Pub Date : 2025-03-01DOI: 10.1016/j.orgdyn.2024.101078
Mei Wai Wong , Pisitta Vongswasdi
Brand change is an important but overlooked factor in enabling family businesses seeking to build legacy. Extensive research has focused on external aspects of brand change, with little attention to the internal dynamics, which can ultimately limit successful change to build legacy for family businesses. We conducted in-depth interviews with four multinational family businesses whose brand change journeys have passed through different generations and covered multiple industries. We uncovered different brand change elements, which form layers of “Outside” and “Inside” brand change. These findings provide further insights into where a family business is in relation to its brand change journey and how to navigate brand change to build family business legacy.
{"title":"Building legacy through brand change: Insights from multigenerational family businesses","authors":"Mei Wai Wong , Pisitta Vongswasdi","doi":"10.1016/j.orgdyn.2024.101078","DOIUrl":"10.1016/j.orgdyn.2024.101078","url":null,"abstract":"<div><div>Brand change is an important but overlooked factor in enabling family businesses seeking to build legacy. Extensive research has focused on external aspects of brand change, with little attention to the internal dynamics, which can ultimately limit successful change to build legacy for family businesses. We conducted in-depth interviews with four multinational family businesses whose brand change journeys have passed through different generations and covered multiple industries. We uncovered different brand change elements, which form layers of “Outside” and “Inside” brand change. These findings provide further insights into where a family business is in relation to its brand change journey and how to navigate brand change to build family business legacy.</div></div>","PeriodicalId":48061,"journal":{"name":"Organizational Dynamics","volume":"54 1","pages":"Article 101078"},"PeriodicalIF":3.1,"publicationDate":"2025-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143508542","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 : 2025-03-01DOI: 10.1016/j.orgdyn.2024.101090
Junesoo Lee , Duk-Jo Kong , Taejun Lee
Humans have developed and employed manuals to systematically organize, standardize, and transfer knowledge for decision-making in organizations. These manuals and standards have served as a "conventional copilot" for humans’ intellectual activities, taking the form of collected references or operational procedures. Recently, artificial intelligence (AI) has emerged as a "novel copilot" that aids humans in organizations. Given the two non-human supports, this article aims to redefine the relational dynamics among the trio (human, manuals/standards, and AI). It analyzes and suggests that, rather than the new copilot (AI) making the old one (manuals/standards) obsolete, the trio needs to collaborate and complement one another to sustain accountabilities in terms of contingency, competence, and stewardship.
{"title":"Trio of human, old and new copilots: Collaborative accountability of human, manuals/standards, and artificial intelligence (AI)","authors":"Junesoo Lee , Duk-Jo Kong , Taejun Lee","doi":"10.1016/j.orgdyn.2024.101090","DOIUrl":"10.1016/j.orgdyn.2024.101090","url":null,"abstract":"<div><div>Humans have developed and employed manuals to systematically organize, standardize, and transfer knowledge for decision-making in organizations. These manuals and standards have served as a \"conventional copilot\" for humans’ intellectual activities, taking the form of collected references or operational procedures. Recently, artificial intelligence (AI) has emerged as a \"novel copilot\" that aids humans in organizations. Given the two non-human supports, this article aims to redefine the relational dynamics among the trio (human, manuals/standards, and AI). It analyzes and suggests that, rather than the new copilot (AI) making the old one (manuals/standards) obsolete, the trio needs to collaborate and complement one another to sustain accountabilities in terms of contingency, competence, and stewardship.</div></div>","PeriodicalId":48061,"journal":{"name":"Organizational Dynamics","volume":"54 1","pages":"Article 101090"},"PeriodicalIF":3.1,"publicationDate":"2025-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142202756","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2025-03-01DOI: 10.1016/j.orgdyn.2023.101025
Grace Lemmon , Goran Kuljanin , Kevin P. Taylor
The use of mindfulness skill promises a bevy of positive outcomes at work, increasing organizational interest in designing interventions for boosting it. To create these interventions, organizations need more information on key elements that support mindfulness and deeper understanding about how each element mechanizes deployment of mindfulness skill. This manuscript addresses these needs. We articulate how the micro mindfulness skills of self-awareness, self-regulation, and self-transcendence (identified as the “S-ART framework” by neuropsychologists) emerge and combine to create a state of mindfulness. We then provide an example to demonstrate how including each of these elements in a mindfulness intervention provides employees with a stepwise self-management technique for better interacting with distressing or uncomfortable cognition. In all, we demonstrate how mindfulness interventions that incorporate self-awareness, self-regulation, and self-transcendence create a more robust state of mindfulness.
