Organizational Dynamics最新文献

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Mindfulness in organizations: Turning a trend into a trait 组织中的正念：将一种趋势转化为一种特质

IF 2.5 4区管理学 Q2 BUSINESS

Organizational Dynamics

Pub Date : 2025-10-25 DOI: 10.1016/j.orgdyn.2025.101198

Yanina Rashkova

Mindfulness is widely embraced in organizations as a tool for enhancing well-being, employees’ performance, and workplace relationships. However, its implementation in organizations frequently falls short of these promises as mindfulness fails to evolve beyond a temporary, trendy practice into a lasting individual trait. This article explains how organizations can move beyond mindfulness as a trend and cultivate it as a lasting individual trait. To do so, it introduces the “ARISTO framework,” inspired by Aristotle’s theory of virtue development. It suggests integrating mindfulness not merely as a temporary practice, but as a virtue—a deeply ingrained quality of character that shapes how individuals think, feel, and act at work. The ARISTO framework outlines six practical, evidence-based strategies for embedding mindfulness into contemporary organizations: fostering Autonomy, promoting Repetition of mindful habits, Interpersonal reinforcement via mentorship, creating Spaces for dialog, using Triggers through organizational artifacts, and encouraging Observation of exemplars. Together, these practices offer a practical pathway for embedding mindfulness into contemporary organizations, turning it from a short-lived intervention into a sustainable, transformative trait.

正念作为一种提高幸福感、员工绩效和职场关系的工具，在组织中被广泛接受。然而，正念在组织中的实施常常达不到这些承诺，因为正念未能从一种暂时的、流行的实践演变成一种持久的个人特质。这篇文章解释了组织如何将正念超越为一种趋势，并将其培养为一种持久的个人特质。为此，它引入了受亚里士多德美德发展理论启发的“阿里斯托框架”。它表明，整合正念不仅仅是一种暂时的练习，而是一种美德——一种根深蒂固的性格品质，它塑造了个人在工作中如何思考、感受和行动。ARISTO框架概述了六种实用的、基于证据的策略，将正念嵌入到当代组织中：培养自主性，促进正念习惯的重复，通过指导加强人际关系，创造对话空间，通过组织工件使用触发器，鼓励观察范例。总之，这些实践为将正念嵌入当代组织提供了一条实用的途径，将其从短暂的干预转变为可持续的、变革性的特征。

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引用次数: 0

Strategy implementation in family firms: Why it matters and how it differs 家族企业战略实施的重要性及其差异

IF 2.5 4区管理学 Q2 BUSINESS

Organizational Dynamics

Pub Date : 2025-09-24 DOI: 10.1016/j.orgdyn.2025.101194

Torsten M. Pieper , Claudia Binz Astrachan , Francesco Chirico , Annika Ehlers

Implementing strategy is rarely straightforward. For family firms, it is even more complex due to their blend of business logic and family dynamics. While this complexity may seem like a liability, it can become a source of strategic advantage in unpredictable environments where adaptability is key. Yet not all family firms are the same. This article explores how differences in ownership structure, generational involvement, family dynamics, financial and nonfinancial objectives, family involvement in management, and governance maturity enable some family firms to effectively implement adaptive strategy. Drawing on real-world examples, we show how certain family enterprises turn their complexity into a strength by cultivating a shared sense of orientation, resilience, and agility. In doing so, we offer a practitioner-oriented roadmap for implementing strategy in today’s uncertain world.

执行战略很少是直截了当的。对于家族企业来说，由于其业务逻辑和家族动态的混合，情况就更加复杂了。虽然这种复杂性似乎是一种负担，但在不可预测的环境中，它可以成为战略优势的来源，其中适应性是关键。然而并不是所有的家族企业都是一样的。本文探讨了所有权结构、代际参与、家族动态、财务和非财务目标、家族参与管理和治理成熟度的差异如何使一些家族企业有效地实施适应性战略。借助现实世界的例子，我们展示了某些家族企业如何通过培养共同的方向感、韧性和敏捷性，将其复杂性转化为优势。在此过程中，我们为在当今不确定的世界中实施战略提供了一个面向从业者的路线图。

引用次数: 0

Creating and leveraging actionable mission statements 创建和利用可操作的使命声明

IF 2.5 4区管理学 Q2 BUSINESS

Organizational Dynamics

Pub Date : 2025-09-20 DOI: 10.1016/j.orgdyn.2025.101193

R. Michael Holmes Jr , Tim R. Holcomb , Andréa M. Hodge

引用次数: 0

Holding onto the victory after the victory: Leadership lessons from the war in Ukraine for recovery and positive change 胜利后的胜利：从乌克兰战争中汲取的领导力教训，促进复苏和积极变革

