best practices of Chairs of the largest listed companies in the United Kingdom. The findings of the study indicate that effective leadership of boards requires an enlightened approach, with seven Mantras of effective board leading being commonly employed. These Mantras are—support for the CEO, lead with values, exercise influence (not power), compose diverse boards, communicate inclusively, resolve conflicts intuitively and reflect and course correct. The article makes a three-fold contribution: to resource-based theory and enlightened leadership theory, to the literature on board Chair effectiveness and praxis of leading in the 21st century.
{"title":"Seven Mantras for Board Chair Effectiveness—An Enlightened Approach for the 21st Century","authors":"R. Goyal, N. Kakabadse, A. Kakabadse, Danielle Talbot","doi":"10.1177/10564926231224213","DOIUrl":"https://doi.org/10.1177/10564926231224213","url":null,"abstract":"Despite an increasing remit and recognition of the role of the board Chair, resources that effective Chairs of the 21st century deploy remain inadequately explored in the existing literature. This article addresses this gap through the innovative use of 57 face-to-face, elite interviews with board members and provides new insights into the best practices of Chairs of the largest listed companies in the United Kingdom. The findings of the study indicate that effective leadership of boards requires an enlightened approach, with seven Mantras of effective board leading being commonly employed. These Mantras are—support for the CEO, lead with values, exercise influence (not power), compose diverse boards, communicate inclusively, resolve conflicts intuitively and reflect and course correct. The article makes a three-fold contribution: to resource-based theory and enlightened leadership theory, to the literature on board Chair effectiveness and praxis of leading in the 21st century.","PeriodicalId":47877,"journal":{"name":"Journal of Management Inquiry","volume":null,"pages":null},"PeriodicalIF":3.1,"publicationDate":"2024-02-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139869334","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-02-02DOI: 10.1177/10564926231224213
R. Goyal, N. Kakabadse, A. Kakabadse, Danielle Talbot
Despite an increasing remit and recognition of the role of the board Chair, resources that effective Chairs of the 21st century deploy remain inadequately explored in the existing literature. This article addresses this gap through the innovative use of 57 face-to-face, elite interviews with board members and provides new insights into the best practices of Chairs of the largest listed companies in the United Kingdom. The findings of the study indicate that effective leadership of boards requires an enlightened approach, with seven Mantras of effective board leading being commonly employed. These Mantras are—support for the CEO, lead with values, exercise influence (not power), compose diverse boards, communicate inclusively, resolve conflicts intuitively and reflect and course correct. The article makes a three-fold contribution: to resource-based theory and enlightened leadership theory, to the literature on board Chair effectiveness and praxis of leading in the 21st century.
{"title":"Seven Mantras for Board Chair Effectiveness—An Enlightened Approach for the 21st Century","authors":"R. Goyal, N. Kakabadse, A. Kakabadse, Danielle Talbot","doi":"10.1177/10564926231224213","DOIUrl":"https://doi.org/10.1177/10564926231224213","url":null,"abstract":"Despite an increasing remit and recognition of the role of the board Chair, resources that effective Chairs of the 21st century deploy remain inadequately explored in the existing literature. This article addresses this gap through the innovative use of 57 face-to-face, elite interviews with board members and provides new insights into the best practices of Chairs of the largest listed companies in the United Kingdom. The findings of the study indicate that effective leadership of boards requires an enlightened approach, with seven Mantras of effective board leading being commonly employed. These Mantras are—support for the CEO, lead with values, exercise influence (not power), compose diverse boards, communicate inclusively, resolve conflicts intuitively and reflect and course correct. The article makes a three-fold contribution: to resource-based theory and enlightened leadership theory, to the literature on board Chair effectiveness and praxis of leading in the 21st century.","PeriodicalId":47877,"journal":{"name":"Journal of Management Inquiry","volume":null,"pages":null},"PeriodicalIF":3.1,"publicationDate":"2024-02-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139809465","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-12-21DOI: 10.1177/10564926231219621
Yanis Hamdali, Lorenzo Skade, Paula Jarzabkowski, Davide Nicolini, Juliane Reinecke, E. Vaara, Charlene Zietsma
This curated debate provides a discussion on impact and its relation to practice-based scholarship, i.e., scholarship grounded in the social theories of practice. Five experienced senior scholars reflect on conceptualizations of impact, how it can be created and disseminated, and on the role of practice-based scholarship in this process. The authors discuss the role of researchers as members of the academic system, their activities related to generating, developing, and challenging new theory, and their reflexive relation to the research context when explaining their research to stakeholders to create knowledge and thus, for impacting practice. To suggest ways of practicing impact, their contributions also conceptualize impactful theory and reflect on the relationship between the production and usage of knowledge. These insights are an important contribution to the debate on scholarly impact and provide critical guidance for impactful scholarly work beyond conventional concepts.