{"title":"Essential elements in evidence-based interventions to improve employee mindfulness","authors":"Grace Lemmon , Goran Kuljanin , Kevin P. Taylor","doi":"10.1016/j.orgdyn.2023.101025","DOIUrl":"10.1016/j.orgdyn.2023.101025","url":null,"abstract":"<div><div>The use of mindfulness skill promises a bevy of positive outcomes at work, increasing organizational interest in designing interventions for boosting it. To create these interventions, organizations need more information on key elements that support mindfulness and deeper understanding about how each element mechanizes deployment of mindfulness skill. This manuscript addresses these needs. We articulate how the micro mindfulness skills of self-awareness, self-regulation, and self-transcendence (identified as the “S-ART framework” by neuropsychologists) emerge and combine to create a state of mindfulness. We then provide an example to demonstrate how including each of these elements in a mindfulness intervention provides employees with a stepwise self-management technique for better interacting with distressing or uncomfortable cognition. In all, we demonstrate how mindfulness interventions that incorporate self-awareness, self-regulation, and self-transcendence create a more robust state of mindfulness.</div></div>","PeriodicalId":48061,"journal":{"name":"Organizational Dynamics","volume":"54 1","pages":"Article 101025"},"PeriodicalIF":3.1,"publicationDate":"2025-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139373293","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 : 2025-03-01DOI: 10.1016/j.orgdyn.2024.101059
Hao Ma , Mengyue Su
While artificial intelligence (AI) is supposed to augment the capability of human beings, paradoxically, it could also dehumanize, suppress, and demobilize them and result in mistakes, failures, and even disasters, actually manifesting itself in some forms of artificial stupidity (AS). This article dissects two basic types of artificial stupidity -- replacement and enslavement -- and suggests corresponding coping strategies. Replacement happens when human efforts and intelligence are entirely replaced by AI, which could result in a lack of human sensitivity, overlooking interdependencies and firm-specificity, and the inability to deal with extreme challenges. Enslavement happens through dehumanization, suppression, and alienation of human users of AI. Coping strategies to remedy AS include improving the training data, machine learning process, and the learning of firm-specific knowledge through supervised learning, fostering AI-user fit and complementarity, and building trust and understanding between AI and its users.
{"title":"Artificial stupidity and coping strategies","authors":"Hao Ma , Mengyue Su","doi":"10.1016/j.orgdyn.2024.101059","DOIUrl":"10.1016/j.orgdyn.2024.101059","url":null,"abstract":"<div><div><span>While artificial intelligence<span> (AI) is supposed to augment the capability of human beings, paradoxically, it could also dehumanize, suppress, and demobilize them and result in mistakes, failures, and even disasters, actually manifesting itself in some forms of artificial stupidity (AS). This article dissects two basic types of artificial stupidity -- replacement and enslavement -- and suggests corresponding coping strategies. Replacement happens when human efforts and intelligence are entirely replaced by AI, which could result in a lack of human sensitivity, overlooking interdependencies<span> and firm-specificity, and the inability to deal with extreme challenges. Enslavement happens through dehumanization, suppression, and alienation of human users of AI. Coping strategies to remedy AS include improving the training data, machine </span></span></span>learning process, and the learning of firm-specific knowledge through supervised learning, fostering AI-user fit and complementarity, and building trust and understanding between AI and its users.</div></div>","PeriodicalId":48061,"journal":{"name":"Organizational Dynamics","volume":"54 1","pages":"Article 101059"},"PeriodicalIF":3.1,"publicationDate":"2025-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141141611","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 : 2025-03-01DOI: 10.1016/j.orgdyn.2024.101097
Oluwafemi Akanfe , Diane Lawong , Paras Bhatt
Imagine a workplace where mental health is openly discussed, stigma is reduced, and support networks thrive. This paper highlights the impact of social media on addressing mental health challenges in the workplace through the lens of the Situational Theory of Problem Solving (STOPS). Social media platforms provide accessible spaces for individuals to share experiences, reducing stigma and fostering support networks. By analyzing these online interactions, the paper reveals how social media facilitates problem recognition, information seeking, and communal support, mirroring STOPS processes. The paper offers valuable insights for managers and organizations, highlighting strategies to enhance employee mental health support. Recommendations include leveraging online communities, disseminating accurate information, and encouraging active participation in mental health problem-solving. This approach promotes a proactive and empathetic workplace culture, ultimately improving employee well-being and productivity.
