Pub Date : 2022-03-28DOI: 10.1177/10564926221088729
S. Pek
Tipping is a complex phenomenon with wide-ranging impacts on workers and organizations. Prior research has made important contributions to our understanding of why tipping happens and what its impacts are. Yet, we still have much to learn about these topics, particularly when it comes to the emergence, evolution, and diffusion of tipping norms, how organizations approach their decision-making about tipping practices, and the broader individual, organizational, and societal impacts of tipping. Despite management researchers’ limited attention to tipping to date, I argue that they have much to contribute to our understanding of these questions through their conceptual tools and lenses.
{"title":"The Tip of the Iceberg: A Roadmap for Management Research on Tipping","authors":"S. Pek","doi":"10.1177/10564926221088729","DOIUrl":"https://doi.org/10.1177/10564926221088729","url":null,"abstract":"Tipping is a complex phenomenon with wide-ranging impacts on workers and organizations. Prior research has made important contributions to our understanding of why tipping happens and what its impacts are. Yet, we still have much to learn about these topics, particularly when it comes to the emergence, evolution, and diffusion of tipping norms, how organizations approach their decision-making about tipping practices, and the broader individual, organizational, and societal impacts of tipping. Despite management researchers’ limited attention to tipping to date, I argue that they have much to contribute to our understanding of these questions through their conceptual tools and lenses.","PeriodicalId":47877,"journal":{"name":"Journal of Management Inquiry","volume":null,"pages":null},"PeriodicalIF":3.1,"publicationDate":"2022-03-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42030884","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 : 2022-02-28DOI: 10.1177/10564926221082487
J. Kalkman
This paper aims to describe how organizational members develop a mindset that enables mindful operations in extreme contexts. Scholars have been divided over how collective mindfulness can be achieved. The literature on High Reliability Organizations (HROs) argues for heterogeneity through promoting skepticism, diversity, and dissent. Yet, studies on organizing in extreme contexts emphasize cohesion as a precondition for collective action under extreme circumstances. Thus, organizational members face competing needs for cohesion (integration) and heterogeneity (diversity). This longitudinal study of military officers joining Dutch crisis management organizations shows how they resolve this tension. Mindful members combine functional distance with social integration, mediated by a considerate approach based on sensitivity, tact, and trust. This mindset is gradually developed after a process that is initially characterized by fragmentation and inner struggles. When successful, organizational members cultivate a mindful mindset and contribute to reliable performance in extreme contexts.
{"title":"Mindful Members: Developing a Mindset for Reliable Performance in Extreme Contexts","authors":"J. Kalkman","doi":"10.1177/10564926221082487","DOIUrl":"https://doi.org/10.1177/10564926221082487","url":null,"abstract":"This paper aims to describe how organizational members develop a mindset that enables mindful operations in extreme contexts. Scholars have been divided over how collective mindfulness can be achieved. The literature on High Reliability Organizations (HROs) argues for heterogeneity through promoting skepticism, diversity, and dissent. Yet, studies on organizing in extreme contexts emphasize cohesion as a precondition for collective action under extreme circumstances. Thus, organizational members face competing needs for cohesion (integration) and heterogeneity (diversity). This longitudinal study of military officers joining Dutch crisis management organizations shows how they resolve this tension. Mindful members combine functional distance with social integration, mediated by a considerate approach based on sensitivity, tact, and trust. This mindset is gradually developed after a process that is initially characterized by fragmentation and inner struggles. When successful, organizational members cultivate a mindful mindset and contribute to reliable performance in extreme contexts.","PeriodicalId":47877,"journal":{"name":"Journal of Management Inquiry","volume":null,"pages":null},"PeriodicalIF":3.1,"publicationDate":"2022-02-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48524697","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 : 2022-01-06DOI: 10.1177/10564926211070429
Aurélie Soetens, B. Huybrechts
This paper examines how organizational ideology can be collectively mobilized to sustain an alternative organizational form—a self-managed cooperative—in resistance to institutional prescriptions perceived as hostile. Based on an ethnographic study of the Venezuelan cooperative Cecosesola, we identify three roles through which ideology enables the reproduction of the alternative form over time: ideology as a mobilizing normative framework to justify resistance; as a cultural-cognitive framework to engage members and integrate them into the resistance project; and as a regulatory framework ensuring member compliance. However, we find that in parallel with sustaining self-management as an alternative form, mobilizing ideology may also paradoxically entail costs in terms of individual sacrifices, exclusion of members and reduction of group heterogeneity, leading to the creation of an authoritarian system. These findings shed light on the ideological drivers of institutional resistance and bring new insights to understand the challenge of sustaining self-management and other alternative organizational forms within a hostile institutional context.