IF 2.5 4区管理学 Q2 BUSINESS

Organizational Dynamics

Pub Date : 2025-09-17 DOI: 10.1016/j.orgdyn.2025.101195

Gerard Seijts , Sophia Opatska , Andrew Rozhdestvensky , Andy Hunder

Case studies of countries at war are not typically part of the curriculum at business schools. However, such events have lots to offer in terms of leadership. Consider the following: Analysts estimated that the Russian Armed Forces would be capable of capturing Kyiv and removing the Ukrainian government within three days after the start of the full-scale invasion. However, more than three years into the war, Ukrainians have defied this prediction and continue to live through unimaginable hardship with exceptional fortitude. We highlight five main themes from the ongoing war and associated lessons for educational institutions, businesses, and leaders – resilience; fragmentation; grief; critical thinking; and vision – and make the point to never forget about the victory after the victory. Holding onto the victory will be crucial, not only to find a way forward but to keep despair at bay. Purpose, new perspective, and a sense of contributing to something larger can grow out of the need for wartime resilience. A new awareness of and commitment to gender equity can arise from fragmentation. Loss and grief can motivate societal change through post-traumatic growth. And the horrors of war can also serve as a wake-up call that leads to increased education and critical thinking. Such transformation is ongoing and can start now, even before the war is over.

对处于战争状态的国家进行案例研究，通常不是商学院课程的一部分。然而，这类事件在领导力方面有很多值得借鉴的地方。考虑以下情况：分析人士估计，在全面入侵开始后的三天内，俄罗斯武装部队将有能力占领基辅并推翻乌克兰政府。然而，在战争爆发三年多后，乌克兰人无视这一预测，继续以非凡的毅力度过难以想象的困难。我们从正在进行的战争中突出了五个主题，并为教育机构、企业和领导人提供了相关的教训：恢复力；碎片;悲伤;批判性思维;还有远见，并强调永远不要忘记一次又一次的胜利。抓住胜利至关重要，不仅是为了找到前进的道路，也是为了让绝望远离海湾。目标、新视角和为更大的事业做出贡献的意识可以从对战时适应力的需求中成长起来。对性别平等的新认识和承诺可以从分散中产生。失去和悲伤可以通过创伤后成长推动社会变革。战争的恐怖也可以作为一个警钟，导致加强教育和批判性思维。这种转变正在进行中，甚至在战争结束之前就可以开始。

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引用次数: 0

Challenges to effective strategy implementation: Paths to resolution 有效战略实施的挑战：解决之路

IF 2.5 4区管理学 Q2 BUSINESS

Organizational Dynamics

Pub Date : 2025-09-09 DOI: 10.1016/j.orgdyn.2025.101192

R. Duane Ireland, Michael C. Withers

引用次数: 0

Getting educated on strategic pay education 接受战略薪酬教育

IF 2.5 4区管理学 Q2 BUSINESS

Organizational Dynamics

Pub Date : 2025-08-12 DOI: 10.1016/j.orgdyn.2025.101177

Ormonde R. Cragun , Lin Xiu , Jason Kautz

Strategic pay education is an intentionally structured organizational process to teach employees about pay policies, systems, and their implications, ensuring alignment with the organization’s strategic goals by effectively addressing and leveraging components of the pay learning environment. For organizations, strategic pay education leads to better employee engagement, retention, and better return on investment for their total reward systems. Unlike pay information disclosure, where individuals are assumed to passively acquire pay knowledge through increased transparency and communication surrounding pay information, strategic pay education follows a formal, guided approach that emphasizes the organization’s role in fostering pay knowledge. Rooted in adult learning principles, strategic pay education actively engages employees in learning both the technical aspects of pay structures and the psychological and sociological factors influencing pay perceptions. The strategic pay education model illustrates how strategic pay education improves pay literacy, thereby enhancing pay satisfaction, equity perceptions, and employee decision-making. The model identifies three key factors shaping the pay learning environment: (a) universal pay factors, (b) organization-specific pay factors, and (c) individual-specific pay factors. This approach challenges and expands assumptions about how employees learn about pay, specifically countering the inherent assumption that increasing pay communication leads to higher pay satisfaction, stronger equity perceptions, and improved pay decisions.