{"title":"Social media and situational problem solving for employees' mental health support in organizations","authors":"Oluwafemi Akanfe , Diane Lawong , Paras Bhatt","doi":"10.1016/j.orgdyn.2024.101097","DOIUrl":"10.1016/j.orgdyn.2024.101097","url":null,"abstract":"<div><div>Imagine a workplace where mental health is openly discussed, stigma is reduced, and support networks thrive. This paper highlights the impact of social media on addressing mental health challenges in the workplace through the lens of the Situational Theory of Problem Solving (STOPS). Social media platforms provide accessible spaces for individuals to share experiences, reducing stigma and fostering support networks. By analyzing these online interactions, the paper reveals how social media facilitates problem recognition, information seeking, and communal support, mirroring STOPS processes. The paper offers valuable insights for managers and organizations, highlighting strategies to enhance employee mental health support. Recommendations include leveraging online communities, disseminating accurate information, and encouraging active participation in mental health problem-solving. This approach promotes a proactive and empathetic workplace culture, ultimately improving employee well-being and productivity.</div></div>","PeriodicalId":48061,"journal":{"name":"Organizational Dynamics","volume":"54 1","pages":"Article 101097"},"PeriodicalIF":3.1,"publicationDate":"2025-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143508546","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 : 2025-03-01DOI: 10.1016/j.orgdyn.2024.101089
Marie-Hélène Budworth , Gary P. Latham
This paper describes a structured interview process intended to support managers in developing their employees. In response to the challenges with traditional feedback and performance management practices, the feedforward interview provides an alternative discussion format where the manager is focused on listening and understanding the employee, while guiding through a process to identify performance strengths. The benefits of this technique for interpersonal as well as organizational outcomes is explained.
{"title":"The feedforward interview: An innovative approach to performance appraisal","authors":"Marie-Hélène Budworth , Gary P. Latham","doi":"10.1016/j.orgdyn.2024.101089","DOIUrl":"10.1016/j.orgdyn.2024.101089","url":null,"abstract":"<div><div>This paper describes a structured interview process intended to support managers in developing their employees. In response to the challenges with traditional feedback and performance management practices, the feedforward interview provides an alternative discussion format where the manager is focused on listening and understanding the employee, while guiding through a process to identify performance strengths. The benefits of this technique for interpersonal as well as organizational outcomes is explained.</div></div>","PeriodicalId":48061,"journal":{"name":"Organizational Dynamics","volume":"54 1","pages":"Article 101089"},"PeriodicalIF":3.1,"publicationDate":"2025-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143508543","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2025-03-01DOI: 10.1016/j.orgdyn.2024.101099
Yetunde Everard-Igweh, Ziguang Chen, Qile He
{"title":"From negotiation to integration: Mastering the art of idiosyncratic deals","authors":"Yetunde Everard-Igweh, Ziguang Chen, Qile He","doi":"10.1016/j.orgdyn.2024.101099","DOIUrl":"10.1016/j.orgdyn.2024.101099","url":null,"abstract":"","PeriodicalId":48061,"journal":{"name":"Organizational Dynamics","volume":"54 1","pages":"Article 101099"},"PeriodicalIF":3.1,"publicationDate":"2025-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143508544","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Although onboarding constitutes a crucial aspect of today’s virtual work environments, and despite the wealth of studies on Global Virtual Teams (GVTs), we know surprisingly little about onboarding practices in this context. This is due to lack of empirical studies explicitly focused on onboarding in GVTs, and an emphasis on onboarding in the pandemic context which may not be relevant in the post-pandemic everyday GVT work. In this paper, we draw on empirical data from a global organization and present practices for effectively onboarding a single member (or subgroup) half-way through the GVT lifecycle. The practices we identified address specific challenges facing GVTs. Our findings show that (a) dynamic membership makes GVT onboarding an ongoing practice (rather than a one-off activity); (b) combining traditional and GVT-specific onboarding practices can help to enhance member visibility; and that (c) onboarding in GVTs is not the sole responsibility of the organization/leader, but organization, leaders, existing and incoming members all have a role to play.