{"title":"Resisting the Tide: The Roles of Ideology in Sustaining Alternative Organizing at a Self-managed Cooperative","authors":"Aurélie Soetens, B. Huybrechts","doi":"10.1177/10564926211070429","DOIUrl":"https://doi.org/10.1177/10564926211070429","url":null,"abstract":"This paper examines how organizational ideology can be collectively mobilized to sustain an alternative organizational form—a self-managed cooperative—in resistance to institutional prescriptions perceived as hostile. Based on an ethnographic study of the Venezuelan cooperative Cecosesola, we identify three roles through which ideology enables the reproduction of the alternative form over time: ideology as a mobilizing normative framework to justify resistance; as a cultural-cognitive framework to engage members and integrate them into the resistance project; and as a regulatory framework ensuring member compliance. However, we find that in parallel with sustaining self-management as an alternative form, mobilizing ideology may also paradoxically entail costs in terms of individual sacrifices, exclusion of members and reduction of group heterogeneity, leading to the creation of an authoritarian system. These findings shed light on the ideological drivers of institutional resistance and bring new insights to understand the challenge of sustaining self-management and other alternative organizational forms within a hostile institutional context.","PeriodicalId":47877,"journal":{"name":"Journal of Management Inquiry","volume":null,"pages":null},"PeriodicalIF":3.1,"publicationDate":"2022-01-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47389728","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 : 2021-12-14DOI: 10.1177/10564926211067153
C. Johnsen
This study explores the various tactics sustainable entrepreneurs use to meet the challenges associated with creating social and environmental solutions. Although often theorized as market imperfections, in this study, opportunities are considered as situations that allow things to be done differently within social settings. This approach opens up for research into the everyday practice of sustainable entrepreneurship and how sustainable entrepreneurs strive to find new solutions to counteract ecological degradation. To develop this view, I analyze the different entrepreneurial tactics actors employ to advance green architecture in the Danish construction industry. Rather than place an analytic emphasis on the end result of sustainable entrepreneurship, I suggest that the processes of developing solutions aimed at generating simultaneous economic, social and environmental value might warrant greater attention.
{"title":"Tactics of Sustainable Entrepreneurship: Ways of Operating in the Contested Terrain of Green Architecture","authors":"C. Johnsen","doi":"10.1177/10564926211067153","DOIUrl":"https://doi.org/10.1177/10564926211067153","url":null,"abstract":"This study explores the various tactics sustainable entrepreneurs use to meet the challenges associated with creating social and environmental solutions. Although often theorized as market imperfections, in this study, opportunities are considered as situations that allow things to be done differently within social settings. This approach opens up for research into the everyday practice of sustainable entrepreneurship and how sustainable entrepreneurs strive to find new solutions to counteract ecological degradation. To develop this view, I analyze the different entrepreneurial tactics actors employ to advance green architecture in the Danish construction industry. Rather than place an analytic emphasis on the end result of sustainable entrepreneurship, I suggest that the processes of developing solutions aimed at generating simultaneous economic, social and environmental value might warrant greater attention.","PeriodicalId":47877,"journal":{"name":"Journal of Management Inquiry","volume":null,"pages":null},"PeriodicalIF":3.1,"publicationDate":"2021-12-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43310624","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 : 2021-12-13DOI: 10.1177/10564926211063777
V. Omanović, A. Langley
Given the increasing importance of migrations around the world, and the challenges that migrants face in entering the labor market, the process of socialization of migrants into organizations deserves more attention from management scholars. Indeed, societal discourses promoting equality and diversity often appear to be in contradiction with the unequal power relations migrants experience on entering the workforce. Drawing on a dialectic perspective and a qualitative meta-synthesis methodology, we show how the practices engaged in by organizations to socialize migrant employees are deeply embedded in and influenced by macro-social contexts that may place migrants at a disadvantage, giving rise to emerging tensions. We examine a range of contingencies that can mitigate the inequalities that migrants experience, and we reveal a variety of dynamic dialectical pathways surrounding migrant socialization practices through which they may be reproduced or transformed depending on the mutual relationships between situated conditions, emerging tensions and human praxes.
