Organizational Dynamics最新文献

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Steering through the storm: Managing startup growth and pivots 在风暴中掌舵：管理创业公司的成长和支点

IF 2.5 4区管理学 Q2 BUSINESS

Organizational Dynamics

Pub Date : 2026-01-21 DOI: 10.1016/j.orgdyn.2025.101205

Netta Granot , Shay Tzafrir , Daniel Tzabbar

Startups often need to pivot their direction in order to survive while at the same time maintaining momentum toward growth. Pivoting while trying to grow presents a complex and often conflicting challenge, forcing startups to balance adaptation and scalability. Attempting both simultaneously can overstretch limited resources and create tension among stakeholders. Existing research offers some insight into pivoting and growth as separate phenomena, but rarely examines them in tandem, leaving a gap in our understanding of how entrepreneurial firms manage the dual challenge of adapting their strategy while simultaneously striving to scale. This study examines how startups navigate the dual challenge of pivoting and growth as interconnected processes. While pivots typically arise from feedback, market shifts, or performance gaps, they do not halt the pursuit of growth. Instead, successful ventures leverage pivots as strategic resets that enable scaling—through operational adaptation, trust-building, and ecosystem engagement. Drawing from both qualitative and quantitative research in the FoodTech sector—a fast-moving industry marked by scalability and regulatory challenges—this study explores the intertwined processes of pivoting and growth, offering a practical framework for managing organizational transitions. We introduce the WHIL model, which captures four perceptual dimensions (Worth, Hope, Identity, and Legitimacy) that shape stakeholder responses to change, mapping these dimensions against transition type and trust level. Ultimately, the research provides a diagnostic toolkit based on five elements: change agents, ecosystem capital, internal communication, trust in leadership, and organizational identity. By framing growth and pivoting as interconnected, this study equips startup leaders with actionable tools to navigate strategic change and drive long-term growth.

初创公司通常需要改变方向，以便在保持增长势头的同时生存下去。在努力发展的同时进行转型是一项复杂且往往相互矛盾的挑战，迫使初创公司在适应性和可扩展性之间取得平衡。同时尝试这两件事可能会过度使用有限的资源，并在利益相关者之间造成紧张关系。现有的研究提供了一些关于转向和增长作为独立现象的见解，但很少将它们结合起来进行研究，这使得我们对创业公司如何在努力扩大规模的同时调整战略的双重挑战的理解存在空白。本研究考察了创业公司如何应对转型和增长这两个相互关联的过程的双重挑战。虽然支点通常来自反馈、市场变化或业绩差距，但它们不会阻止对增长的追求。相反，成功的企业利用支点作为战略重置，通过运营适应、信任建立和生态系统参与实现规模化。食品科技行业是一个快速发展的行业，其特点是可扩展性和监管挑战，本研究借鉴了该行业的定性和定量研究，探讨了转向和增长的相互交织的过程，为管理组织转型提供了一个实用的框架。我们介绍了WHIL模型，该模型捕获了四个感知维度（价值、希望、身份和合法性），这些感知维度塑造了利益相关者对变化的反应，并将这些维度与过渡类型和信任水平进行了映射。最后，该研究提供了一个基于五个要素的诊断工具包：变革动因、生态系统资本、内部沟通、对领导的信任和组织认同。通过将增长和转型相互关联，本研究为初创企业领导者提供了可操作的工具，以引导战略变革并推动长期增长。

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引用次数: 0

From AI hype to workflow reality: a strategic framework for integrating generative AI across organizational functions 从人工智能炒作到工作流现实：跨组织功能集成生成式人工智能的战略框架

IF 2.5 4区管理学 Q2 BUSINESS

Organizational Dynamics

Pub Date : 2026-01-21 DOI: 10.1016/j.orgdyn.2025.101202

Arkapravo Sarkar

Despite unprecedented AI investment, 74% of companies struggle to achieve value from AI initiatives. This disconnect stems not from technological limitations but from the absence of strategic frameworks that embed AI into workflow processes. This article presents a four-phase framework for integrating generative AI across organizational functions: Explore, Codify, Integrate, and Elevate. Unlike traditional technology adoption models, this framework emphasizes prompt strategy and workflow integration as primary transformation drivers. Through functional analysis of marketing, human resources, and operations, we demonstrate how organizations can move from scattered experimentation to systematic integration by treating prompt engineering as a core organizational capability. The framework addresses three critical adoption traps: the Pilot Trap, Policy Trap, and Skill Trap. By providing concrete examples and implementation roadmaps, this article offers practitioners a pathway to transform AI from technological curiosity into a competitive advantage embedded in daily workflows.

