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Human resource management in times of crisis: Strategies for a post COVID-19 workplace
IF 3.1 4区 管理学 Q2 BUSINESS Pub Date : 2025-03-01 DOI: 10.1016/j.orgdyn.2024.101060
Laxmikant Manroop , Huimiao Zheng , Amina Malik , Morgan Milner , Eric Schulz , Kunal Banerji
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引用次数: 0
Digitalized opportunity space and managerial archetypes: An opportunity-centric perspective on digital innovation and transformation
IF 3.1 4区 管理学 Q2 BUSINESS Pub Date : 2025-03-01 DOI: 10.1016/j.orgdyn.2024.101075
Hong Hou, Hao Ma
As proliferating digital literature ignores how digital opportunities are generated in the first place, digital innovation and transformation can be ontologically ungrounded. To fill this gap, following a realist perspective of entrepreneurship, this article examines digital opportunities as profit propensities afforded by a digitalized environment, while treating digital innovation and transformation as the actualization process. To elaborate, first, we coin Digitalized Opportunity Space (DOS) to describe the digitalized environment as a critical intersection of four spaces - resource, utility, digital, and institutional- that muster conditions without which digital opportunities cannot be actualized. Second, we develop four managerial archetypes - resource orchestrators, utility integrators, digital evangelists, and institutional realists- who tend to recognize digital opportunities based on their organizational location and thereby endorse different digital innovations. Third, to facilitate a systemic and balanced approach to digital transformation, we recommend group-level heuristics - the generic density perspective, the ecosystem view of the firm, multi-dimensional network effects, and disciplined imagination- which restore totality from partiality. Taken together, the DOS framework (of opportunity generation), the managerial archetypes (of opportunity recognition), and the group-level heuristics (of opportunity actualization) constitute the opportunity-centric (vs technology-centric or organization-centric) perspective on digital innovation and transformation, thereby materializing the connection between digital literature and entrepreneurship.
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引用次数: 0
Design thinking: Executing your organization's commitment to customer centricity 设计思维:履行企业以客户为中心的承诺
IF 3.1 4区 管理学 Q2 BUSINESS Pub Date : 2025-03-01 DOI: 10.1016/j.orgdyn.2024.101077
Robert C. Ford , Keenan D. Yoho
This paper discusses the concept of design thinking as an approach for organizations to become more customer-centric and elevate experiences. Design thinking involves understanding user needs, continuously iterating solutions, and embracing ambiguity through rapid experimentation. It places the customer at the heart of problem solving and innovation. The paper outlines five key steps of design thinking: 1) Empathize – Deeply understand user needs and expectations through ethnographic research like interviews and observations; 2) Define – Clearly identify problems or opportunities based on research, using tools like customer personas and journey maps; 3) Ideate – Brainstorm creative alternatives, drawing solutions from diverse sources of input including customers, employees, competitors, etc; 4) Prototype – Rapidly develop inexpensive prototypes for users to experience and provide feedback on to facilitate continuous improvement; 5) Test – Place prototypes into real-world environments and use co-creation by collaborating with users to further refine concepts. Successfully utilizing design thinking requires an organizational culture valuing customer-centricity, embracing continuous change, and failing fast to pivot quickly. The paper discusses applying design thinking to both external customer interfaces and internal operations and processes to elevate experiences across the board. This human-centric approach transforms businesses by keeping user needs central and enables the continual adaptation necessary in today's world to offer memorable engagements that foster lifelong customer relationships.
