Pub Date : 2023-10-26DOI: 10.1177/00218863231207873
Rebecca Bednarek, Eugenia Cacciatori, Konstantinos Chalkias, Rhianna Gallagher Rodgers, Paula Jarzabkowski, Mustafa Kavas, Elisabeth Krull
In this paper, we draw insights from a 15-year qualitative research program exploring catastrophe insurance and gaps in insurance protection as risks escalate within a world impacted by a climate emergency. We suggest that the ebb-and-flow of our research team's composition and activities through time was inextricably linked with our ability to have a sustained impact on such a large-scale societal issue. The essay situates itself within the research impact and team literature, narrates the trajectory of our research program and team development, and develops a framework for effectively managing impact-oriented qualitative research teams over time. Our framework illustrates key aspects of this process including team (re)forming, building team and individual stickability, performing, and managing team flux. We also present 10 practical takeaways for how these aspects can be managed effectively to produce long-term impact work to address grand challenges.
{"title":"Delivering impact via the ebb-and-flow of a research team: Reflection on a long-term program of research into a global societal challenge*","authors":"Rebecca Bednarek, Eugenia Cacciatori, Konstantinos Chalkias, Rhianna Gallagher Rodgers, Paula Jarzabkowski, Mustafa Kavas, Elisabeth Krull","doi":"10.1177/00218863231207873","DOIUrl":"https://doi.org/10.1177/00218863231207873","url":null,"abstract":"In this paper, we draw insights from a 15-year qualitative research program exploring catastrophe insurance and gaps in insurance protection as risks escalate within a world impacted by a climate emergency. We suggest that the ebb-and-flow of our research team's composition and activities through time was inextricably linked with our ability to have a sustained impact on such a large-scale societal issue. The essay situates itself within the research impact and team literature, narrates the trajectory of our research program and team development, and develops a framework for effectively managing impact-oriented qualitative research teams over time. Our framework illustrates key aspects of this process including team (re)forming, building team and individual stickability, performing, and managing team flux. We also present 10 practical takeaways for how these aspects can be managed effectively to produce long-term impact work to address grand challenges.","PeriodicalId":47903,"journal":{"name":"Journal of Applied Behavioral Science","volume":"42 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-10-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135018084","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-10-12DOI: 10.1177/00218863231204050
Richard Boyatzis, Han Liu, Amy Smith, Kira Zwygart, Joann Quinn
Coaching as a practice and process has grown. Coach training and certification is currently based on competency models derived from opinion surveys not research on coaching outcomes. Competency models developed on expert opinion were about 50% accurate in terms of predicting managerial effectiveness in prior studies. To address this gap, we tested behavioral emotional and social intelligence competencies of coaches, not self-assessed, that predicted client behavior change over 2 years. The sample was 240 coach-client dyads involving 60 different coaches. Effective coach competencies were achievement orientation, adaptability, emotional self-control, empathy, organizational assessment, and influence. To rule out general mental ability (GMA) as a component, a subsample of 135 dyads based on 27 different coaches showed that GMA was not significant. In the subsample, effective competencies were the above list and conflict management, with near significant findings for coaching/mentoring and teamwork. More studies are needed to guide training and certification programs.