尽管人工智能投资空前，但74%的公司仍难以从人工智能计划中实现价值。这种脱节不是源于技术限制，而是由于缺乏将人工智能嵌入工作流程的战略框架。本文提出了一个跨组织功能集成生成式人工智能的四阶段框架：探索、编纂、集成和提升。与传统的技术采用模型不同，该框架强调快速策略和工作流集成是主要的转换驱动因素。通过对市场营销、人力资源和运营的功能分析，我们展示了组织如何通过将即时工程作为一种核心组织能力，从分散的实验转向系统集成。该框架解决了三个关键的采用陷阱：试点陷阱、政策陷阱和技能陷阱。通过提供具体的例子和实施路线图，本文为从业者提供了一条将人工智能从技术好奇心转变为嵌入日常工作流程的竞争优势的途径。

引用次数: 0

Taking up the role: Building a two-way bridge between research and practice 担当角色：在研究与实践之间搭建双向桥梁

IF 2.5 4区管理学 Q2 BUSINESS

Organizational Dynamics

Pub Date : 2026-01-16 DOI: 10.1016/j.orgdyn.2026.101220

Daniel Tzabbar

引用次数: 0

Understanding the charismatic relationship: A dramaturgical approach 理解魅力型关系：一种戏剧化的方法

IF 2.5 4区管理学 Q2 BUSINESS

Organizational Dynamics

Pub Date : 2026-01-03 DOI: 10.1016/j.orgdyn.2025.101199

William L. Gardner , Feruzan Irani-Williams , Ketan Mhatre

Throughout time, charismatic leaders have aroused the curiosity of potential and actual followers. There exists a mystique about the many methods, ranging from forceful to subliminal, that they adopt to influence followers. This article employs a dramaturgical approach to examine how gifted leaders use impression management behaviors to create and maintain charismatic relationships with followers. Also discussed are the behaviors of framing, scripting, staging, and performing, which help charismatic leaders to secure and retain their powerful persona. We discuss their use of the impression management strategies of exemplification, promotion, and facework as well. Next, we consider the role of context and the question of how and why followers attribute charisma and come to identify with the leader. We conclude with a checklist of practical recommendations for leaders to apply in cultivating charismatic relationships with their followers.

一直以来，魅力型领导者都能引起潜在和实际追随者的好奇心。他们采用了从强制到潜意识的许多方法来影响追随者，这是一种神秘感。本文采用戏剧的方法来研究天才领导者如何使用印象管理行为来建立和维持与追随者的魅力关系。还讨论了框架、脚本、舞台和表演的行为，这些行为有助于魅力型领导者确保并保持其强大的角色。我们还讨论了他们对例证、推广和面部工作的印象管理策略的使用。接下来，我们将考虑情境的作用，以及追随者如何以及为什么将魅力归因于领导者的问题。最后，我们为领导者提供了一份实用建议清单，用于培养与追随者的魅力关系。

引用次数: 0

The overlooked workforce: Harnessing the talent of people with criminal histories 被忽视的劳动力：利用有犯罪记录的人才

IF 2.5 4区管理学 Q2 BUSINESS

Organizational Dynamics

Pub Date : 2025-11-27 DOI: 10.1016/j.orgdyn.2025.101196

Kemi S. Anazodo , Nicole C. Jones Young , Jakari N. Griffith , Christopher Chan , Rosemary.R. Ricciardelli , Candalyn B. Rade , Abdifatah A. Ali , Hannah Cook , Reza Ahmadi