本文讨论了设计思维的概念,它是一种让企业更加以客户为中心并提升体验的方法。设计思维包括了解用户需求、不断迭代解决方案,以及通过快速实验接受模糊性。它将客户置于问题解决和创新的核心。本文概述了设计思维的五个关键步骤:1)移情--通过访谈和观察等人种学研究,深入了解用户的需求和期望;2)定义--在研究的基础上,利用客户角色和旅程图等工具,清晰地识别问题或机遇;3)构思--集思广益,从客户、员工、竞争对手等不同来源的意见中汲取解决方案;4)原型--快速开发价格低廉的原型,供用户体验并提供反馈,以促进持续改进;5)测试--将原型置于真实环境中,通过与用户合作,共同创造,进一步完善概念。成功运用设计思维需要一种组织文化,即重视以客户为中心、拥抱持续变革、快速失败以迅速转向。本文讨论了如何将设计思维应用于外部客户界面以及内部运营和流程,以全面提升体验。这种以人为本的方法通过将用户需求放在中心位置来改变企业,并在当今世界实现必要的持续适应,以提供令人难忘的服务,培养终身客户关系。
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引用次数: 0
Overcoming team challenges in project management: The scrum framework 克服项目管理中的团队挑战:Scrum框架
IF 3.1 4区 管理学 Q2 BUSINESS Pub Date : 2025-03-01 DOI: 10.1016/j.orgdyn.2024.101073
Diane A. Lawong, Oluwafemi Akanfe
This paper delves into how teams in organizations can achieve success in project management. We compare the traditional Waterfall approach used by teams in project management to the Agile framework and provide data supporting the success rates of the different approaches to project management. Based on the data supporting the success of Scrum (an Agile framework), we explain what Scrum is and how it works. We discuss the modern complexities that management and leadership are challenged with when it comes to the execution of their projects and how the application of Scrum provides relevant, practical, sustainable, and valuable solutions. We also discuss common stressors that teams encounter and how the application of Scrum provides coping strategies for teams.
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引用次数: 0
How organizations can benefit from volatility: The promise of antifragility and some cautionary notes
IF 3.1 4区 管理学 Q2 BUSINESS Pub Date : 2025-03-01 DOI: 10.1016/j.orgdyn.2024.101098
Henry Adobor
There is a widespread consensus that organizations are currently navigating an unprecedented era characterized by volatility, uncertainty, and complexity, which is anticipated to persist into the next decade. Addressing the disruptions stemming from such infrequent yet impactful events may necessitate the adoption of novel mental frameworks and management approaches. Some pioneering organizational scientists have proposed methods for cultivating the capacities to operate effectively amidst such uncertainty, introducing the concept of antifragility. Antifragility entails organizations leveraging disruptions as opportunities for rejuvenation and advancement, deriving benefits from them. In this piece, we share some preliminary evidence on how organizations can cultivate the capabilities required to transcend mere resilience or robustness—two conventional approaches to managing disruptions—to not only recover but also thrive and gain from disruptions. Furthermore, we provide some cautionary ideas regarding potential pitfalls associated with antifragility.
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引用次数: 0
Authentic leadership & PsyCap’s role in tackling, events that impact well-being and environmental sustainability 真正的领导力和 PsyCap 在应对影响福祉和环境可持续性的事件中的作用
IF 3.1 4区 管理学 Q2 BUSINESS Pub Date : 2024-10-01 DOI: 10.1016/j.orgdyn.2024.101088
Bruce J. Avolio
There is a growing level of awareness among organizational leaders, that stress-induced mental health challenges are on the rise globally. High stress levels are often attributed to a spectrum of causes, from natural and human-made crises to the rapid pace of technological advancements and societal shifts. The number of causes necessitates an examination of not just the cumulative effect of these event constellations, but also their complex interactions, which may amplify stress in ways that are not yet fully understood. These dynamics appear to be contributing to a worrying trend of increased mental illness, anxiety, and depression, notably among professionals on the front lines of these societal changes, like medical practitioners and first responders. For example, there were more fire fighters who committed suicide last year in the US versus those who lost their lives protecting others. Additionally, these professionals are directly exposed to the increasing cases of mental illness, anxiety, and depression among the public, an exposure that further amplifies their own stress levels. Some of the factors contributing to these high levels of stress include natural disasters and human-caused events, as well as some of the most transformative discoveries and innovations in human history. We begin this paper, by examining how a constellation of consequential events are shaping our global society’s well-being, e.g., the COVID 19 pandemic, AI innovation and Climate Change. Next, we examine evidence-based interventions that may offer potential avenues for addressing these high levels of stress. For instance, development interventions focused on authentic leadership that can enhance leader and follower’s psychological capital or PsyCap, resulting in lowering levels of stress, especially when operating in work roles that have higher level of daily stress. These positive forms of leadership help to address the numerous challenges that individudals, organizations and communities face today and well into the future. A clear emphasis in our work is also placed on examining how positive forms of leadership and organizational behavior, can impact two very different, but critically important outcomes, including the individual and collective mental health and well-being in organizations, communities and societies. Consequently, the overall goal here is to recognize the problems we face across a broad range of first responder professions, while offering specific solutions to address those problems.