{"title":"Assimilation, Integration or Inclusion? A Dialectical Perspective on the Organizational Socialization of Migrants","authors":"V. Omanović, A. Langley","doi":"10.1177/10564926211063777","DOIUrl":"https://doi.org/10.1177/10564926211063777","url":null,"abstract":"Given the increasing importance of migrations around the world, and the challenges that migrants face in entering the labor market, the process of socialization of migrants into organizations deserves more attention from management scholars. Indeed, societal discourses promoting equality and diversity often appear to be in contradiction with the unequal power relations migrants experience on entering the workforce. Drawing on a dialectic perspective and a qualitative meta-synthesis methodology, we show how the practices engaged in by organizations to socialize migrant employees are deeply embedded in and influenced by macro-social contexts that may place migrants at a disadvantage, giving rise to emerging tensions. We examine a range of contingencies that can mitigate the inequalities that migrants experience, and we reveal a variety of dynamic dialectical pathways surrounding migrant socialization practices through which they may be reproduced or transformed depending on the mutual relationships between situated conditions, emerging tensions and human praxes.","PeriodicalId":47877,"journal":{"name":"Journal of Management Inquiry","volume":null,"pages":null},"PeriodicalIF":3.1,"publicationDate":"2021-12-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47193482","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 : 2021-11-23DOI: 10.1177/10564926211059015
R. Shankar, S. Gopalakrishnan
The literature on entrepreneurship acknowledges that entrepreneurs are both thinkers and doers. While scholars have previously explored entrepreneurs’ cognitions and actions, research on entrepreneurs’ reflective practices remains limited. To stimulate greater scholarly attention on exploring entrepreneurs as reflective practitioners, in this ‘Meet the Person’ article we build on two interviews with the celebrated entrepreneur Ashok Vasudevan. From buying the venture off Unilever and eventually selling it to Mars, Ashok’s journey reflects an entrepreneur’s struggles in growing a venture from an emerging economy (India of the 90s). Tearing down entrepreneurship literature’s stereotypical and mythological lore, Ashok’s journey with Tasty Bite is also a case of why “the” theory of entrepreneurship continues to remain elusive. Three key themes from Ashok’s journey (failure, sustainability, and exit) help highlight the rich possibilities that reflective practice offers to entrepreneurship literature. Implications for the advancement of reflective practice in entrepreneurship research, education, and practice are presented.