Amid growing labor shortages and increased attention to workplace equity and inclusion, organizations are seeking new strategies to expand the available talent pool. One often-overlooked source of skilled and ready workers is individuals with a criminal record. Despite their potential, this group continues to face persistent barriers to employment, including stigma, ambiguous perceptions of risk, and the absence of structured hiring practices. While employer interest in fair-chance hiring is on the rise, actual outcomes remain limited. This article turns the focus toward employers themselves, drawing on nearly a decade of research and empirical analysis to explore the disconnect between stated openness and hiring behavior. We find that informal decision-making, reputational concerns, and subjective assessments of character and “fit” often override qualifications, perpetuating exclusion. To address this, we highlight the promise of a skills-based approach to hiring, one that prioritizes competencies over background. We outline actionable strategies for equitable hiring that include: formalizing fair-chance policies, training for bias awareness, and instituting transparent, criteria-based hiring processes. By reimagining risk and redefining merit, organizations can access untapped talent and take concrete steps toward more inclusive and effective workforce practices.

随着劳动力短缺的加剧以及对工作场所公平和包容的日益关注，企业正在寻求新的战略来扩大可用的人才库。一个经常被忽视的熟练和现成工人的来源是有犯罪记录的人。尽管他们有潜力，但这一群体在就业方面仍然面临着持续的障碍，包括耻辱、对风险的模糊认识以及缺乏结构化的招聘实践。虽然雇主对公平招聘的兴趣在上升，但实际结果仍然有限。本文将重点转向雇主本身，利用近十年的研究和实证分析来探索公开声明与招聘行为之间的脱节。我们发现，非正式的决策、对声誉的关注，以及对性格和“适合”的主观评估，往往凌驾于资格之上，使排斥永久化。为了解决这个问题，我们强调了以技能为基础的招聘方法的承诺，即优先考虑能力而不是背景。我们概述了公平招聘的可行策略，包括：正式制定公平机会政策，培训偏见意识，建立透明的、基于标准的招聘流程。通过重新设想风险和重新定义价值，组织可以获得未开发的人才，并采取具体步骤，实现更具包容性和更有效的劳动力实践。

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引用次数: 0

From toxic to brave organizations: Transforming power cultures into relational cultures 从有毒到勇敢的组织：将权力文化转变为关系文化

IF 2.5 4区管理学 Q2 BUSINESS

Organizational Dynamics

Pub Date : 2025-11-26 DOI: 10.1016/j.orgdyn.2025.101203

M. Gloria González-Morales

The fundamental barrier to achieving excellence in well-being and belonging within organizations is the inherent oppression embedded in organizational cultures that perpetuate the toxic aspects of masculinity. I utilize a three-layer, three-process model of Organizational Culture to characterize these environments as Toxic Power Cultures and suggest Brave Relational Cultures as a viable alternative. I advocate for a transformative feminist approach through relational cultural theory and positive organizational scholarship (e.g., positive social capital, high-quality connections, and Appreciative Inquiry). This practical and comprehensive strategy for organizational transformation addresses the root causes of toxic phenomena and fosters environments that promote sustainable organizational success, engagement, well-being, and belonging for all members of the organization.

在组织内部实现卓越福祉和归属感的根本障碍是组织文化中固有的压迫，这种压迫使阳刚之气的有害方面永久化。我利用一个三层、三过程的组织文化模型，将这些环境描述为有毒权力文化，并建议勇敢的关系文化作为一个可行的替代方案。我主张通过关系文化理论和积极的组织学术（例如，积极的社会资本、高质量的联系和欣赏式调查）来实现变革的女权主义方法。这种实用而全面的组织转型策略解决了有毒现象的根本原因，并营造了促进可持续的组织成功、参与、福祉和组织所有成员归属感的环境。

引用次数: 0

Scenario analysis in the AI era: Redefining human involvement 人工智能时代的情景分析：重新定义人类参与

