Pub Date : 2023-04-18DOI: 10.1177/10564926231169170
A. Mikes, S. New
Kim Stanley Robinson—award-winning science fiction writer—has warned us that our current history is a choice between utopia or catastrophe. In this interview and in the following reflections, we explore the implications of this existential choice for the social science disciplines; in particular, economics, finance, accounting, and management. Our goals are to build a provocation and develop some propositions about the direction of capitalism and the purpose of management research in an age of climate crisis. Against the backdrop of dread and greed and the specter of plutocratic capitalism, we offer a politics of hope. We envision a green capitalism in which corporations are held accountable for environmental and social stewardship. Rather than falling back on government or the corporation as an “either/or” choice, we urge a “both/and” approach and call for the active inclusion of communities and citizens in climate response through democratic, polycentric governance structures. Within this agenda, we envision a new role for the academy as “Ministry”; namely, giving voice to future generations and the silent (or silenced) victims of the present and, by embracing pragmatic realism, inspiring a liveable future—an optopia—that we can still forge from where we are.
{"title":"How to Create an Optopia? – Kim Stanley Robinson's “Ministry for the Future” and the Politics of Hope","authors":"A. Mikes, S. New","doi":"10.1177/10564926231169170","DOIUrl":"https://doi.org/10.1177/10564926231169170","url":null,"abstract":"Kim Stanley Robinson—award-winning science fiction writer—has warned us that our current history is a choice between utopia or catastrophe. In this interview and in the following reflections, we explore the implications of this existential choice for the social science disciplines; in particular, economics, finance, accounting, and management. Our goals are to build a provocation and develop some propositions about the direction of capitalism and the purpose of management research in an age of climate crisis. Against the backdrop of dread and greed and the specter of plutocratic capitalism, we offer a politics of hope. We envision a green capitalism in which corporations are held accountable for environmental and social stewardship. Rather than falling back on government or the corporation as an “either/or” choice, we urge a “both/and” approach and call for the active inclusion of communities and citizens in climate response through democratic, polycentric governance structures. Within this agenda, we envision a new role for the academy as “Ministry”; namely, giving voice to future generations and the silent (or silenced) victims of the present and, by embracing pragmatic realism, inspiring a liveable future—an optopia—that we can still forge from where we are.","PeriodicalId":47877,"journal":{"name":"Journal of Management Inquiry","volume":"32 1","pages":"228 - 242"},"PeriodicalIF":3.1,"publicationDate":"2023-04-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49537263","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 : 2023-04-01DOI: 10.1177/10564926221082494
Taieb Hafsi, Sofiane Baba
Policy overreaction is a common phenomenon, especially in complex and emergency situations where politicians are led to make decisions fast. In these emergency decisions, emotions run generally high and cognitive processes are often impaired. The conditions of policy overreaction are in place as emotions overwhelm decision makers' rational processes. Drawing on the response patterns of three countries to the COVID-19 pandemic, we develop a process model of policy overreaction which describes the effects of negative emotions and institutional isomorphism on policy decision-making. Our model highlights four critical stages: negative emotions buildup, propagation of fear, isomorphic decision-making, and leading to an intractable crisis. This article shows precisely how the cascading effect of negative emotions, particularly fear, is contagious and spreads to generate crowd effects, which bend considerably policy makers' ability to make rational decisions. Our theory provides a better understanding of the process by which policy overreaction takes place.
{"title":"Exploring the Process of Policy Overreaction: The COVID-19 Lockdown Decisions.","authors":"Taieb Hafsi, Sofiane Baba","doi":"10.1177/10564926221082494","DOIUrl":"https://doi.org/10.1177/10564926221082494","url":null,"abstract":"<p><p>Policy overreaction is a common phenomenon, especially in complex and emergency situations where politicians are led to make decisions fast. In these emergency decisions, emotions run generally high and cognitive processes are often impaired. The conditions of policy overreaction are in place as emotions overwhelm decision makers' rational processes. Drawing on the response patterns of three countries to the COVID-19 pandemic, we develop a process model of policy overreaction which describes the effects of negative emotions and institutional isomorphism on policy decision-making. Our model highlights four critical stages: negative emotions buildup, propagation of fear, isomorphic decision-making, and leading to an intractable crisis. This article shows precisely how the cascading effect of negative emotions, particularly fear, is contagious and spreads to generate crowd effects, which bend considerably policy makers' ability to make rational decisions. Our theory provides a better understanding of the process by which policy overreaction takes place.</p>","PeriodicalId":47877,"journal":{"name":"Journal of Management Inquiry","volume":"32 2","pages":"152-173"},"PeriodicalIF":3.1,"publicationDate":"2023-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://www.ncbi.nlm.nih.gov/pmc/articles/PMC9936179/pdf/","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"9314003","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-03-27DOI: 10.1177/10564926231165680
I. Fortin
I studied competing institutional logics in inter-institutional projects in aerospace to understand which logic would prevail when several logics compete in temporary organizing. While competing logic tensions between academia and the industry were expected, I additionally found competing logic tensions between multinationals and suppliers. I argue that the competing logic tensions originated from the informal roles that emerged from the interactions among the partners in the projects, which were predetermined by the complementary knowledge that initially justified the collaborations. These informal roles activated custodial work among the partners, which was bounded by logic plasticity. Contrary to what was expected, the more rigid logics prevailed over the most plastic logics in temporary organizing.