{"title":"A Reflective Entrepreneur: Ashok Vasudevan and the Journey of Tastybite","authors":"R. Shankar, S. Gopalakrishnan","doi":"10.1177/10564926211059015","DOIUrl":"https://doi.org/10.1177/10564926211059015","url":null,"abstract":"The literature on entrepreneurship acknowledges that entrepreneurs are both thinkers and doers. While scholars have previously explored entrepreneurs’ cognitions and actions, research on entrepreneurs’ reflective practices remains limited. To stimulate greater scholarly attention on exploring entrepreneurs as reflective practitioners, in this ‘Meet the Person’ article we build on two interviews with the celebrated entrepreneur Ashok Vasudevan. From buying the venture off Unilever and eventually selling it to Mars, Ashok’s journey reflects an entrepreneur’s struggles in growing a venture from an emerging economy (India of the 90s). Tearing down entrepreneurship literature’s stereotypical and mythological lore, Ashok’s journey with Tasty Bite is also a case of why “the” theory of entrepreneurship continues to remain elusive. Three key themes from Ashok’s journey (failure, sustainability, and exit) help highlight the rich possibilities that reflective practice offers to entrepreneurship literature. Implications for the advancement of reflective practice in entrepreneurship research, education, and practice are presented.","PeriodicalId":47877,"journal":{"name":"Journal of Management Inquiry","volume":null,"pages":null},"PeriodicalIF":3.1,"publicationDate":"2021-11-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42979823","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 : 2021-11-18DOI: 10.1177/10564926211050785
F. Santos
Entrepreneurs commonly engage in discursive activities to pursue the legitimacy of their new organizations. Previous studies on this pursuit have essentially been focused on verbal language and there is limited understanding of how other communication modes, such as the visual, offer specific potentials for influencing legitimation audiences. With the contemporary pervasiveness of digital documents and online environments that often employ the visual mode, this gap has become more relevant. To address it, this study is guided by the following research question: how do entrepreneurs use the visual mode of communication to legitimize their new ventures? Building on the case of a new organization, this study shows that specific features of the visual mode of communication are especially well suited to sustaining legitimation in particular ways. While previous research has mostly remained on a conceptual level, this study empirically advances the understanding of visual discursive legitimation.
{"title":"Showing Legitimacy: The Strategic Employment of Visuals in the Legitimation of New Organizations","authors":"F. Santos","doi":"10.1177/10564926211050785","DOIUrl":"https://doi.org/10.1177/10564926211050785","url":null,"abstract":"Entrepreneurs commonly engage in discursive activities to pursue the legitimacy of their new organizations. Previous studies on this pursuit have essentially been focused on verbal language and there is limited understanding of how other communication modes, such as the visual, offer specific potentials for influencing legitimation audiences. With the contemporary pervasiveness of digital documents and online environments that often employ the visual mode, this gap has become more relevant. To address it, this study is guided by the following research question: how do entrepreneurs use the visual mode of communication to legitimize their new ventures? Building on the case of a new organization, this study shows that specific features of the visual mode of communication are especially well suited to sustaining legitimation in particular ways. While previous research has mostly remained on a conceptual level, this study empirically advances the understanding of visual discursive legitimation.","PeriodicalId":47877,"journal":{"name":"Journal of Management Inquiry","volume":null,"pages":null},"PeriodicalIF":3.1,"publicationDate":"2021-11-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43928470","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 : 2021-11-18DOI: 10.1177/10564926211056525
P. Adler
This is an edited version of my remarks at the 2020 Academy of Management on receiving the Organization and Management Theory Division's Distinguished Scholar award. I review the main steps of my intellectual trajectory, aiming to show how it has been enriched both by my engagement with “classic” scholars in our field–most notably Marx, Gouldner, Weber, Schumpeter, and Polanyi—and by my commitment to socialist values. I offer my case, with its strengths and weaknesses, in the hope of inspiring reflection on the role in our scholarship of such classics and our personal values, whatever they may be.