IF 2.5 4区管理学 Q2 BUSINESS

Organizational Dynamics

Pub Date : 2025-11-19 DOI: 10.1016/j.orgdyn.2025.101197

George A. Shinkle, Chirag Gujarati, Patrick Sharry

We investigate two aspects of scenario analysis: 1) how to include humans-in-the-loop when generating a set of plausible future scenarios using generative AI, and 2) how to decide on prudent responses to a set of plausible future scenarios. Our investigation draws upon the literature and practice-based experiments to consolidate two key outputs. First, we provide a scenario analysis guidance tool that will enhance the usefulness of scenarios when using generative AI assistance. Our tool provides guidance on three aspects: AI prompting, testing for relevance, and tuning to fit the purpose. Second, we create a scenario response spectrum framework that provides a structured approach to guide executives in determining the type of response to implement for each scenario. Our five-category response spectrum includes priority action, timely action, safeguard, monitor, and ignore. The scenario response spectrum framework contributes new insights by being based on an impact assessment in conjunction with an understanding of organizational risk tolerance. Collectively, our work aids strategic planning and decision-making in uncertain environments. We also present conjectures on the evolving role of scenario analysis in a world where scenarios are instantly available and virtually costless to create via generative AI systems and we contemplate perpetual scenario analysis via agentic AI systems.

我们研究了场景分析的两个方面：1)如何在使用生成式人工智能生成一组可信的未来场景时将人类纳入循环，以及2)如何决定对一组可信的未来场景的谨慎反应。我们的调查借鉴了文献和基于实践的实验，以巩固两个关键的产出。首先，我们提供了一个场景分析指导工具，该工具将在使用生成式人工智能辅助时增强场景的有用性。我们的工具提供了三个方面的指导：人工智能提示、相关性测试和调整以适应目的。其次，我们创建了一个场景响应谱框架，该框架提供了一个结构化的方法来指导执行人员确定要为每个场景实现的响应类型。我们的五类反应范围包括优先行动、及时行动、保障、监测和忽视。情景响应谱框架通过结合对组织风险容忍度的理解，以影响评估为基础，提供了新的见解。总的来说，我们的工作有助于在不确定的环境中进行战略规划和决策。我们还提出了关于场景分析在世界中不断发展的作用的猜想，在这个世界中，通过生成人工智能系统创建场景是即时可用的，几乎没有成本，我们考虑通过代理人工智能系统进行永久场景分析。

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引用次数: 0

Between tradition and modernity – The overlooked dimension of informal networks in female leadership in Korea 在传统与现代之间——韩国女性领导非正式网络中被忽视的维度

IF 2.5 4区管理学 Q2 BUSINESS

Organizational Dynamics

Pub Date : 2025-11-17 DOI: 10.1016/j.orgdyn.2025.101201

Marion Festing , Sven Horak , Jane Küppers , EunJu Oh

We explore challenges to female leadership in South Korea by drawing on insights from focus group interviews conducted with experienced Korean female leaders working in multinational and local organizations. The study identifies critical barriers at political, societal, organizational, and personal levels. To advance female leadership in Korea we recommend initiatives such as structured mentorship and networking opportunities within the traditionally-male dominated Korean networks for women or consistent evaluation and enforcements of gender inclusion initiatives, on state as well as organizational levels. These measures aim to foster an inclusive organizational culture and enhance opportunities for female leaders in Korea.

我们通过对在跨国公司和地方组织工作的经验丰富的韩国女性领导者进行焦点小组访谈，探讨韩国女性领导力面临的挑战。该研究确定了政治、社会、组织和个人层面的关键障碍。为了提高韩国女性的领导力，我们建议在传统上由男性主导的韩国女性网络中提供结构化的指导和网络机会，或者在国家和组织层面持续评估和实施性别包容倡议。这些措施旨在培养包容的组织文化，并增加女性领导者的机会。

引用次数: 0

Unintended consequences of scaling social impact through organizational growth strategy in social enterprises 社会企业组织成长策略对扩大社会影响的意外后果