{"title":"Logic Plasticity and Bounded Custodial Work in Inter-Institutional Projects","authors":"I. Fortin","doi":"10.1177/10564926231165680","DOIUrl":"https://doi.org/10.1177/10564926231165680","url":null,"abstract":"I studied competing institutional logics in inter-institutional projects in aerospace to understand which logic would prevail when several logics compete in temporary organizing. While competing logic tensions between academia and the industry were expected, I additionally found competing logic tensions between multinationals and suppliers. I argue that the competing logic tensions originated from the informal roles that emerged from the interactions among the partners in the projects, which were predetermined by the complementary knowledge that initially justified the collaborations. These informal roles activated custodial work among the partners, which was bounded by logic plasticity. Contrary to what was expected, the more rigid logics prevailed over the most plastic logics in temporary organizing.","PeriodicalId":47877,"journal":{"name":"Journal of Management Inquiry","volume":" ","pages":""},"PeriodicalIF":3.1,"publicationDate":"2023-03-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43616956","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 : 2023-03-23DOI: 10.1177/10564926231165659
Craig Crossland
{"title":"Letter to a Newly Invited Department Chair","authors":"Craig Crossland","doi":"10.1177/10564926231165659","DOIUrl":"https://doi.org/10.1177/10564926231165659","url":null,"abstract":"","PeriodicalId":47877,"journal":{"name":"Journal of Management Inquiry","volume":"32 1","pages":"243 - 247"},"PeriodicalIF":3.1,"publicationDate":"2023-03-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44952123","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 : 2023-03-06DOI: 10.1177/10564926231159331
Nancy Forster-Holt, S. DeSanto-Madeya, James Davis
The succession literature frames a leader's reluctance to let go as the single largest deterrent to succession planning, and early literature pointed to the stronghold that mortality can have on letting go. The notion has not captured our continued curiosity, preventing a full understanding of the tensions and antecedents of family business succession. Most scholarship on letting go describes a quest for immortality and in this sense, ‘mortality’ has been misapplied and one dimensional. In an interdisciplinary boost to family business, we turn to palliative care, where it is believed that the acknowledgment of one's mortality will facilitate letting go. We develop four typologies of letting go by combining elements of mortality awareness and planning that offers nuance and insights into long-held beliefs about this most vital and finite ‘soft issue’. We discuss emotion governance tools that help change the mortality awareness trajectory and support family business succession.
{"title":"The Mortality of Family Business Leaders: Using a Palliative Care Model to Re-imagine Letting Go","authors":"Nancy Forster-Holt, S. DeSanto-Madeya, James Davis","doi":"10.1177/10564926231159331","DOIUrl":"https://doi.org/10.1177/10564926231159331","url":null,"abstract":"The succession literature frames a leader's reluctance to let go as the single largest deterrent to succession planning, and early literature pointed to the stronghold that mortality can have on letting go. The notion has not captured our continued curiosity, preventing a full understanding of the tensions and antecedents of family business succession. Most scholarship on letting go describes a quest for immortality and in this sense, ‘mortality’ has been misapplied and one dimensional. In an interdisciplinary boost to family business, we turn to palliative care, where it is believed that the acknowledgment of one's mortality will facilitate letting go. We develop four typologies of letting go by combining elements of mortality awareness and planning that offers nuance and insights into long-held beliefs about this most vital and finite ‘soft issue’. We discuss emotion governance tools that help change the mortality awareness trajectory and support family business succession.","PeriodicalId":47877,"journal":{"name":"Journal of Management Inquiry","volume":"32 1","pages":"186 - 199"},"PeriodicalIF":3.1,"publicationDate":"2023-03-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48113975","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 : 2023-02-22DOI: 10.1177/10564926231155110
Valérie M. Saintot, Miikka J. Lehtonen
Silence in management and organization studies has been predominantly understood as something negative. However, recent examples have highlighted silence as a positive element in learning and organizing. We contribute to prior literature on positive silence and multimodality by arguing silence can operate as a semiotic mode that mobilizes resources for meaning-making. Ten team meetings in a financial organization in Europe were investigated. Visual ethnography was mobilized to gather data through interviews, observations, and photographs. Our analysis identified two types of silence—transcendental and material—that both function through three mechanisms to resemiotize meaning. A framework is presented to situate silence in relation to verbal and visual modes. Three contributions are made to studies on silence and multimodality: extended conceptualizations of silence, silence as a semiotic mode in itself, and methodological pathways for studying silence. In addition, practical implications for team meetings and silence in the workplace are discussed.
