Organizational Dynamics最新文献

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Implementing strategic initiatives in MNE subsidiaries: Contrasting the path-dependency and effectuation approaches 跨国公司子公司战略举措的实施：路径依赖与实施方法的对比

IF 2.5 4区管理学 Q2 BUSINESS

Organizational Dynamics

Pub Date : 2025-05-23 DOI: 10.1016/j.orgdyn.2025.101158

Alain Verbeke , Wenlong Yuan

Radical shifts in the macro-level environment, such as the fast digitalization of the economy and the imposed reconfiguration of global value chains (for instance because of global decoupling), have created new challenges for multinational enterprise (MNE) subsidiary managers. Radical shifts in the environment can have major implications for a subsidiary’s activities in the MNE’s value chain, and for its distinct underlying competences and role in the MNE network. What are the optimal subsidiary strategic responses, in the form of new investment initiatives, to radical shifts in the environment? We examine the implications of adopting a path-dependency versus an effectuation approach to guide subsidiary managers in responding to radical, exogenous shifts. We describe the path-dependency view on Patterns of subsidiary evolution. We then suggest that an effectuation approach can be useful to subsidiary managers facing radical environmental change, especially when enacting and implementing pattern-breaking investment initiatives, whereby they should attempt to broaden the range of reasonably possible options available to them and engage in experimentation.

宏观层面环境的急剧变化，如经济的快速数字化和全球价值链的强制重新配置（例如由于全球脱钩），给跨国企业（MNE）子公司经理带来了新的挑战。环境的剧烈变化可能会对子公司在跨国公司价值链中的活动，以及子公司在跨国公司网络中独特的潜在能力和角色产生重大影响。以新投资计划的形式，对环境的急剧变化，最优的附属战略反应是什么？我们研究了采用路径依赖与有效性方法来指导子公司经理应对激进的外生转变的影响。我们描述了从属进化模式的路径依赖观点。然后，我们建议，对于面临剧烈环境变化的子公司经理，特别是在制定和实施打破模式的投资举措时，实施方法可能是有用的，因此，他们应该尝试扩大可供他们使用的合理可能选择的范围，并进行实验。

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引用次数: 0

Demonstrating the importance of the strategy implementation process to an entire organization 展示战略实施过程对整个组织的重要性

IF 2.5 4区管理学 Q2 BUSINESS

Organizational Dynamics

Pub Date : 2025-04-17 DOI: 10.1016/j.orgdyn.2025.101153

W. Glenn Rowe , Sergii Nevmerzhytskyi

This article argues that the essence of strategy implementation is internal alignment among several key areas. The CEO and the senior leadership team must formulate a strategy based on thorough analyses of the macro-environment, the industry structure, and the industry value chain. Once a recommended strategy is developed, the strategy needs to be evaluated in light of the firm’s structure, controls, and rewards. Equally important is to ensure that the organizational culture supports the proposed strategy and that the appropriate leadership is in place. Then, the resources and capabilities using the internal value chain analysis need to be examined to see if each element supports the strategy. Further, the strategy has to meet the test of management preferences. Finally, the senior leadership needs to assess whether the strategy provides the guidance needed for managers and employees to make decisions on a day-to-day basis.

本文认为，战略实施的实质是几个关键领域之间的内部协调。CEO和高层领导团队必须在深入分析宏观环境、行业结构和行业价值链的基础上制定战略。一旦制定了推荐的战略，就需要根据公司的结构、控制和奖励来评估该战略。同样重要的是确保组织文化支持所提议的战略，并确保适当的领导到位。然后，需要检查使用内部价值链分析的资源和能力，以查看每个元素是否支持该战略。此外，战略必须满足管理偏好的考验。最后，高层领导需要评估战略是否为管理者和员工提供了日常决策所需的指导。

引用次数: 0

Need greater adaptability in the workforce? Foster contextual agility competencies 劳动力需要更强的适应性？培养情境敏捷能力

IF 2.5 4区管理学 Q2 BUSINESS

Organizational Dynamics

Pub Date : 2025-04-15 DOI: 10.1016/j.orgdyn.2025.101154

Paula Caligiuri

In today’s dynamic global marketplace, organizations face relentless change and uncertainty. Navigating market disruptions, technological advancements, and cultural diversity demands a workforce equipped with the right competencies to thrive in dynamic environments. Building an agile talent pipeline requires organizations to develop six key competencies in their employees: tolerance of ambiguity, curiosity, resilience, humility, relationship-building, and perspective-taking. This article explores how these competencies shape decision-making, innovation, collaboration, and leadership in complex and uncertain contexts. It also offers practical strategies for leaders to cultivate these critical skills within their organizations. Companies that successfully foster and apply these competencies will position themselves for sustainable success in an ever-evolving future.