IF 2.5 4区管理学 Q2 BUSINESS

Organizational Dynamics

Pub Date : 2025-11-08 DOI: 10.1016/j.orgdyn.2025.101200

Syrus M. Islam

Social enterprises are hybrid organizations aiming to achieve both financial sustainability and social impact. Because of their active role in creating social impact by addressing pressing social problems, they are recognized as important agents to help attain the United Nations Sustainable Development Goals. In the social enterprise context, organizational growth is considered a major strategy to scale social impact since it helps them offer more products/services to a larger number of beneficiaries. However, little is known about when and how this strategy may not work as intended. By synthesizing prior research and using real-life examples, this article presents ten conditions under which scaling social impact through an organizational growth strategy can create unintended consequences in social enterprises. The article also develops a holistic framework articulating how these ten conditions can emerge via seven growth-related activities in social enterprises. The developed framework facilitates a comprehensive understanding for managers and social entrepreneurs about the pitfalls to avoid while pursuing organizational growth as a social impact scaling strategy in social enterprises. Finally, this article introduces a diagnostic tool — ImpactProtect: A Growth Risk Assessment Tool for Social Enterprises — designed to help social enterprises evaluate their vulnerability to unintended consequences associated with organizational growth.

社会企业是旨在实现财务可持续性和社会影响的混合型组织。由于他们通过解决紧迫的社会问题在创造社会影响方面发挥了积极作用，他们被认为是帮助实现联合国可持续发展目标的重要推动者。在社会企业背景下，组织增长被认为是扩大社会影响的主要战略，因为它有助于他们为更多的受益者提供更多的产品/服务。然而，这一策略何时以及如何可能不像预期的那样起作用，我们知之甚少。通过综合先前的研究和使用现实生活中的例子，本文提出了通过组织增长战略扩大社会影响可能在社会企业中产生意想不到的后果的十种情况。本文还开发了一个整体框架，阐明了这十个条件如何通过社会企业中的七个与增长相关的活动出现。开发的框架有助于管理者和社会企业家全面了解在追求组织增长作为社会企业社会影响扩展战略时应避免的陷阱。最后，本文介绍了一个诊断工具——ImpactProtect：一个社会企业的成长风险评估工具——旨在帮助社会企业评估他们在组织成长过程中对意外后果的脆弱性。

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TRACES of trust: A framework for leading amid digital oversight 信任的痕迹：数字监管中的领导框架

IF 2.5 4区管理学 Q2 BUSINESS

Organizational Dynamics

Pub Date : 2025-11-04 DOI: 10.1016/j.orgdyn.2025.101204

Farheen Fathima Shaik

As digital monitoring becomes increasingly woven into daily work life, leaders face a delicate balancing act: how to maintain accountability and performance oversight without eroding trust. Traditional approaches of trust and control, rooted in face-to-face supervision and static policies, fall short in today’s digitally mediated workplaces, where monitoring tools are often invisible, always on, and rich in data but poor in context. This article introduces the TRACES framework, Traceability, Radical Transparency, Accountability, Co-Creation, Empathy, and Shared Purpose, as a practical guide for navigating this new landscape. Through real-world lessons and leadership stories, we explore how to build systems that foster fairness, clarity, and engagement rather than anxiety and resistance. Leaders will learn how to apply TRACES step by step, avoid common pitfalls, and lead in a way that strengthens both oversight and trust.

随着数字监控越来越多地融入日常工作生活，领导者们面临着一个微妙的平衡：如何在不损害信任的情况下保持问责制和绩效监督。基于面对面监督和静态政策的传统信任和控制方法，在当今以数字媒介为媒介的工作场所中已经有所不足，在这些工作场所中，监控工具往往是无形的，总是处于开启状态，数据丰富，但背景却很差。本文介绍了TRACES框架、可追溯性、彻底的透明度、责任、共同创造、移情和共享目标，作为导航这个新景观的实用指南。通过现实世界的经验教训和领导力故事，我们探索如何建立促进公平、清晰和参与的系统，而不是焦虑和抵制。领导者将学习如何一步一步地应用trace，避免常见的陷阱，并以一种加强监督和信任的方式进行领导。

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