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":null,"pages":null},"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":null,"pages":null},"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":null,"pages":null},"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":null,"pages":null},"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":null,"pages":null},"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":null,"pages":null},"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":null,"pages":null},"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":null,"pages":null},"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}
Pub Date : 2022-09-22DOI: 10.1177/10564926221127852
Fabrice Lumineau, Oliver Schilke, Wenqian Wang
In this essay, we argue that the advent of the Fourth Industrial Revolution calls for a reexamination of trust patterns within and across organizations. We identify fundamental changes in terms of (1) what form organizational trust takes, (2) how it is produced, and (3) who needs to be trusted. First, and most broadly, trust is likely to become more impersonal and systemic. Trust between actors is increasingly substituted by trust in a system based on digital technology. Second, in terms of trust production modes, characteristic- and institution-based trust production will gain in importance. Third, despite the move toward system trust, there will nonetheless be a need to trust certain individuals; however, these trustees are no longer the counterparts to the interaction but rather third parties in charge of the technological systems and data. Thus, the focal targets of interpersonal trust are changing.
{"title":"Organizational Trust in the Age of the Fourth Industrial Revolution: Shifts in the Form, Production, and Targets of Trust","authors":"Fabrice Lumineau, Oliver Schilke, Wenqian Wang","doi":"10.1177/10564926221127852","DOIUrl":"https://doi.org/10.1177/10564926221127852","url":null,"abstract":"In this essay, we argue that the advent of the Fourth Industrial Revolution calls for a reexamination of trust patterns within and across organizations. We identify fundamental changes in terms of (1) what form organizational trust takes, (2) how it is produced, and (3) who needs to be trusted. First, and most broadly, trust is likely to become more impersonal and systemic. Trust between actors is increasingly substituted by trust in a system based on digital technology. Second, in terms of trust production modes, characteristic- and institution-based trust production will gain in importance. Third, despite the move toward system trust, there will nonetheless be a need to trust certain individuals; however, these trustees are no longer the counterparts to the interaction but rather third parties in charge of the technological systems and data. Thus, the focal targets of interpersonal trust are changing.","PeriodicalId":47877,"journal":{"name":"Journal of Management Inquiry","volume":null,"pages":null},"PeriodicalIF":3.1,"publicationDate":"2022-09-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47244456","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 : 2022-08-25DOI: 10.1177/10564926221119395
P. Adler, Amr Adly, D. Armanios, J. Battilana, Zlatko Bodrožić, S. Clegg, G. Davis, Claudine Gartenberg, Maryann Glynn, Ali Aslan Gümüsay, Heather A. Haveman, P. Leonardi, M. Lounsbury, A. McGahan, Renate E. Meyer, N. Phillips, Kara Sheppard-Jones
To the surprise of many in the West, the fall of the USSR in 1991 did not lead to the adoption of liberal democratic government around the world and the much anticipated “end of history.” In fact, authoritarianism has made a comeback, and liberal democracy has been on the retreat for at least the last 15 years culminating in the unthinkable: the invasion of a democratic European country by an authoritarian regime. But why does authoritarianism continue to spread, not only as an alternative to liberal democracy, but also within many liberal democracies where authoritarian leaders continue to gain strength and popularity? In this curated piece, contributors discuss some of the potential contributions of management scholarship to understanding authoritarianism, as well as highlight a number of directions for management research in this area.
{"title":"Authoritarianism, Populism, and the Global Retreat of Democracy: A Curated Discussion","authors":"P. Adler, Amr Adly, D. Armanios, J. Battilana, Zlatko Bodrožić, S. Clegg, G. Davis, Claudine Gartenberg, Maryann Glynn, Ali Aslan Gümüsay, Heather A. Haveman, P. Leonardi, M. Lounsbury, A. McGahan, Renate E. Meyer, N. Phillips, Kara Sheppard-Jones","doi":"10.1177/10564926221119395","DOIUrl":"https://doi.org/10.1177/10564926221119395","url":null,"abstract":"To the surprise of many in the West, the fall of the USSR in 1991 did not lead to the adoption of liberal democratic government around the world and the much anticipated “end of history.” In fact, authoritarianism has made a comeback, and liberal democracy has been on the retreat for at least the last 15 years culminating in the unthinkable: the invasion of a democratic European country by an authoritarian regime. But why does authoritarianism continue to spread, not only as an alternative to liberal democracy, but also within many liberal democracies where authoritarian leaders continue to gain strength and popularity? In this curated piece, contributors discuss some of the potential contributions of management scholarship to understanding authoritarianism, as well as highlight a number of directions for management research in this area.","PeriodicalId":47877,"journal":{"name":"Journal of Management Inquiry","volume":null,"pages":null},"PeriodicalIF":3.1,"publicationDate":"2022-08-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45780875","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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