{"title":"Practices for effective onboarding in dynamic Global Virtual Teams","authors":"Petros Chamakiotis , Niki Panteli , Diana Pérez-Arechaederra","doi":"10.1016/j.orgdyn.2024.101076","DOIUrl":"10.1016/j.orgdyn.2024.101076","url":null,"abstract":"<div><div>Although onboarding constitutes a crucial aspect of today’s virtual work environments, and despite the wealth of studies on Global Virtual Teams (GVTs), we know surprisingly little about onboarding practices in this context. This is due to lack of empirical studies explicitly focused on onboarding in GVTs, and an emphasis on onboarding in the pandemic context which may not be relevant in the post-pandemic everyday GVT work. In this paper, we draw on empirical data from a global organization and present practices for effectively onboarding a single member (or subgroup) half-way through the GVT lifecycle. The practices we identified address specific challenges facing GVTs. Our findings show that (a) dynamic membership makes GVT onboarding an ongoing practice (rather than a one-off activity); (b) combining traditional and GVT-specific onboarding practices can help to enhance member visibility; and that (c) onboarding in GVTs is not the sole responsibility of the organization/leader, but organization, leaders, existing and incoming members all have a role to play.</div></div>","PeriodicalId":48061,"journal":{"name":"Organizational Dynamics","volume":"54 1","pages":"Article 101076"},"PeriodicalIF":3.1,"publicationDate":"2025-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143508541","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 : 2025-03-01DOI: 10.1016/j.orgdyn.2023.101026
Mauren S. Wolff , Daniel M. Ravid , Tara S. Behrend
{"title":"Guidelines for the use of electronic performance monitoring","authors":"Mauren S. Wolff , Daniel M. Ravid , Tara S. Behrend","doi":"10.1016/j.orgdyn.2023.101026","DOIUrl":"10.1016/j.orgdyn.2023.101026","url":null,"abstract":"","PeriodicalId":48061,"journal":{"name":"Organizational Dynamics","volume":"54 1","pages":"Article 101026"},"PeriodicalIF":3.1,"publicationDate":"2025-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139421803","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 : 2025-03-01DOI: 10.1016/j.orgdyn.2024.101062
Jean-François Henri
The achievement of board effectiveness has been the subject of substantial research and merits continued investigation. The topic has prompted many important and complex questions, all of which can be summarized by an enduring enigma: Why do similar boards of directors that govern comparable organizations and apply the same good governance practices perform differently? Solving this enigma involves more than checking off a list of success factors; it also requires identifying a core capability that brings these factors together. The capability in question is board ambidexterity, which can be summed up as the ability to harmonize and reconcile extremes or opposites. Based on the paradox perspective, this article addresses twelve dualities, explaining and illustrating them with survey data and quotes from in-depth interviews with CEOs and board chairs. The link between ambidexterity and board effectiveness is examined, as well as potential imbalances that boards can experience. Since developing ambidexterity is more an art than a science, this article proposes a diagnostic tool to help governance committees and boards examine their level of ambidexterity. It also suggests a general approach to navigating diverse dualities.
{"title":"Ambidexterity in the boardroom: A core capability to improve effectiveness","authors":"Jean-François Henri","doi":"10.1016/j.orgdyn.2024.101062","DOIUrl":"10.1016/j.orgdyn.2024.101062","url":null,"abstract":"<div><div>The achievement of board effectiveness has been the subject of substantial research and merits continued investigation. The topic has prompted many important and complex questions, all of which can be summarized by an enduring enigma: Why do similar boards of directors that govern comparable organizations and apply the same good governance practices perform differently? Solving this enigma involves more than checking off a list of success factors; it also requires identifying a core capability that brings these factors together. The capability in question is board ambidexterity, which can be summed up as the ability to harmonize and reconcile extremes or opposites. Based on the paradox perspective, this article addresses twelve dualities, explaining and illustrating them with survey data and quotes from in-depth interviews with CEOs and board chairs. The link between ambidexterity and board effectiveness is examined, as well as potential imbalances that boards can experience. Since developing ambidexterity is more an art than a science, this article proposes a diagnostic tool to help governance committees and boards examine their level of ambidexterity. It also suggests a general approach to navigating diverse dualities.</div></div>","PeriodicalId":48061,"journal":{"name":"Organizational Dynamics","volume":"54 1","pages":"Article 101062"},"PeriodicalIF":3.1,"publicationDate":"2025-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141170540","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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