战略薪酬教育是一个有意构建的组织过程，旨在向员工传授薪酬政策、制度及其影响，通过有效地解决和利用薪酬学习环境的组成部分，确保与组织的战略目标保持一致。对于组织来说，战略性薪酬教育可以提高员工的敬业度、留任率，并为整个奖励系统带来更好的投资回报。与薪酬信息披露不同，在薪酬信息披露中，个人被假定通过增加透明度和围绕薪酬信息的沟通来被动获取薪酬知识，而战略薪酬教育遵循一种正式的、有指导意义的方法，强调组织在培养薪酬知识方面的作用。战略薪酬教育植根于成人学习原则，积极地让员工学习薪酬结构的技术方面以及影响薪酬观念的心理和社会学因素。战略薪酬教育模型说明了战略薪酬教育如何提高薪酬素养，从而提高薪酬满意度、公平观念和员工决策。该模型确定了影响薪酬学习环境的三个关键因素：(a)普遍薪酬因素，(b)组织特定薪酬因素，(c)个人特定薪酬因素。这种方法挑战并扩展了关于员工如何了解薪酬的假设，特别是反对增加薪酬沟通会导致更高的薪酬满意度、更强的公平观念和改进的薪酬决策的固有假设。

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引用次数: 0

When remote work works better: How fit and autonomy shape employee outcomes 何时远程工作效果更好：适合度和自主权如何影响员工的工作成果

IF 2.5 4区管理学 Q2 BUSINESS

Organizational Dynamics

Pub Date : 2025-08-09 DOI: 10.1016/j.orgdyn.2025.101175

Thomas J. George , Dustin Maneethai , Leanne E. Atwater , Juan M. Madera

The COVID-19 pandemic triggered an unprecedented shift toward remote work, prompting organizations to reconsider traditional workplace structures. While some companies have embraced hybrid models, others have mandated full-time returns to the office, sparking resistance from employees who value flexibility. This article examines the implications of aligning employees' actual and preferred remote work hours on organizationally relevant employee outcomes, such as turnover intentions, engagement, and well-being. Drawing on person-environment fit theory, we introduce the Remote Work Autonomy (RWA) Matrix, a framework that categorizes employees based on whether they experience a deficit (fewer remote hours than desired) or a surplus (more remote hours than desired) and whether they have control over their work location. Research indicates that alignment between preferred and actual remote work hours enhances engagement and reduces turnover intentions, whereas misalignment, either a deficit or surplus, can yield positive and negative outcomes. Autonomy can play an important role in mitigating the negative effects of remote work misalignment. Employees with greater autonomy experience fewer adverse outcomes even when their actual remote work hours differ from their preferences. This article offers practical guidance for managers navigating the remote work environment. Organizations that balance remote work fit with autonomy are better positioned to support employee well-being, sustain engagement, and retain top talent. In contrast, rigid mandates that disregard employee preferences may worsen disengagement and turnover intentions. As remote work continues to change, organizations must adopt strategies that accommodate employee needs and serve organizational goals.

2019冠状病毒病大流行引发了前所未有的远程工作转变，促使组织重新考虑传统的工作场所结构。虽然一些公司采用了混合模式，但也有一些公司要求员工全职返回办公室，这引发了重视灵活性的员工的抵制。本文探讨了调整员工实际和偏好的远程工作时间对组织相关员工结果的影响，如离职意向、敬业度和幸福感。根据人-环境契合理论，我们引入了远程工作自主性（RWA）矩阵，这是一个框架，根据员工的工作时间是不足（比期望的远程工作时间少）还是过剩（比期望的远程工作时间多），以及他们是否能控制自己的工作地点，对员工进行分类。研究表明，首选和实际远程工作时间之间的一致性提高了员工的敬业度，降低了离职意向，而不一致性，无论是不足还是过剩，都可能产生积极和消极的结果。自主权可以在减轻远程工作不协调的负面影响方面发挥重要作用。拥有更大自主权的员工即使在实际远程工作时间与他们的偏好不同的情况下，也会经历更少的不良后果。本文为管理人员在远程工作环境中导航提供了实用的指导。平衡远程工作与自主权的组织能够更好地支持员工福利，保持敬业精神，并留住顶尖人才。相反，无视员工偏好的严格规定可能会加剧员工的离职和离职倾向。随着远程工作的不断变化，组织必须采用适应员工需求和服务组织目标的策略。