{"title":"Odyssey of a Socialist in the Business School World","authors":"P. Adler","doi":"10.1177/10564926211056525","DOIUrl":"https://doi.org/10.1177/10564926211056525","url":null,"abstract":"This is an edited version of my remarks at the 2020 Academy of Management on receiving the Organization and Management Theory Division's Distinguished Scholar award. I review the main steps of my intellectual trajectory, aiming to show how it has been enriched both by my engagement with “classic” scholars in our field–most notably Marx, Gouldner, Weber, Schumpeter, and Polanyi—and by my commitment to socialist values. I offer my case, with its strengths and weaknesses, in the hope of inspiring reflection on the role in our scholarship of such classics and our personal values, whatever they may be.","PeriodicalId":47877,"journal":{"name":"Journal of Management Inquiry","volume":null,"pages":null},"PeriodicalIF":3.1,"publicationDate":"2021-11-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42058923","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 : 2021-11-10DOI: 10.1177/10564926211042222
M. Loi, A. Fayolle, M. van Gelderen, Elen Riot, D. Refai, D. Higgins, Radi Haloub, Marcus A. Y. Salusse, Erwan Lamy, C. Verzat, Fabrice L. Cavarretta
This work presents a synthesis of a debate regarding taken-for-granted assumptions and challenges in entrepreneurship education, matured after a developmental workshop organized to increase the research salience of the field. From the five contributions selected, three challenges emerge. The first is recognizing that participants’ representations about entrepreneurship play a crucial role in defining goals and impact of entrepreneurship education; second, integrating new perspectives of conceiving entrepreneurship into the current models of teaching entrepreneurship; and, lastly, facilitating the integration of entrepreneurship knowledge into practice. These challenges opened up to a conception of entrepreneurship education as a dynamic concept reflecting personal values, societal changes, and cultural differences. As a result, learning places of entrepreneurship education promotes exploration and not adaptation to existing schemes, where personal models for practicing entrepreneurship have room to emerge. Defining knowledge priorities, instead of targeting knowledge exhaustiveness, becomes of greatest importance to make entrepreneurship education‘s impact more relevant.
{"title":"Entrepreneurship Education at the Crossroads: Challenging Taken-for-Granted Assumptions and Opening New Perspectives","authors":"M. Loi, A. Fayolle, M. van Gelderen, Elen Riot, D. Refai, D. Higgins, Radi Haloub, Marcus A. Y. Salusse, Erwan Lamy, C. Verzat, Fabrice L. Cavarretta","doi":"10.1177/10564926211042222","DOIUrl":"https://doi.org/10.1177/10564926211042222","url":null,"abstract":"This work presents a synthesis of a debate regarding taken-for-granted assumptions and challenges in entrepreneurship education, matured after a developmental workshop organized to increase the research salience of the field. From the five contributions selected, three challenges emerge. The first is recognizing that participants’ representations about entrepreneurship play a crucial role in defining goals and impact of entrepreneurship education; second, integrating new perspectives of conceiving entrepreneurship into the current models of teaching entrepreneurship; and, lastly, facilitating the integration of entrepreneurship knowledge into practice. These challenges opened up to a conception of entrepreneurship education as a dynamic concept reflecting personal values, societal changes, and cultural differences. As a result, learning places of entrepreneurship education promotes exploration and not adaptation to existing schemes, where personal models for practicing entrepreneurship have room to emerge. Defining knowledge priorities, instead of targeting knowledge exhaustiveness, becomes of greatest importance to make entrepreneurship education‘s impact more relevant.","PeriodicalId":47877,"journal":{"name":"Journal of Management Inquiry","volume":null,"pages":null},"PeriodicalIF":3.1,"publicationDate":"2021-11-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42359268","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 : 2021-11-06DOI: 10.1177/10564926211057384
Paul K. Adler
For almost four decades, the OMT (Organization and Management Theory) division of the Academy of Management has been honoring scholars who have been “central to the intellectual development of the field of organization studies,” an area of obvious interest for readers of JMI. (See the list of distinguished scholars here: https://omt.aom.org/awards/distinguished-scholar-award). Upon accepting the honor, Distinguished Scholars are requested kindly to share their thoughts during a presentation that takes place at a breakfast during the Academy of Management annual meeting. Typically, these thoughts are a reflection on the work done, but also an invitation to use one’s curiosity to see things we know well for the first time again. In the past, JMI has asked the award winners to publish a version of their talk for the benefit of the larger academic community but also to give the honorees space