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Organizational Dynamics最新文献

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Avoiding the Best Practices Trap in Family Business Succession 避免家族企业继承的最佳实践陷阱
IF 2 4区 管理学 Q2 BUSINESS
Organizational Dynamics
Pub Date : 2022-07-01 DOI: 10.1016/j.orgdyn.2021.100876
Vijay Sathe, Alfredo Enrione, Donna Finley
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引用次数: 2
Pursuing your leader development 追求你的领导发展
IF 2 4区 管理学 Q2 BUSINESS
Organizational Dynamics
Pub Date : 2022-07-01 DOI: 10.1016/j.orgdyn.2022.100894
Sarah G. Shults, Rebecca J. Reichard, Jessica B.B. Diaz, Thiraput Pitichat, Amber Kea-Edwards

To lead effectively in a VUCA (i.e., volatile, uncertain, complex, and ambiguous) environment, leaders must quickly and continuously acquire new skills. However, formal development opportunities aren’t nearly enough to support the ongoing skill development leaders need to manage the level of complexity and change they are facing. Instead, leaders must take ownership of their own development. In this paper, we describe a straightforward, four-step process that leaders can implement to pursue their individualized development through leader development planning. Specifically, we walk leaders through the evidence-based steps of creating their unique leader development plan (LDP), including (1) identifying their leadership strengths and weaknesses, (2) setting effective leader development goals, (3) designing SMART strategies, and (4) reflecting, refining, and realigning their plan. Throughout the article, we detail positive examples as well as common pitfalls that we observed from our work supporting 101 mid- to senior-level leaders in designing their LDPs. Our purpose in doing so is to provide tools and examples to enable leaders at all levels to drive their development at their own pace.

为了在VUCA(即易变的、不确定的、复杂的和模糊的)环境中有效地领导，领导者必须快速和持续地获得新技能。然而，正式的开发机会几乎不足以支持正在进行的技能开发，领导者需要管理他们所面临的复杂性和变化的水平。相反，领导者必须为自己的发展承担责任。在本文中，我们描述了一个简单的四步过程，领导者可以通过领导者发展规划来实现他们的个性化发展。具体来说，我们引导领导者通过循证步骤来创建他们独特的领导者发展计划(LDP)，包括(1)确定他们的领导力优势和劣势，(2)制定有效的领导者发展目标，(3)设计SMART战略，以及(4)反思，完善和重新调整他们的计划。在整篇文章中，我们详细介绍了一些积极的例子，以及我们在支持101位中高层领导设计他们的ldp时观察到的常见缺陷。我们这样做的目的是提供工具和例子，使各级领导能够按照自己的节奏推动他们的发展。
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引用次数: 0
Evidence-based change management 循证变革管理
IF 2 4区 管理学 Q2 BUSINESS
Organizational Dynamics
Pub Date : 2022-07-01 DOI: 10.1016/j.orgdyn.2022.100899
Denise M. Rousseau , Steven ten Have

Evidence-Based Change Management is the science-informed practice of managing planned organizational change. It reflects two key principles: 1) Planned change is more likely to succeed when using science-informed practices, and 2) Regular use of four sources of evidence (scientific, organizational, stakeholder, and practitioner experience) improve the quality of change-related decisions. We describe two sets of science-informed practices: 1) Ongoing Actions used throughout the change process (e.g., goal setting, vision communication, and feedback/redesign) and 2) Phased Actions each timed to a specific change phase (e.g., early diagnosis or late-stage institutionalization).