{"title":"Transcendental and Material Silence: A Multimodal Study on Silence in Team Meetings","authors":"Valérie M. Saintot, Miikka J. Lehtonen","doi":"10.1177/10564926231155110","DOIUrl":"https://doi.org/10.1177/10564926231155110","url":null,"abstract":"Silence in management and organization studies has been predominantly understood as something negative. However, recent examples have highlighted silence as a positive element in learning and organizing. We contribute to prior literature on positive silence and multimodality by arguing silence can operate as a semiotic mode that mobilizes resources for meaning-making. Ten team meetings in a financial organization in Europe were investigated. Visual ethnography was mobilized to gather data through interviews, observations, and photographs. Our analysis identified two types of silence—transcendental and material—that both function through three mechanisms to resemiotize meaning. A framework is presented to situate silence in relation to verbal and visual modes. Three contributions are made to studies on silence and multimodality: extended conceptualizations of silence, silence as a semiotic mode in itself, and methodological pathways for studying silence. In addition, practical implications for team meetings and silence in the workplace are discussed.","PeriodicalId":47877,"journal":{"name":"Journal of Management Inquiry","volume":"47 5","pages":""},"PeriodicalIF":3.1,"publicationDate":"2023-02-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41244303","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 : 2023-02-05DOI: 10.1177/10564926231155104
Guilherme Azevedo
What does it mean for an organization “to exist”? Building upon the philosophical notion of ontologies as theories of existence, I outline a theory of organizational ontology supported by the premise that organizations contain implicit existential conventions that provide their members with an understanding of what their joint existence is. This study aims to answer two questions. First, what constitutes an organizational ontology? Second, how can this be accessed and represented? Using a methodology informed by cultural interpretation, I ground this study empirically in ethnographic fieldwork at a not-for-profit organization devoted to teaching math to “left behind” children.
{"title":"The Interpretation of Organizational Ontologies","authors":"Guilherme Azevedo","doi":"10.1177/10564926231155104","DOIUrl":"https://doi.org/10.1177/10564926231155104","url":null,"abstract":"What does it mean for an organization “to exist”? Building upon the philosophical notion of ontologies as theories of existence, I outline a theory of organizational ontology supported by the premise that organizations contain implicit existential conventions that provide their members with an understanding of what their joint existence is. This study aims to answer two questions. First, what constitutes an organizational ontology? Second, how can this be accessed and represented? Using a methodology informed by cultural interpretation, I ground this study empirically in ethnographic fieldwork at a not-for-profit organization devoted to teaching math to “left behind” children.","PeriodicalId":47877,"journal":{"name":"Journal of Management Inquiry","volume":" ","pages":""},"PeriodicalIF":3.1,"publicationDate":"2023-02-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46979316","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 : 2022-12-05DOI: 10.1177/10564926221141595
Megan Weinstein, P. Hirsch
The Covid-19 pandemic generated quite a number of phenomena that affected life in organizations. Perhaps the most notable of these came to be called The Great Resignation. At first, an extraordinary number of people were forced to work from home and they became accustomed to the benefits of such work. When it came time to return to their previous workplaces, however, they chose not to do so; instead, they surprised many theorists by resigning en masse. Why? In the past, we academics have been quite quick to offer explanations for such occurrences; yet, on this historically significant occasion, organization theorists have been uncharacteristically silent. Not so Molly Weinstein and Paul Hirsch. In the spirit of thinking differently, they offer a credible explanation of why people might not want to return to a way of life that they previously had taken for granted. Theirs is an explanation that acknowledges that peoples’ motivations and reasons for action are complex. Those reasons might at first seem to involve mutually exclusive criteria, but no, explaining actions in organizations just requires acknowledging that people can hold two apparently competing values in mind at the same time. – Denny Gioia