{"title":"Competencies of Coaches that Predict Client Behavior Change","authors":"Richard Boyatzis, Han Liu, Amy Smith, Kira Zwygart, Joann Quinn","doi":"10.1177/00218863231204050","DOIUrl":"https://doi.org/10.1177/00218863231204050","url":null,"abstract":"Coaching as a practice and process has grown. Coach training and certification is currently based on competency models derived from opinion surveys not research on coaching outcomes. Competency models developed on expert opinion were about 50% accurate in terms of predicting managerial effectiveness in prior studies. To address this gap, we tested behavioral emotional and social intelligence competencies of coaches, not self-assessed, that predicted client behavior change over 2 years. The sample was 240 coach-client dyads involving 60 different coaches. Effective coach competencies were achievement orientation, adaptability, emotional self-control, empathy, organizational assessment, and influence. To rule out general mental ability (GMA) as a component, a subsample of 135 dyads based on 27 different coaches showed that GMA was not significant. In the subsample, effective competencies were the above list and conflict management, with near significant findings for coaching/mentoring and teamwork. More studies are needed to guide training and certification programs.","PeriodicalId":47903,"journal":{"name":"Journal of Applied Behavioral Science","volume":"23 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-10-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135923268","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-10-10DOI: 10.1177/00218863231193459
Laura Galuppo, Mara Gorli, Silvio Carlo Ripamonti
The paper presents a clinical and radically reflexive approach to action research, capable of nurturing caring relationships and renewed organizational wealth. These outcomes are achieved by creating space for research-oriented, in-the-moment, constitutive, and collective reflexivity. The paper discusses a framework for understanding a clinical and radically reflexive approach to action research. Second, the radically reflexive perspective is illustrated via a case study. Finally, the specific conditions and limits of such an approach are discussed. The radically reflexive perspective we present hopes to return researchers and participants to the center as authors of renewed organizational landscapes, thanks to their collective agency and their capacity to resist the taken-for-granted cultural and social structures whose “sickness” often has a toxic and unconscious impact on people lives. The paper, therefore, contributes to an understanding of radical reflexivity in action research and its implications for productive dialogue between other clinical, dialogical, and reflexive action-research approaches.
{"title":"Clinical Action Research and Its Radically Reflexive Way: Dialogical Encounters to Face Current Organizational Needs","authors":"Laura Galuppo, Mara Gorli, Silvio Carlo Ripamonti","doi":"10.1177/00218863231193459","DOIUrl":"https://doi.org/10.1177/00218863231193459","url":null,"abstract":"The paper presents a clinical and radically reflexive approach to action research, capable of nurturing caring relationships and renewed organizational wealth. These outcomes are achieved by creating space for research-oriented, in-the-moment, constitutive, and collective reflexivity. The paper discusses a framework for understanding a clinical and radically reflexive approach to action research. Second, the radically reflexive perspective is illustrated via a case study. Finally, the specific conditions and limits of such an approach are discussed. The radically reflexive perspective we present hopes to return researchers and participants to the center as authors of renewed organizational landscapes, thanks to their collective agency and their capacity to resist the taken-for-granted cultural and social structures whose “sickness” often has a toxic and unconscious impact on people lives. The paper, therefore, contributes to an understanding of radical reflexivity in action research and its implications for productive dialogue between other clinical, dialogical, and reflexive action-research approaches.","PeriodicalId":47903,"journal":{"name":"Journal of Applied Behavioral Science","volume":"72 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-10-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"136356577","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-10-09DOI: 10.1177/00218863231204049
Bernard Burnes, W. Warner Burke
In the 1940s, Alfred Marrow and the Harwood Manufacturing Corporation played a key role in laying the foundations of participative management. Concurrently, they were also accused of being antitrade union. These accusations resurfaced in the 1960s with the publication of five articles in Trans-Action, which were initiated by William Gomberg, a former International Ladies’ Garment Workers Union (ILGWU) official. This paper examines those articles and Gomberg's relationship with Harwood. It draws particular attention to the “a role reversal in the running of factories” whereby Harwood sought to democratize many of its practices by giving some control to workers, whilst the ILGWU sought to act more like an employer by taking on the industrial engineering role of managers in determining methods and times for jobs. The paper concludes that there is little evidence of antitrade unionism, there was a clash between Harwood's worker-centered approach to industrial democracy and ILGWU's industrial engineering-centered approach.
