Organizational Dynamics最新文献

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Too late, too rigid, too cold: Crisis communication failures that undermined organizational resilience – and how the 3E model could help 太晚、太死板、太冷漠：破坏组织弹性的危机沟通失败——以及3E模型如何提供帮助

IF 2.5 4区管理学 Q2 BUSINESS

Organizational Dynamics

Pub Date : 2025-08-07 DOI: 10.1016/j.orgdyn.2025.101176

Kshitij Bhalchandra Shingwekar , Prashant Maurya

No organization is immune to unexpected crises — and when they hit, the damage to reputation can be swift and brutal. Activism on social media further accelerates the organizational distress, making it critical for organizations to strike the right balance between fast, clear communication and thoughtful engagement with stakeholders. This paper examines crisis communication failures in three national-level crisis incidents, where organizations struggled to manage their organizational reputation, ultimately undermining their resilience. The study highlights how delayed, rigid, and unemotional responses detracted from organizational recovery efforts. Therefore, from the critical analysis of these cases, we propose that the employability of the 3E (Effectiveness, Efficiency, and Empathy) Crisis Communication Model shall provide a more thoughtful and proactive response to enhance stakeholder trust, manage organizational reputation, and foster long-term resilience.

任何组织都不能幸免于意想不到的危机——当它们袭来时，声誉的损害可能是迅速而残酷的。社交媒体上的激进主义进一步加剧了组织的困境，因此组织必须在快速、清晰的沟通和与利益相关者的深思熟虑的接触之间取得适当的平衡。本文考察了三个国家级危机事件中的危机沟通失败，在这些事件中，组织努力管理他们的组织声誉，最终破坏了他们的弹性。该研究强调了延迟、僵化和不带感情的反应如何损害了组织的恢复努力。因此，通过对这些案例的批判性分析，我们提出3E（有效性、效率和移情）危机沟通模型的就业能力应该提供更周到和主动的回应，以增强利益相关者的信任，管理组织声誉，并培养长期弹性。

引用次数: 0

Hybrid and remote team chartering: Creating clarity in an increasingly virtual world 混合和远程团队包租：在日益虚拟的世界中创造清晰度

IF 2.5 4区管理学 Q2 BUSINESS

Organizational Dynamics

Pub Date : 2025-06-28 DOI: 10.1016/j.orgdyn.2025.101172

McKenna P. Sperry , Aliza J. Aldana , Thomas A. O’Neill , Anastassija Mimovic , Cristina B. Gibson , Matthew J.W. McLarnon

Team chartering is the process of creating an agreement that outlines how team members will work together. Whereas all teams can benefit from chartering, hybrid and remote teams might find it particularly important due to challenges in building trust, coordinating workflows, and maintaining consistent communication. However, although chartering can be beneficial for hybrid and remote teams, practitioners may not know how to get started, what to include, and how to ensure it impacts the team positively. This paper offers a set of practical guidelines and facilitation strategies to lead effective chartering sessions for hybrid and remote teams. It includes a charter template, recommended practices, and implementation guidelines. This work was informed by research in the social-psychological and organizational literature, the authors’ expertise and experiences in working with hundreds of teams to improve their functioning, and a program of research utilizing the charter template with a variety of corporate teams. Teams going through the chartering process can expect that it will streamline their teamwork practices and address challenges of hybrid and remote teaming.

团队章程是创建一个协议的过程，该协议概述了团队成员将如何一起工作。尽管所有团队都可以从包租中受益，但混合和远程团队可能会发现，由于建立信任、协调工作流和保持一致的沟通方面的挑战，包租尤其重要。然而，尽管包租对混合型和远程团队是有益的，但从业者可能不知道如何开始，包括什么，以及如何确保它对团队产生积极的影响。本文提供了一套实用的指导方针和促进策略，以有效地领导混合和远程团队的包租会议。它包括一个章程模板、建议的实践和实施指南。这项工作的基础是社会心理学和组织文献的研究，作者的专业知识和与数百个团队合作以改善其功能的经验，以及与各种公司团队一起利用章程模板的研究计划。经过特许过程的团队可以期望它将简化他们的团队合作实践，并解决混合和远程团队的挑战。

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引用次数: 0

The hidden gender bias behind meeting cancellations: How small disruptions reinforce big inequities — And what managers can do 取消会议背后隐藏的性别偏见：小干扰如何加剧大不平等——以及管理者能做些什么

IF 2.5 4区管理学 Q2 BUSINESS

Organizational Dynamics

Pub Date : 2025-06-17 DOI: 10.1016/j.orgdyn.2025.101171

Hanna Kalmanovich-Cohen

Seemingly minor events like last-minute meeting cancellations can reveal deeper gender biases and unspoken power dynamics in the workplace. This article explores how such disruptions are often interpreted through a gendered lens, imposing a hidden “gender tax” on women, who face greater scrutiny over their commitment and competence at the workplace. Drawing on attribution theory and role congruity frameworks, we examine the psychological and social mechanisms behind these biased perceptions. We also provide evidence-based, actionable strategies for managers – from transparent communication norms to bias-aware performance reviews – to help build more inclusive, equitable, and high-performing organizational cultures.