{"title":"For Love and Money: Rethinking Motivations for the “Great Resignation”","authors":"Megan Weinstein, P. Hirsch","doi":"10.1177/10564926221141595","DOIUrl":"https://doi.org/10.1177/10564926221141595","url":null,"abstract":"The Covid-19 pandemic generated quite a number of phenomena that affected life in organizations. Perhaps the most notable of these came to be called The Great Resignation. At first, an extraordinary number of people were forced to work from home and they became accustomed to the benefits of such work. When it came time to return to their previous workplaces, however, they chose not to do so; instead, they surprised many theorists by resigning en masse. Why? In the past, we academics have been quite quick to offer explanations for such occurrences; yet, on this historically significant occasion, organization theorists have been uncharacteristically silent. Not so Molly Weinstein and Paul Hirsch. In the spirit of thinking differently, they offer a credible explanation of why people might not want to return to a way of life that they previously had taken for granted. Theirs is an explanation that acknowledges that peoples’ motivations and reasons for action are complex. Those reasons might at first seem to involve mutually exclusive criteria, but no, explaining actions in organizations just requires acknowledging that people can hold two apparently competing values in mind at the same time. – Denny Gioia","PeriodicalId":47877,"journal":{"name":"Journal of Management Inquiry","volume":"32 1","pages":"174 - 176"},"PeriodicalIF":3.1,"publicationDate":"2022-12-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46450677","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 : 2022-10-26DOI: 10.1177/10564926221134444
Kevin W. Rockmann
Since taking the helm of the Academy of Management Discoveries in 2020, I have been struck by many interesting and thoughtful discussions with other editors as to the purpose of our journals, the importance of writing, and translating the science of management and organizations to appeal to a wider readership. In the spirit of playful yet engaging discourse, I thought I would lay these issues out, along with some ideas that we’ve already enacted at AMD and some that may be a bit more provocative in nature.
{"title":"Editor's Anonymous: A Safe Place to Think About Journal Provocations","authors":"Kevin W. Rockmann","doi":"10.1177/10564926221134444","DOIUrl":"https://doi.org/10.1177/10564926221134444","url":null,"abstract":"Since taking the helm of the Academy of Management Discoveries in 2020, I have been struck by many interesting and thoughtful discussions with other editors as to the purpose of our journals, the importance of writing, and translating the science of management and organizations to appeal to a wider readership. In the spirit of playful yet engaging discourse, I thought I would lay these issues out, along with some ideas that we’ve already enacted at AMD and some that may be a bit more provocative in nature.","PeriodicalId":47877,"journal":{"name":"Journal of Management Inquiry","volume":"32 1","pages":"98 - 101"},"PeriodicalIF":3.1,"publicationDate":"2022-10-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46003781","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 : 2022-10-18DOI: 10.1177/10564926221132174
S. Gröschl, J. Lepoutre
Company leaders are frequently confronted with highly uncertain and risky situations for which they are often ill-prepared, and consequently, in which they often panic. Based on an exploratory case study of extreme rock climber Alexander Honnold, we have developed propositions that help decision-makers to learn to avoid panic in crises. Our findings suggest that gradual exposure to incrementally more challenging tasks by adjusting individual learning goals allows decision-makers to leverage existing skills, and to develop their physical, mental and emotional states simultaneously. Deliberate confrontation with the challenges that may trigger panic through real-life simulation and imagination helps decision-makers to retrain and transform triggers for panic responses, and to build systemic confidence. This organic and holistic growth provides decision-makers with the simultaneous preparation and mastery of their physical, mental, and emotional states to ensure the lightness and calmness necessary not to panic when facing a crisis.
{"title":"Don't Panic: Remaining El Capitan While Navigating Unpreparedness in Response to Extreme Events","authors":"S. Gröschl, J. Lepoutre","doi":"10.1177/10564926221132174","DOIUrl":"https://doi.org/10.1177/10564926221132174","url":null,"abstract":"Company leaders are frequently confronted with highly uncertain and risky situations for which they are often ill-prepared, and consequently, in which they often panic. Based on an exploratory case study of extreme rock climber Alexander Honnold, we have developed propositions that help decision-makers to learn to avoid panic in crises. Our findings suggest that gradual exposure to incrementally more challenging tasks by adjusting individual learning goals allows decision-makers to leverage existing skills, and to develop their physical, mental and emotional states simultaneously. Deliberate confrontation with the challenges that may trigger panic through real-life simulation and imagination helps decision-makers to retrain and transform triggers for panic responses, and to build systemic confidence. This organic and holistic growth provides decision-makers with the simultaneous preparation and mastery of their physical, mental, and emotional states to ensure the lightness and calmness necessary not to panic when facing a crisis.","PeriodicalId":47877,"journal":{"name":"Journal of Management Inquiry","volume":" ","pages":""},"PeriodicalIF":3.1,"publicationDate":"2022-10-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47523046","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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