在当今充满活力的全球市场中，组织面临着无情的变化和不确定性。应对市场动荡、技术进步和文化多样性，需要具备在动态环境中茁壮成长的适当能力的劳动力。建立敏捷人才管道要求组织培养员工的六项关键能力：容忍模棱两可、好奇心、适应力、谦逊、建立关系和换位思考。本文探讨了这些能力如何在复杂和不确定的环境中塑造决策、创新、协作和领导。它还为领导者提供了在组织内培养这些关键技能的实用策略。成功培养和应用这些能力的公司将在不断发展的未来中获得可持续的成功。

引用次数: 0

Perfection is the enemy of progress 完美是进步的敌人

IF 2.5 4区管理学 Q2 BUSINESS

Organizational Dynamics

Pub Date : 2025-04-10 DOI: 10.1016/j.orgdyn.2025.101152

Craig L. Pearce , Christina L. Wassenaar

People that push for perfection often harm progress. In their effort to create the perfect output, they often fail to deliver important results. A perfectionism orientation is particularly bad for managers. Such an orientation can suck the lifeblood out of organizations. Nonetheless, people that push for perfection are all around us, especially in bureaucratic cost centers, where the forms and processes that are foisted onto the productive, customer-focused people are generated. Perfectionism encourages skill at creating a labyrinth of processes and procedures, and expertise in “petty perfectionism”. Over emphasis on perfection can destroy motivation, stifle progress, lower productivity, and drain resources from productive work. With all of that said, perfectionism can contribute to organizational success, but striving for perfection must be circumscribed and put in the service of progress. True leaders know that progress, not perfection, is the appropriate target for the health of the organization. Short term progress, coupled with long term perfection-striving, is what keeps the wheels of the organization turning.

追求完美的人往往会损害进步。在他们努力创造完美的输出时，他们经常无法交付重要的结果。完美主义倾向对管理者尤其不利。这样的导向会吸干组织的命脉。尽管如此，我们周围到处都是追求完美的人，尤其是在官僚成本中心，在那里，形式和流程被强加给生产效率高、以客户为中心的人。完美主义鼓励创造迷宫般的过程和程序的技能，以及“小完美主义”的专业知识。过分强调完美会破坏动力，扼杀进步，降低生产力，并从富有成效的工作中消耗资源。综上所述，完美主义可以促进组织的成功，但追求完美必须受到限制，并为进步服务。真正的领导者知道，进步，而不是完美，才是组织健康发展的合适目标。短期的进步，加上长期的追求完美，是组织的车轮不断转动的动力。

引用次数: 0

Unlocking Protean Talent: A game changer for organizations 解锁千变万化的人才：组织的游戏规则改变者

IF 2.5 4区管理学 Q2 BUSINESS

Organizational Dynamics

Pub Date : 2025-04-02 DOI: 10.1016/j.orgdyn.2025.101151

Nishtha Roy

Protean talented individuals (PTIs) are those individuals who take charge of their own careers. They are characterized by their self-directed, adaptable, and value-driven career approaches, which are becoming increasingly common in today’s organizations. While protean talent offers unique advantages, such as enhanced innovation, resilience, and commitment, it also poses challenges that can impact organizational stability and performance if not effectively managed. In this article, I explore the significance of identifying and managing protean talent within organizations, highlighting key factors that influence their motivations, behaviors, and satisfaction, along with the implications for organizational goals. Additionally, I provide strategic recommendations to help organizations cultivate a culture that aligns PTIs’ aspirations with the organization, maximizing their positive impact and minimizing potential downsides such as turnover and disengagement. My aim is to offer practical insights into the essential strategies for engaging and retaining protean talent in an evolving workforce.