越来越多的组织领导者意识到,压力导致的心理健康挑战在全球范围内呈上升趋势。高压力水平通常可归因于一系列原因,从自然和人为危机到快速的技术进步和社会变革。由于原因众多,我们不仅需要研究这些事件的累积效应,还需要研究它们之间复杂的相互作用,因为它们可能会以人们尚未完全理解的方式放大压力。这些动态因素似乎造成了精神疾病、焦虑和抑郁增加的令人担忧的趋势,尤其是在这些社会变革前线的专业人员中,如医疗从业人员和急救人员。例如,去年在美国自杀的消防员比那些为保护他人而献出生命的人要多。此外,这些专业人员还直接接触到公众中日益增多的精神疾病、焦虑和抑郁病例,这种接触会进一步放大他们自身的压力水平。造成这些高度压力的一些因素包括自然灾害和人为事件,以及人类历史上一些最具变革性的发现和创新。本文首先探讨了一系列重大事件是如何影响全球社会福祉的,例如 COVID 19 大流行病、人工智能创新和气候变化。接下来,我们研究了以证据为基础的干预措施,这些措施可能为解决这些高度压力提供了潜在的途径。例如,以真实领导力为重点的发展干预措施可以提高领导者和追随者的心理资本(PsyCap),从而降低压力水平,尤其是在日常压力水平较高的工作角色中。这些积极的领导方式有助于应对个人、组织和社区在当今和未来所面临的诸多挑战。在我们的工作中,一个明确的重点是研究积极的领导方式和组织行为如何影响两种截然不同但又极其重要的结果,包括组织、社区和社会中个人和集体的心理健康和幸福。因此,我们的总体目标是认识到我们在各行各业所面临的问题,同时提供具体的解决方案来解决这些问题。
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引用次数: 0
From startup to success: The power of PsyCap for new venture growth 从初创到成功:PsyCap对新企业成长的力量
IF 3.1 4区 管理学 Q2 BUSINESS Pub Date : 2024-10-01 DOI: 10.1016/j.orgdyn.2024.101083
A. Erin Bass , Lei Huang , Ivana Milosevic , Ted A. Paterson
Psychological Capital (PsyCap, the HERO within) has emerged as a crucial construct in positive psychology and organizational behavior, facilitating positive experiences of change and agentic action. While PsyCap’s potential to empower individuals in coping with dynamic changes is recognized, its application in the entrepreneurial context remains underexplored. Limited but promising insights suggest that PsyCap positively impacts new venture formation and growth, with entrepreneurs reporting lower stress levels and a greater likelihood of persevering. In this way, PsyCap can be a key ingredient for the long-term sustainability of new ventures, aiding founders in overcoming growth-related challenges. However, the specific role of PsyCap in enabling new ventures to persevere through their formative years remains a gap in the literature. This article addresses this gap by examining how PsyCap empowers founders and founding teams to navigate five key challenges in the startup years of a new venture: securing resources, developing capabilities, building teams, managing risk, and navigating disruptions. By elucidating how PsyCap components—efficacy, hope, resilience, and optimism—enable founders and teams to overcome these challenges, this article not only offers avenues for future research but also underscores the practical utility of PsyCap for entrepreneurial success.