{"title":"The Harwood Manufacturing Corporation and the International Ladies’ Garment Workers Union: A Case of Role Reversal","authors":"Bernard Burnes, W. Warner Burke","doi":"10.1177/00218863231204049","DOIUrl":"https://doi.org/10.1177/00218863231204049","url":null,"abstract":"In the 1940s, Alfred Marrow and the Harwood Manufacturing Corporation played a key role in laying the foundations of participative management. Concurrently, they were also accused of being antitrade union. These accusations resurfaced in the 1960s with the publication of five articles in Trans-Action, which were initiated by William Gomberg, a former International Ladies’ Garment Workers Union (ILGWU) official. This paper examines those articles and Gomberg's relationship with Harwood. It draws particular attention to the “a role reversal in the running of factories” whereby Harwood sought to democratize many of its practices by giving some control to workers, whilst the ILGWU sought to act more like an employer by taking on the industrial engineering role of managers in determining methods and times for jobs. The paper concludes that there is little evidence of antitrade unionism, there was a clash between Harwood's worker-centered approach to industrial democracy and ILGWU's industrial engineering-centered approach.","PeriodicalId":47903,"journal":{"name":"Journal of Applied Behavioral Science","volume":"43 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-10-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135146627","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-10-05DOI: 10.1177/00218863231204372
Abraham B. (Rami) Shani, David Coghlan, Jill W. Paine, Filomena Canterino
The overall context of this special issue is that in this volatile, unpredictable, complex, and ambiguous contemporary world, collaboration between researchers of different disciplines, between researchers and practitioners, and between institutions is imperative. This special issue presents seven papers with different approaches to collaborative inquiry. Each one provides a perspective of the way collaborative inquiry can address multilevel, multistakeholder, and longitudinal change in the current dynamic and constantly changing environment in which organizations reside. Taken together, the contributions in this volume make a powerful statement concerning the emerging significance of the collaborative inquiry paradigm and its potential future.
{"title":"Collaborative Inquiry for Change and Changing: Advances in Science-Practice Transformations","authors":"Abraham B. (Rami) Shani, David Coghlan, Jill W. Paine, Filomena Canterino","doi":"10.1177/00218863231204372","DOIUrl":"https://doi.org/10.1177/00218863231204372","url":null,"abstract":"The overall context of this special issue is that in this volatile, unpredictable, complex, and ambiguous contemporary world, collaboration between researchers of different disciplines, between researchers and practitioners, and between institutions is imperative. This special issue presents seven papers with different approaches to collaborative inquiry. Each one provides a perspective of the way collaborative inquiry can address multilevel, multistakeholder, and longitudinal change in the current dynamic and constantly changing environment in which organizations reside. Taken together, the contributions in this volume make a powerful statement concerning the emerging significance of the collaborative inquiry paradigm and its potential future.","PeriodicalId":47903,"journal":{"name":"Journal of Applied Behavioral Science","volume":"100 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-10-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134975772","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-07-27DOI: 10.1177/00218863231191150
Makoto Nagaishi
This study contributes to the literature on power processes within multinational corporations (MNCs) by finding that the headquarters and subsidiaries mutually censor their sensemaking and may opt for strategic inaction, depending on the relational context. It develops systematic explanations of the patterns in the headquarter–subsidiary partnership by proposing a model of evolutionary, co-existent meaning-making transition processes. In a Japanese manufacturing MNC, change practitioners helped balance paradoxical processes to create psychological safety in a dialogic space, leading members to move ahead with a sense of crisis. The study deals with collective reactions to change from a qualitatively grounded approach. It then proposes theoretical and practical implications for building collaboration capability in multistakeholder partnerships by inspiring people's spirit of inquiry.
{"title":"Mutual Sense-Censoring, Generative Exploration, and Collaborative Change: A Case Study of Headquarters–Subsidiary Relationships in Asia","authors":"Makoto Nagaishi","doi":"10.1177/00218863231191150","DOIUrl":"https://doi.org/10.1177/00218863231191150","url":null,"abstract":"This study contributes to the literature on power processes within multinational corporations (MNCs) by finding that the headquarters and subsidiaries mutually censor their sensemaking and may opt for strategic inaction, depending on the relational context. It develops systematic explanations of the patterns in the headquarter–subsidiary partnership by proposing a model of evolutionary, co-existent meaning-making transition processes. In a Japanese manufacturing MNC, change practitioners helped balance paradoxical processes to create psychological safety in a dialogic space, leading members to move ahead with a sense of crisis. The study deals with collective reactions to change from a qualitatively grounded approach. It then proposes theoretical and practical implications for building collaboration capability in multistakeholder partnerships by inspiring people's spirit of inquiry.","PeriodicalId":47903,"journal":{"name":"Journal of Applied Behavioral Science","volume":"46 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-07-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135707576","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-06-20DOI: 10.1177/00218863231181131
Sadia Jahanzeb, Dave Bouckenooghe
Leadership behavior is essential for retaining employees. Using positive actions, leaders engage and motivate followers to allow little or no provision for turnover intentions. Even in case of adverse conduct, supervisors may correct their wrongful behavior by apologizing for their misdeeds, which helps to retain followers. Utilizing self-consistency theory, we explore how organization-based self-esteem (OBSE) is a pivotal mechanism that explains the relationship between employees’ perception of supervisor remorse and their turnover intentions, alongside the moderating role of affective commitment. Our analysis of three-wave data collected from employees from Pakistani organizations revealed that perceptions of supervisor remorse decrease turnover intention through strengthening OBSE. Employees’ psychological bonding accentuates the mediating role of OBSE with their organization. In general, our research demonstrates a crucial mechanism, employees’ self-confidence about their organizational position, through which the effect of perceived supervisor remorse on turnover intention is explained. Also, the findings show how employees’ affective commitment acts as a boundary condition invigorating this indirect effect.