像最后一刻取消会议这样看似微不足道的小事，可能会暴露出职场中更深层次的性别偏见和不言而喻的权力动态。这篇文章探讨了人们是如何通过性别视角来解读这种干扰的，对女性施加了一种隐藏的“性别税”，让她们在工作场所面临更严格的审查，看她们的承诺和能力。利用归因理论和角色一致性框架，我们研究了这些偏见感知背后的心理和社会机制。我们还为管理者提供基于证据的、可操作的战略——从透明的沟通规范到意识到偏见的绩效评估——以帮助建立更具包容性、公平性和高绩效的组织文化。

引用次数: 0

From anxiety to advantage: Guiding employees to embrace AI at work 从焦虑到优势：引导员工在工作中拥抱人工智能

IF 2.5 4区管理学 Q2 BUSINESS

Organizational Dynamics

Pub Date : 2025-06-16 DOI: 10.1016/j.orgdyn.2025.101170

Arkapravo Sarkar

Despite record levels of corporate spending on Artificial Intelligence (AI), many organizations discover that “deployment” does not equal “adoption.” Drawing on behavioral research and field observations, this article explains why employees hesitate to rely on AI and what leaders can do about it. Two pervasive anxieties— fear of making mistakes with opaque AI systems and fear of being replaced by them —shape five recurring AI-adoption personas: Champions, Pragmatists, Closet Innovators, Skeptics, and Traditionalists. We integrate these personas with the two fears in an AI Adoption Dynamics Matrix that reveals how each group’s concerns manifest and interact inside real teams. Building on those insights, we present a guided-autonomy playbook that pairs a universal culture of psychological safety with persona-sensitive interventions, followed by a twelve-month implementation roadmap that moves from pilot sandboxes to enterprise scale. Case vignettes, diagnostic checklists, and measurable KPIs translate theory into actionable steps. By addressing anxiety and fear directly and tailoring support to persona motives, leaders can convert scattered experimentation into confident, routine use of AI—and unlock the productivity dividends that technology alone cannot deliver.

尽管企业在人工智能（AI）方面的支出达到了创纪录的水平，但许多组织发现，“部署”并不等于“采用”。通过行为研究和实地观察，这篇文章解释了为什么员工对依赖人工智能犹豫不决，以及领导者可以做些什么。两种普遍存在的焦虑——害怕在不透明的人工智能系统上犯错误，害怕被它们取代——塑造了五种反复出现的人工智能应用角色：拥护者、实用主义者、秘密创新者、怀疑论者和传统主义者。我们将这些角色与AI采用动态矩阵中的两种恐惧整合在一起，该矩阵揭示了每个组的关注点如何在真实团队中表现和交互。在这些见解的基础上，我们提出了一个指导自主的剧本，将心理安全的普遍文化与人物敏感干预相结合，然后是一个从试点沙箱到企业规模的12个月实施路线图。案例概述、诊断检查表和可测量的kpi将理论转化为可操作的步骤。通过直接解决焦虑和恐惧，并根据个人动机量身定制支持，领导者可以将分散的实验转化为自信的、常规的人工智能使用，并释放技术本身无法提供的生产力红利。

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引用次数: 0

Multinationals’ implementation strategy for inclusive supply chains in Mexico 跨国公司在墨西哥包容性供应链的实施策略

IF 2.5 4区管理学 Q2 BUSINESS

Organizational Dynamics

Pub Date : 2025-06-12 DOI: 10.1016/j.orgdyn.2025.101155

Jorge H. Mejía , Garry D. Bruton , Dafna Kariv

We examine the strategy implementation of three Multinationals (MNCs) in building an inclusive supply chain. Drawing from qualitative data: interviews and observations for these three inclusive supply chains included the poor Mexican farmers, the cooperatives which represent the farmers, NGOs supporting the inclusive supply chain, and the MNCs leadership. The process the MNCs employ to build these supply chains focuses on four specific challenges; lack of preparation; operational challenges; unprepared farmers, building the system to profitable. Finally, we propose a series of practical suggestions for MNCs interested in executing inclusive supply chain strategies to help reduce inequalities in other emerging economies striving to build such a strategic effort.