心理资本(PsyCap,HERO 的缩写)已成为积极心理学和组织行为学中的一个重要概念,可促进积极的变革体验和代理行动。虽然心理资本在增强个人应对动态变化的能力方面的潜力已得到认可,但其在创业环境中的应用仍未得到充分探索。有限但有希望的研究结果表明,PsyCap 能对新企业的形成和成长产生积极影响,创业者的压力水平较低,更有可能坚持下去。因此,心理资本可以成为新创企业长期可持续发展的关键因素,帮助创始人克服与成长相关的挑战。然而,PsyCap 在帮助新创企业坚持度过成长期方面所发挥的具体作用仍然是文献中的空白。本文通过研究 PsyCap 如何帮助创始人和创始团队应对新创企业初创时期的五大挑战来填补这一空白:确保资源、发展能力、组建团队、管理风险和应对干扰。通过阐明PsyCap的要素--效能、希望、复原力和乐观主义--是如何使创始人和团队克服这些挑战的,本文不仅为未来的研究提供了途径,而且强调了PsyCap对创业成功的实际效用。
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引用次数: 0
Fostering psychological capital self-efficacy in emerging female leaders: Practical insights from an international leadership development program 培养新兴女性领导者的心理资本自我效能感:国际领导力发展项目的实践启示
IF 3.1 4区 管理学 Q2 BUSINESS Pub Date : 2024-10-01 DOI: 10.1016/j.orgdyn.2024.101085
Heather Round , Sachiko Yamao , Bo Shao , Florian Klonek , Tomoki Sekiguchi , Alexander Newman
This article contributes to our understanding of how self-efficacy as a key dimension of psychological capital (PsyCap) has a critical influence in the development of emerging female leaders. To develop this critical dimension of PsyCap, organizations can consider running programs that help to accelerate the emergence of female leaders. In this article, we first introduce the key role of self-efficacy as a predictor of leadership emergence and development. We then discuss some of the identity challenges often encountered by emerging female leaders. Following this, we outline the key practical elements of a development program (intervention) that was run with emerging female leaders across two geographic regions. The positive outcomes of the program in terms of developing self-efficacy, motivation to lead and leadership identity are presented. We then distil the specific areas that practitioners need to focus on in implementing a leadership development program within their own context and how this helps towards building PsyCap.
本文有助于我们理解自我效能作为心理资本(PsyCap)的一个关键维度,是如何对新兴女性领导者的发展产生重要影响的。为了发展心理资本的这一关键维度,组织可以考虑实施有助于加速女性领导者崛起的计划。在本文中,我们首先介绍了自我效能感在预测领导力崛起和发展中的关键作用。然后,我们讨论了新兴女性领导者经常遇到的一些身份挑战。随后,我们概述了一项发展计划(干预)的关键实践要素,该计划是针对两个地区的新兴女性领导者开展的。我们介绍了该计划在培养自我效能感、领导动力和领导身份认同方面取得的积极成果。然后,我们提炼出了实践者在根据自身情况实施领导力发展计划时需要关注的具体领域,以及这将如何帮助建立心理能力。
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引用次数: 0
Psychological capital and mental health: Twenty-five years of progress 心理资本与心理健康:二十五年的进展
IF 3.1 4区 管理学 Q2 BUSINESS Pub Date : 2024-10-01 DOI: 10.1016/j.orgdyn.2024.101081
Carolyn M. Youssef-Morgan
Psychological capital (PsyCap) is a multidimensional construct that includes the positive psychological resources of hope, efficacy, resilience, and optimism (i.e., the HERO within). Positive organizational behavior, PsyCap, and positive psychology in general, have been very well received by both scholars and practitioners across the world in search of positive, proactive, and stigma-free approaches to success and wellbeing. Since its emergence about 25 years ago, numerous studies across the world support PsyCap as an evidence-based positive psychological resource that is open to development in various contexts and important life domains (e.g., life, work, health, relationships, families, school, military). Across these domains, PsyCap also has been empirically demonstrated to yield desired impact in terms of performance, attitudes, behaviors, physical and mental health, and wellbeing. This article provides a comprehensive review and analysis of the literature to date, with specific applications and practical implications for the impending mental health crisis in the workplace.