{"title":"Practicing Impact and Impacting Practice? Creating Impact Through Practice-Based Scholarship","authors":"Yanis Hamdali, Lorenzo Skade, Paula Jarzabkowski, Davide Nicolini, Juliane Reinecke, E. Vaara, Charlene Zietsma","doi":"10.1177/10564926231219621","DOIUrl":"https://doi.org/10.1177/10564926231219621","url":null,"abstract":"This curated debate provides a discussion on impact and its relation to practice-based scholarship, i.e., scholarship grounded in the social theories of practice. Five experienced senior scholars reflect on conceptualizations of impact, how it can be created and disseminated, and on the role of practice-based scholarship in this process. The authors discuss the role of researchers as members of the academic system, their activities related to generating, developing, and challenging new theory, and their reflexive relation to the research context when explaining their research to stakeholders to create knowledge and thus, for impacting practice. To suggest ways of practicing impact, their contributions also conceptualize impactful theory and reflect on the relationship between the production and usage of knowledge. These insights are an important contribution to the debate on scholarly impact and provide critical guidance for impactful scholarly work beyond conventional concepts.","PeriodicalId":47877,"journal":{"name":"Journal of Management Inquiry","volume":null,"pages":null},"PeriodicalIF":3.1,"publicationDate":"2023-12-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"138953445","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-11-13DOI: 10.1177/10564926231208117
Jothsna Rajan, Srivardhini K Jha, Gopal Naik
Temporary organizations (TOs) can be viewed as a collection of narratives about the past and the future that can potentially shape organizational outcomes. An in-depth, longitudinal study of a time-bound inter-organizational project that served rural India's educational needs shows how multi-authored narratives and practices in temporary organizations influence each other. When the narratives are coherent with respect to the past and the future, the actors engage in mitigative practices, and the project develops. If the narratives diverge, the actors engage in self-serving practices hindering the project. The narrative view affords us a novel lens to understand the dynamics that shape practices and outcomes within temporary organizations. Our findings also have practical implications for TO management—understanding the plurality of narratives and emphasizing the importance of aligning them.
{"title":"Navigating Temporary Organizations: A Narrative Perspective","authors":"Jothsna Rajan, Srivardhini K Jha, Gopal Naik","doi":"10.1177/10564926231208117","DOIUrl":"https://doi.org/10.1177/10564926231208117","url":null,"abstract":"Temporary organizations (TOs) can be viewed as a collection of narratives about the past and the future that can potentially shape organizational outcomes. An in-depth, longitudinal study of a time-bound inter-organizational project that served rural India's educational needs shows how multi-authored narratives and practices in temporary organizations influence each other. When the narratives are coherent with respect to the past and the future, the actors engage in mitigative practices, and the project develops. If the narratives diverge, the actors engage in self-serving practices hindering the project. The narrative view affords us a novel lens to understand the dynamics that shape practices and outcomes within temporary organizations. Our findings also have practical implications for TO management—understanding the plurality of narratives and emphasizing the importance of aligning them.","PeriodicalId":47877,"journal":{"name":"Journal of Management Inquiry","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2023-11-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"136352123","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-11-05DOI: 10.1177/10564926231210238
Rikke Rønholt Albertsen, Shahzad (Shaz) Ansari, Katrin Heucher, Marc Krautzberger, Ann Langley, Pauline Charlotte Reinecke, Natalie Slawinski, Eero Vaara
In this article, based on a Symposium held at the 2022 Academy of Management Meeting, we present a moderated discussion between established scholars in the field of grand challenges—Shahzad (Shaz) Ansari, Natalie Slawinski, and Eero Vaara—focusing on the role of institutional, paradox, and practice theories in research on grand challenges. Our goal for the symposium was to bring these theoretical perspectives into conversation, reflect on the strengths and weaknesses of the lenses, and discuss potential intersections for future research on grand challenges. We present the panelists’ prepared remarks as well as the interactive discussion covering four topics: the limitations of existing concepts and theories, materiality, impact, and relations between theory and practice. As part of these four discussion topics, we also present questions and reflections from the audience. We conclude by summarizing insights gleaned from the symposium about critical gaps and avenues for future research.
{"title":"Strategizing Together for a Better World: Institutional, Paradox and Practice Theories in Conversation","authors":"Rikke Rønholt Albertsen, Shahzad (Shaz) Ansari, Katrin Heucher, Marc Krautzberger, Ann Langley, Pauline Charlotte Reinecke, Natalie Slawinski, Eero Vaara","doi":"10.1177/10564926231210238","DOIUrl":"https://doi.org/10.1177/10564926231210238","url":null,"abstract":"In this article, based on a Symposium held at the 2022 Academy of Management Meeting, we present a moderated discussion between established scholars in the field of grand challenges—Shahzad (Shaz) Ansari, Natalie Slawinski, and Eero Vaara—focusing on the role of institutional, paradox, and practice theories in research on grand challenges. Our goal for the symposium was to bring these theoretical perspectives into conversation, reflect on the strengths and weaknesses of the lenses, and discuss potential intersections for future research on grand challenges. We present the panelists’ prepared remarks as well as the interactive discussion covering four topics: the limitations of existing concepts and theories, materiality, impact, and relations between theory and practice. As part of these four discussion topics, we also present questions and reflections from the audience. We conclude by summarizing insights gleaned from the symposium about critical gaps and avenues for future research.","PeriodicalId":47877,"journal":{"name":"Journal of Management Inquiry","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2023-11-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135725549","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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