to develop the powerful ideas they have shared with the AOM audience and also reflect on the questions and feedback received from the audience and other scholars. The manuscript that follows this introduction is part of that tradition, relaunched here in JMI after a few year’s hiatus with Langley (2021) paper and her thoughts on how to use our intellectual tools to understand reality and bridge theory and praxis, and the processes we use to do so. Paul Adler was the recipient of the 2021 award. During his talk, Paul challenged us to think of a world where democracy would be expanded from the political sphere to the economic one, with the ultimate goal of ensuring that the search for profit and material prosperity does not prevent the solution to the “grand challenges” (Howard-Grenville, 2021) that our world is facing. The urgent tone of Adler’s piece resonates with the comments made by Langley, even though the themes chosen are very dissimilar. Yet, both scholars show the shared desire to help ensure that the intellectual tools developed by OMT scholars are used to make our world a better place for all. In so doing, they provide a source of inspiration for the academic community at large and, let’s hope, for all those whose decisions have an impact on the way the world works. Indeed, organizations and organizing are a distinct feature of all modern societies and probably of any collective human activity, and it is not unreasonable to believe that different and better ways to organize can lead to different and better results, and especially a more humane and more sustainable world. From the Editorial Board of JMI, we thank Paul Adler and his predecessors for their curiosity, their hard work, and, ultimately, for their generosity, and the executive board of OMT for their work ensuring that these distinguished minds receive the recognition they deserve in our community and beyond.
{"title":"Editors’ Introduction: Distinguished Scholar’s Corner, Paul Adler 2021","authors":"Paul K. Adler","doi":"10.1177/10564926211057384","DOIUrl":"https://doi.org/10.1177/10564926211057384","url":null,"abstract":"For almost four decades, the OMT (Organization and Management Theory) division of the Academy of Management has been honoring scholars who have been “central to the intellectual development of the field of organization studies,” an area of obvious interest for readers of JMI. (See the list of distinguished scholars here: https://omt.aom.org/awards/distinguished-scholar-award). Upon accepting the honor, Distinguished Scholars are requested kindly to share their thoughts during a presentation that takes place at a breakfast during the Academy of Management annual meeting. Typically, these thoughts are a reflection on the work done, but also an invitation to use one’s curiosity to see things we know well for the first time again. In the past, JMI has asked the award winners to publish a version of their talk for the benefit of the larger academic community but also to give the honorees space to develop the powerful ideas they have shared with the AOM audience and also reflect on the questions and feedback received from the audience and other scholars. The manuscript that follows this introduction is part of that tradition, relaunched here in JMI after a few year’s hiatus with Langley (2021) paper and her thoughts on how to use our intellectual tools to understand reality and bridge theory and praxis, and the processes we use to do so. Paul Adler was the recipient of the 2021 award. During his talk, Paul challenged us to think of a world where democracy would be expanded from the political sphere to the economic one, with the ultimate goal of ensuring that the search for profit and material prosperity does not prevent the solution to the “grand challenges” (Howard-Grenville, 2021) that our world is facing. The urgent tone of Adler’s piece resonates with the comments made by Langley, even though the themes chosen are very dissimilar. Yet, both scholars show the shared desire to help ensure that the intellectual tools developed by OMT scholars are used to make our world a better place for all. In so doing, they provide a source of inspiration for the academic community at large and, let’s hope, for all those whose decisions have an impact on the way the world works. Indeed, organizations and organizing are a distinct feature of all modern societies and probably of any collective human activity, and it is not unreasonable to believe that different and better ways to organize can lead to different and better results, and especially a more humane and more sustainable world. From the Editorial Board of JMI, we thank Paul Adler and his predecessors for their curiosity, their hard work, and, ultimately, for their generosity, and the executive board of OMT for their work ensuring that these distinguished minds receive the recognition they deserve in our community and beyond.","PeriodicalId":47877,"journal":{"name":"Journal of Management Inquiry","volume":null,"pages":null},"PeriodicalIF":3.1,"publicationDate":"2021-11-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44032880","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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