心理资本(PsyCap)是一个多维度的概念,包括希望、效能、复原力和乐观等积极心理资源(即内在的 HERO)。积极组织行为学、心理资本(PsyCap)以及整个积极心理学都受到了世界各地学者和从业人员的广泛欢迎,他们都在寻找积极、主动、无污名化的方法来获得成功和幸福。自 25 年前问世以来,世界各地的许多研究都支持心理帽作为一种以证据为基础的积极心理资源,在各种环境和重要的生活领域(如生活、工作、健康、人际关系、家庭、学校、军事)中得到发展。在这些领域中,PsyCap 也被实证证明能够在工作表现、态度、行为、身心健康和幸福感等方面产生预期的影响。本文对迄今为止的文献进行了全面的回顾和分析,并对即将到来的工作场所心理健康危机提出了具体的应用和实际意义。
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引用次数: 0
Psychological, physical, and social capitals: A balanced approach for more effective human capital in today’s organizations and life 心理资本、身体资本和社会资本:在当今组织和生活中实现更有效人力资本的平衡方法
IF 3.1 4区 管理学 Q2 BUSINESS Pub Date : 2024-10-01 DOI: 10.1016/j.orgdyn.2024.101080
Fred Luthans , Kyle Luthans , Brett Luthans , Suzanne Peterson
In this article, we propose a comprehensive and integrated approach for recognizing, managing, developing, and leveraging positive human capital for successful outcomes in a variety of organizational and life domains. We call this conceptual framework the Balanced Positive Human Capital Equation. With the ultimate goal of obtaining “The Good Life,” the first part of our simply called HumCap equation consists of Psychological Capital (i.e., PsyCap). The positive psychological resources which comprise one’s PsyCap have after 20 years of evidence been clearly determined to be Hope, Efficacy, Resilience, and Optimism (i.e. “the HERO within”). The second part of our proposed HumCap equation includes Physical Capital (i.e., PhyCap). Some important dimensions of this PhyCap we suggest should include Mindfulness, Exercise, Nutrition, and Deep Breathing (i.e., “MEND your health”). The final pillar of this balanced approach to HumCap we propose includes Social Capital (SocCap). As established drivers of well-being and performance, we focus on the recognized important SocCap resources of Faith, Relationships/Networks, Organizational Culture, Noncognitive Empathy, and Teams/Communities (i.e., provide “A united FRONT”). We propose that these three positive psychological, physical, and social capital resources are interactive and when combined and, especially in balance, research and practice will support synergistic, desirable results. In constant pursuit of “The Good Life,” it is hoped the conceptual framework proposed in this article will provide a guide for developing stronger and more balanced human capital that is optimally suited to meet life’s worthwhile pursuits and wellness outcomes.
在本文中,我们提出了一种全面综合的方法,用于识别、管理、开发和利用积极人力资本,从而在各种组织和生活领域取得成功。我们将这一概念框架称为 "积极人力资本平衡方程式"。以获得 "美好生活 "为最终目标,我们简称为 "人力资本等式 "的第一部分包括心理资本(即心理资本)。经过 20 年的实践证明,构成心理资本的积极心理资源是希望、效率、复原力和乐观主义(即 "内心的英雄")。我们提出的人类资本等式的第二部分包括物质资本(即 PhyCap)。我们建议,身体资本的一些重要方面应包括正念、运动、营养和深呼吸(即 "修复你的健康")。我们建议的 "健康资本 "平衡方法的最后一个支柱包括 "社会资本"(SocCap)。作为福祉和绩效的既定驱动因素,我们将重点放在公认的重要社会资本资源上,即信仰、关系/网络、组织文化、非认知共鸣以及团队/社区(即提供 "联合阵线")。我们认为,这三种积极的心理、生理和社会资本资源是相互影响的,当它们结合在一起,尤其是保持平衡时,研究和实践将产生协同效应,产生理想的结果。在不断追求 "美好生活 "的过程中,我们希望本文提出的概念框架能够为开发更强大、更平衡的人力资本提供指导,从而以最佳方式满足人生的价值追求和健康结果。
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Organizational Dynamics
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