我们考察了三家跨国公司在构建包容性供应链方面的战略实施情况。根据定性数据：对这三条包容性供应链的访谈和观察包括贫穷的墨西哥农民、代表农民的合作社、支持包容性供应链的非政府组织和跨国公司领导层。跨国公司建立这些供应链的过程侧重于四个具体挑战；准备不足；业务挑战;毫无准备的农民，建立系统来盈利。最后，我们为有意实施包容性供应链战略的跨国公司提出了一系列切实可行的建议，以帮助其他正在努力建立包容性供应链战略的新兴经济体减少不平等现象。

引用次数: 0

Implementation of platform strategies: From initiation to critical mass and expansion to complementary networks 平台战略的实施：从启动到达到临界规模，再扩展到互补网络

IF 2.5 4区管理学 Q2 BUSINESS

Organizational Dynamics

Pub Date : 2025-06-06 DOI: 10.1016/j.orgdyn.2025.101156

Robert E. Hoskisson , Matthew W. Hoskisson MBA

Our objective is to provide an overview of implementation issues for firms and entrepreneurs seeking to create a multi-sided platform market enterprise. Our paper is differentiated from other work in the area by offering a stage model providing an implementation overview of issues associated with such multi-sided platform market firms. Stage 1 discusses essential implementation issues from entrepreneurial initiation to critical mass, where the network is stable enough to support both market sides (supplies and participants). Stage 2 explores strategies for how such platform firms gain additional networks through building (from scratch), buying (acquisition) and allying (strategic alliances). In building our implementation model, we designate critical issues that practitioners need to consider to realize better execution. We initiate our paper by offering a set of opportunities that strategists and entrepreneurs can recognize to facilitate multi-sided platform firm strategy and implementation. Additionally, we offer numerous examples illustrating keys to success and pitfalls to avoid within our implementation stages. We further discuss challenges traditional firms face when seeking to implement a multi-sided platform strategy, regulatory challenges large multi-sided market firms face, and ethical dilemmas platform firms must overcome. In concluding our paper, we provide a summary of salient implementation challenges in each stage of our model as well as possible solutions. Finally, we propose future governance and ethical issues that still need to be fully addressed as platform firms evolve

我们的目标是为寻求创建多边平台市场企业的公司和企业家提供实施问题的概述。我们的论文与该领域的其他工作不同，它提供了一个阶段模型，提供了与此类多边平台市场公司相关问题的实施概述。第一阶段讨论从创业开始到临界质量的基本实施问题，其中网络足够稳定以支持市场双方（供应和参与者）。第二阶段探讨这些平台公司如何通过建立（从零开始）、购买（收购）和结盟（战略联盟）来获得额外的网络。在构建我们的实现模型时，我们指定了从业者需要考虑的关键问题，以实现更好的执行。我们通过提供一系列战略家和企业家可以认识到的机会来开始我们的论文，以促进多边平台公司的战略和实施。此外，我们提供了许多例子来说明成功的关键和在实现阶段要避免的陷阱。我们进一步讨论了传统公司在寻求实施多边平台战略时面临的挑战，大型多边市场公司面临的监管挑战，以及平台公司必须克服的道德困境。在本文的最后，我们总结了模型每个阶段的突出实施挑战以及可能的解决方案。最后，我们提出了未来的治理和道德问题，这些问题仍然需要随着平台公司的发展而得到充分解决

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引用次数: 0

Resource orchestration’s role in the implementation of mergers and acquisitions 资源编排在合并和收购实施中的作用

IF 2.5 4区管理学 Q2 BUSINESS

Organizational Dynamics

Pub Date : 2025-05-31 DOI: 10.1016/j.orgdyn.2025.101157

David G. Sirmon , Michael A. Hitt , Brit McClellan

引用次数: 0

Using a job analysis lens to resolve the hybrid work location discord 使用工作分析镜头来解决混合工作地点的不和谐

IF 2.5 4区管理学 Q2 BUSINESS

Organizational Dynamics

Pub Date : 2025-05-26 DOI: 10.1016/j.orgdyn.2025.101161

Sean A. Newman , Robert C. Ford

One of the more contentious issues in today’s workplace is where employees should do their work. Organizational leaders argue that corporate culture, teamwork, and innovative creativity suffers when employees work remotely. Employees argue that remote work locations offer desired flexibility, fewer interruptions, and a better ability to find work-life balance. When leadership mandates a return to the office, many employees have pushed back. The result of this difference in perspective has been employee annoyance and anger countered by leadership’s frustration with their employee’s resistance to those mandates. There is a need to develop an evidence-based rationale for return to office policies that make sense to all. This article proposes a solution to the workplace location discord by levering job analysis to review each task which makes up a job, then determining where the task is best performed based on the level of coordination, collaboration, and pace of change that impact the tasks completion. Once determined, an assessment can be made of which tasks should be done in an office, and which can be done remotely.