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引用次数: 0

Team charters: Benefits and guidelines for development 团队章程：开发的好处和指导方针

IF 2.5 4区管理学 Q2 BUSINESS

Organizational Dynamics

Pub Date : 2025-08-08 DOI: 10.1016/j.orgdyn.2025.101174

Tammy L. Rapp

A team charter is a formal document written by team members at the outset of a team’s life cycle that outlines a team’s purpose, goals, team member roles and, responsibilities, as well as plans related to how team members will work together. This, article begins by defining team charters and outlining the various reasons that they are, beneficial to teams, their interactions, and performance. The article also advances practical, research-backed recommendations about the development of team charters,addressing issues including when teams should create team charters, who should be involved in creating team charters, what should be included in team charters, and, when team charters should be revised. In summary, the article offers evidence-based, recommendations that may be useful to team members, team leaders, and managers, interested in leveraging the power of team charters in an effort to get teams off to a good start and perform effectively over time.

团队章程是团队成员在团队生命周期开始时编写的正式文件，概述了团队的目的、目标、团队成员的角色和责任，以及与团队成员如何一起工作相关的计划。本文首先定义了团队章程，并概述了它们对团队、团队的相互作用和绩效有益的各种原因。文章还就团队章程的制定提出了切实可行的、以研究为基础的建议，解决了团队何时应该制定团队章程、谁应该参与制定团队章程、团队章程中应该包括哪些内容以及何时应该修改团队章程等问题。总之，本文提供了基于证据的建议，这些建议可能对团队成员、团队领导和经理有用，他们对利用团队章程的力量来努力使团队有一个良好的开端，并随着时间的推移有效地执行。

引用次数: 0

Managing employees who self-plateau 管理自我停滞的员工

IF 2.5 4区管理学 Q2 BUSINESS

Organizational Dynamics

Pub Date : 2025-08-08 DOI: 10.1016/j.orgdyn.2025.101173

Robert C. Ford , Sean A. Newman , Sherry Sullivan

This article discusses why employees opt to “self-plateau” when offered promotional opportunities and offers guidelines for managers on how to sustain job engagement and organizational commitment when the traditional reward for performance excellence is not valued. Four key reasons are offered to explain why employees self-plateau: concerns with work-life balance, self-efficacy or lack of belief that they have the ability to perform in a new role, an unpreparedness, and/or disinterest in taking on the tasks of the new job, and an unwillingness to give up the social and other benefits of a current job. To address these reasons, we offer strategies for managers to use to support, reward, retain, and develop those talented employees who choose to self-plateau.

本文讨论了为什么员工在获得晋升机会时选择“自我平台”，并为管理者提供了在传统的绩效奖励不受重视时如何保持工作投入和组织承诺的指导方针。有四个关键原因可以解释为什么员工自我停滞：关注工作与生活的平衡，自我效能或缺乏对自己有能力胜任新角色的信念，准备不足，和/或对承担新工作的任务不感兴趣，以及不愿意放弃当前工作的社会和其他好处。为了解决这些问题，我们为管理者提供了一些策略，用于支持、奖励、留住和发展那些选择自我平台的有才华的员工。

引用次数: 0

Navigating parasitic strategy 导航寄生策略

IF 2.5 4区管理学 Q2 BUSINESS

Organizational Dynamics

Pub Date : 2025-08-07 DOI: 10.1016/j.orgdyn.2025.101178

Hao Ma , Mengyue Su

Parasitism is a unique modus operandi of venture creation and development, particularly within the realm of the digital economy, where parasite firms make their living within or onto other firms or ecosystems and access their hosts’ resources uninvited. Based on the potential harm and benefits offered by the parasites, four types of parasites could be outlined that include commensal, reciprocal, siphoned, and abducted. Parasite firms need to attend to the three-stage implementation process of the parasitic strategy in terms of selection and engagement of a proper host, adaptation and penetration within the host, and renewal and transformation for ultimate self-fulfillment. This article offers a myriad of practical guidance for executives pursuing such a parasitic strategy as well as advices for executives in the corresponding hosts.

寄生是一种独特的创业和发展方式，特别是在数字经济领域，寄生企业在其他企业或生态系统内部或之上谋生，不请自来地获取宿主的资源。根据寄生虫的潜在危害和益处，可以概述四种类型的寄生虫，包括共生型、互惠型、虹吸型和诱拐型。寄生企业需要参与寄生战略的三个阶段实施过程，即选择和参与合适的宿主、适应和渗透宿主、更新和转型以最终实现自我实现。本文为执行这种寄生策略的高管提供了大量的实践指导，并为相应东道国的高管提供了建议。

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