{"title":"Perceived Supervisor Remorse and Turnover Intentions: The Role of Organization Based Self-Esteem and Affective Commitment","authors":"Sadia Jahanzeb, Dave Bouckenooghe","doi":"10.1177/00218863231181131","DOIUrl":"https://doi.org/10.1177/00218863231181131","url":null,"abstract":"Leadership behavior is essential for retaining employees. Using positive actions, leaders engage and motivate followers to allow little or no provision for turnover intentions. Even in case of adverse conduct, supervisors may correct their wrongful behavior by apologizing for their misdeeds, which helps to retain followers. Utilizing self-consistency theory, we explore how organization-based self-esteem (OBSE) is a pivotal mechanism that explains the relationship between employees’ perception of supervisor remorse and their turnover intentions, alongside the moderating role of affective commitment. Our analysis of three-wave data collected from employees from Pakistani organizations revealed that perceptions of supervisor remorse decrease turnover intention through strengthening OBSE. Employees’ psychological bonding accentuates the mediating role of OBSE with their organization. In general, our research demonstrates a crucial mechanism, employees’ self-confidence about their organizational position, through which the effect of perceived supervisor remorse on turnover intention is explained. Also, the findings show how employees’ affective commitment acts as a boundary condition invigorating this indirect effect.","PeriodicalId":47903,"journal":{"name":"Journal of Applied Behavioral Science","volume":"115 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-06-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135187171","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-05-30DOI: 10.1177/00218863231177486
Jane McKenzie, Jean Bartunek
Based to a considerable extent on Margaret Archer’s approach to reflexive agency, we discuss a multi-year insider/outsider research collaboration that has taken place in a University-based Centre designed to bring academics and management practitioners together to conduct applied research and learn from each other. We focus in particular on the experiences of the insider researcher, showing how, based on her reflexive practice, the collaboration has led to both scholarly contributions and changes in practice in the Centre and her University. In doing so, we flesh out the importance of reflexivity and its important impacts on academic-practitioner collaborations. In long-term insider/outsider collaborations that provide psychologically safe places, outsider researchers can metaphorically hold a mirror up to insider researchers that foster their reflexivity and its subsequent impacts.
{"title":"Mirror, Mirror Outside My Wall: Reflexive Impacts of Insider/Outsider Collaborative Inquiry on the Insider Researcher","authors":"Jane McKenzie, Jean Bartunek","doi":"10.1177/00218863231177486","DOIUrl":"https://doi.org/10.1177/00218863231177486","url":null,"abstract":"Based to a considerable extent on Margaret Archer’s approach to reflexive agency, we discuss a multi-year insider/outsider research collaboration that has taken place in a University-based Centre designed to bring academics and management practitioners together to conduct applied research and learn from each other. We focus in particular on the experiences of the insider researcher, showing how, based on her reflexive practice, the collaboration has led to both scholarly contributions and changes in practice in the Centre and her University. In doing so, we flesh out the importance of reflexivity and its important impacts on academic-practitioner collaborations. In long-term insider/outsider collaborations that provide psychologically safe places, outsider researchers can metaphorically hold a mirror up to insider researchers that foster their reflexivity and its subsequent impacts.","PeriodicalId":47903,"journal":{"name":"Journal of Applied Behavioral Science","volume":"11 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-05-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135643416","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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