在当今的工作场所，一个比较有争议的问题是员工应该在哪里工作。组织领导者认为，当员工远程工作时，企业文化、团队合作和创新创造力都会受到影响。员工们认为，远程工作地点提供了理想的灵活性，更少的干扰，并能更好地找到工作与生活的平衡。当领导要求员工返回办公室时，许多员工都拒绝了。这种观点差异的结果是，员工的烦恼和愤怒被领导层对员工抵制这些命令的挫败感所抵消。有必要制定一个以证据为基础的、对所有人都有意义的复职政策。本文提出了一种解决工作场所位置不和谐的方法，方法是利用工作分析来审查构成工作的每个任务，然后根据影响任务完成的协调、协作和变化的水平来确定任务在哪里执行得最好。一旦确定，就可以评估哪些任务应该在办公室完成，哪些任务可以远程完成。

引用次数: 0

Playing your cards wisely: Strategy implementation through the three processes of pivoting 明智地打牌：通过三个转轴过程来实施战略

IF 2.5 4区管理学 Q2 BUSINESS

Organizational Dynamics

Pub Date : 2025-05-26 DOI: 10.1016/j.orgdyn.2025.101159

Hugh M. O’Neill , Patia J. McGrath

Established organizations may face the pressing need to pivot to new strategies in response to competitive pressures, disruptive technological changes, or their own declining performance. Yet, success rates in implementing strategic pivots are alarmingly low, due in large part to the significant challenges and complexities firms face internally when enacting their new strategies. These difficulties arise within the organization due to disparate levels of acceptance of the new strategy and a lack of understanding of the differentiated impacts of the change throughout the organization. To help firms surmount these challenges, we present a three-component process model for strategic pivot implementation that is anchored in the concept of matching the pace of learning within the pivoting organization to the pace of change in the external environment. If firms act early enough in the process, they may be able to improve chances for the success of their planned pivots by pacing, shaping, and nudging their implementation efforts. If change leaders detect a mismatch between the firm’s learning rate and the environment’s pace of change, re-pivoting to a different strategic option may be necessary.

已建立的组织可能面临迫切需要转向新的战略，以应对竞争压力，破坏性的技术变革，或他们自己的业绩下降。然而，实施战略支点的成功率低得惊人，这在很大程度上是由于公司在制定新战略时面临的重大挑战和内部复杂性。这些困难出现在组织内部，是由于对新战略的接受程度不同，以及缺乏对整个组织中变化的不同影响的理解。为了帮助企业克服这些挑战，我们提出了一个战略支点实施的三组件流程模型，该模型以将支点组织内的学习速度与外部环境变化速度相匹配的概念为基础。如果公司在这个过程中足够早地采取行动，他们可能能够通过调整、塑造和推动实施工作来提高其计划枢纽成功的机会。如果变革领导者发现公司的学习率与环境的变化速度不匹配，那么重新转向不同的战略选择可能是必要的。

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引用次数: 0

Recruit to rise and retain: The CORE–2π framework for successful and sustainable talent acquisition 招聘提升和保留：成功和可持续的人才获取的CORE-2π框架

IF 2.5 4区管理学 Q2 BUSINESS

Organizational Dynamics

Pub Date : 2025-05-24 DOI: 10.1016/j.orgdyn.2025.101160

Ambika Prasad Choubey, Amit Kumar Agrawal

Organizations leave no stone unturned to recruit and retain high–performing talent. However, even when these recruitments appear successful on surface, they often don’t yield the ideal outcome. This becomes a point to ponder as to why these seemingly great hires fail – and how to fix it? To address this persistent challenge, this article proposes the CORE–2π framework for successful and sustainable talent acquisition process. It is grounded in well–established P–J Fit, P–O Fit, and JD–R theory. Presently these theories are applied in isolation and at different stages of employee professional lifecycle. The CORE–2π framework integrates them and offers a sustainable hiring where selected employees are not only productive and engaged but also resilient and retained. The article provides a practitioner–friendly CORE–2π matrix for candidates’ evaluation. It also offers actionable insights for HR leaders to improve recruitment quality and sustainability.

组织会不遗余力地招募和留住高绩效人才。然而，即使这些招聘在表面上看起来很成功，它们通常也不会产生理想的结果。这是一个值得思考的问题：为什么这些看似伟大的招聘会失败，以及如何解决这个问题？为了解决这一持续的挑战，本文提出了成功和可持续人才获取过程的CORE-2π框架。它建立在完善的P-J契合、P-O契合和JD-R理论的基础上。目前，这些理论都是孤立地应用于员工职业生命周期的不同阶段。CORE-2π框架将它们整合在一起，并提供可持续的招聘方式，其中选定的员工不仅具有生产力和敬业度，而且具有弹性和保留率。本文提供了一个对从业者友好的CORE-2π矩阵，用于候选人的评估。它还为人力资源领导者提供了可操作的见解，以提高招聘质量和可持续性。

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