基于证据的变革管理是管理计划的组织变革的科学实践。它反映了两个关键原则:1)当使用有科学依据的实践时，有计划的变更更有可能成功;2)定期使用四种证据来源(科学的、组织的、利益相关者的和从业者的经验)提高与变更相关的决策的质量。我们描述了两组科学的实践:1)在整个变革过程中使用的持续行动(例如，目标设定，愿景沟通和反馈/重新设计)和2)每个阶段的行动都是针对特定的变革阶段(例如，早期诊断或后期制度化)。
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引用次数: 6
Ajax revisited 阿贾克斯revisited
IF 2 4区 管理学 Q2 BUSINESS
Organizational Dynamics
Pub Date : 2022-07-01 DOI: 10.1016/j.orgdyn.2021.100884
Garrett Lane Cohee
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引用次数: 0
Narcissistic leaders: The good, the bad, and recommendations 自恋型领导者:好的、坏的和推荐
IF 2 4区 管理学 Q2 BUSINESS
Organizational Dynamics
Pub Date : 2022-07-01 DOI: 10.1016/j.orgdyn.2021.100868
Yoonhee Choi, Wei Ming Jonathan Phan
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引用次数: 2
Gracious growth 亲切的增长
IF 2 4区 管理学 Q2 BUSINESS
Organizational Dynamics
Pub Date : 2022-07-01 DOI: 10.1016/j.orgdyn.2022.100895
Tahiru Azaaviele Liedong, Paolo Taticchi, Tazeeb Rajwani, Niccolò Pisani

Organizations are increasingly turning to sustainable practices. A significant challenge in the endeavour to embrace sustainability relates to the trade-off between corporate greening and corporate growth – i.e., the difficult task of achieving growth while being truly sustainable. Through an in-depth study of Brunello Cucinelli, one of the world’s leading companies in the luxury fashion industry, we introduce the management philosophy of “gracious growth” to help organizations manage the green-growth trade-off and pursue substantial rather than symbolic sustainability. We offer actionable recommendations and present a process framework that organizations can adopt to implement “gracious growth”. Generating new insights about how growth and sustainability can be simultaneously achieved, this article provides ideas that can help managers enhance their organizations’ economic and environmental performance while also avoiding the legitimacy risks associated with greenwashing.

组织越来越多地转向可持续实践。在努力拥抱可持续发展的过程中，一个重大的挑战涉及企业绿化和企业增长之间的权衡-即在实现真正可持续发展的同时实现增长的艰巨任务。通过对全球奢侈品时尚行业的领军企业之一Brunello Cucinelli的深入研究，我们引入了“优雅增长”的管理理念，以帮助组织管理绿色增长的权衡，追求实质而非象征性的可持续性。我们提供了可行的建议，并提出了一个流程框架，组织可以采用它来实现“优雅的增长”。本文对如何同时实现增长和可持续性提出了新的见解，提供了一些想法，可以帮助管理者提高组织的经济和环境绩效，同时避免与“漂绿”相关的合法性风险。
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引用次数: 3
Leveraging neurobiology to develop empathetic leaders 利用神经生物学培养有同理心的领导者
IF 2 4区 管理学 Q2 BUSINESS
Organizational Dynamics
Pub Date : 2022-07-01 DOI: 10.1016/j.orgdyn.2021.100865
Yoshie Tomozumi Nakamura, Julia Milner, Trenton Milner
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引用次数: 1
Management attention and cyber risk position 管理层关注和网络风险定位
IF 2 4区 管理学 Q2 BUSINESS
Organizational Dynamics
Pub Date : 2022-07-01 DOI: 10.1016/j.orgdyn.2021.100867
Claudia Piccirilli, Daniel Tzabbar
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引用次数: 0
Managing the Universalization of Information Technology in organizations: The challenges and opportunities 管理信息技术在组织中的普遍性:挑战和机遇
IF 2 4区 管理学 Q2 BUSINESS
Organizational Dynamics
Pub Date : 2022-07-01 DOI: 10.1016/j.orgdyn.2021.100857
Eran Rubin , Asoke Dey , Debmalya Mukherjee , Matthew Gibson
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引用次数: 3
What can we learn about cross-cultural adjustment from Self-Initiated Expatriates? 我们可以从主动移居国外的人身上学到什么跨文化适应?
IF 2 4区 管理学 Q2 BUSINESS
Organizational Dynamics
Pub Date : 2022-07-01 DOI: 10.1016/j.orgdyn.2021.100885
Savita Kumra, Valerie Lindsay, Marie-France Waxin
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引用次数: 0
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