千变万化的人才（pti）是那些对自己的职业生涯负责的人。他们的特点是自我导向、适应性强和价值驱动的职业道路，这在今天的组织中变得越来越普遍。虽然多样化的人才提供了独特的优势，如增强的创新、弹性和承诺，但如果管理不善，也会带来挑战，影响组织的稳定性和绩效。在这篇文章中，我探讨了在组织中识别和管理多样化人才的重要性，强调了影响他们的动机、行为和满意度的关键因素，以及对组织目标的影响。此外，我还提供了战略建议，以帮助组织培养一种使pti的愿望与组织保持一致的文化，最大限度地发挥其积极影响，并最大限度地减少潜在的负面影响，如人员流动和离职。我的目标是为在不断发展的劳动力中吸引和留住多变人才的基本策略提供实用的见解。

引用次数: 0

Becoming an existential leader: A leadership toolkit for existential thinking 成为一个存在主义的领导者：一个存在主义思维的领导工具包

IF 2.5 4区管理学 Q2 BUSINESS

Organizational Dynamics

Pub Date : 2025-04-02 DOI: 10.1016/j.orgdyn.2025.101150

Sai Bhargavi Vedula

In the wake of the pandemic’s upheaval and amplified by swift technological strides, organizations have undergone a profound transformation —one that demands leadership approaches capable of addressing deep-seated human concerns. By focusing on the core existential workplace challenges of mortality, uncertainty, freedom, responsibility, authenticity, and belonging, this article introduces the concept of “existential leadership.” By engaging with these fundamental aspects of the human experience, existential leadership offers a more human-centred approach for navigating the complexities of modern organisational life with greater depth, resilience, and meaning in an era of unprecedented change. Drawing from key existential themes, this article equips leaders with practical tools and reflective prompts which guide them in addressing existential concerns at work, including fostering innovation through autonomy, creating inclusive cultures of belonging, and embedding authenticity and meaning in leadership practices. By embracing existential leadership, managers can transcend transactional approaches, nurturing workplaces that honour human existential givens and fulfil both their own and their employees' intrinsic desire for purpose. This framework redefines leadership as a deeply reflective and relational practice, empowering organisations to thrive amidst uncertainty while supporting the holistic growth of leaders and their teams.

在大流行的动荡和迅速的技术进步的推动下，各组织经历了一场深刻的变革，这需要能够解决人类深层次关切的领导方法。通过关注职场中存在主义的核心挑战，如死亡、不确定性、自由、责任、真实性和归属感，本文引入了“存在主义领导”的概念。通过研究人类经验的这些基本方面，存在主义领导力提供了一种更以人为本的方法，可以在一个前所未有的变革时代以更深入、更有弹性和更有意义的方式驾驭现代组织生活的复杂性。从关键的存在主义主题出发，本文为领导者提供了实用工具和反思提示，指导他们解决工作中的存在主义问题，包括通过自主培养创新，创造包容性的归属感文化，以及在领导实践中嵌入真实性和意义。通过接受存在主义领导，管理者可以超越交易型方法，培育尊重人类存在主义的工作场所，同时满足他们自己和员工对目标的内在渴望。该框架将领导力重新定义为一种深刻反思和关系实践，使组织能够在不确定性中茁壮成长，同时支持领导者及其团队的整体成长。

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引用次数: 0

The invisible workforce: How can organizations leverage immigrant talent? 隐形劳动力：组织如何利用移民人才？

IF 2.5 4区管理学 Q2 BUSINESS

Organizational Dynamics

Pub Date : 2025-04-02 DOI: 10.1016/j.orgdyn.2025.101148

Mila Lazarova , Cagdas Kilic , Stacey Fitzsimmons

引用次数: 0

Global talent unleashed: Navigating the promise and pitfalls of technology 释放全球人才：驾驭技术的希望和陷阱

IF 2.5 4区管理学 Q2 BUSINESS

Organizational Dynamics

Pub Date : 2025-03-31 DOI: 10.1016/j.orgdyn.2025.101147

Dana Minbaeva

This article explores the transformative impact of technology on global talent management. It examines how these advancements are revolutionizing the identification, recruitment, and development of talent across borders, reshaping traditional practices. While emphasizing the immense potential of technology to enhance efficiency and innovation, the article also critically addresses the risks it poses, including biases, ethical dilemmas, and challenges to trust. To support practitioners, we offer a practical checklist for HR functions to navigate the integration of technology and talent, equipping them to harness these tools effectively and responsibly.

本文探讨了技术对全球人才管理的变革性影响。它探讨了这些进步如何彻底改变跨境人才的识别、招聘和发展，重塑传统做法。在强调技术在提高效率和创新方面的巨大潜力的同时，这篇文章也批判性地讨论了它带来的风险，包括偏见、道德困境和对信任的挑战。为了支持从业者，我们为人力资源部门提供了一份实用的清单，以指导技术和人才的整合，使他们能够有效地、负责任地利用这些工具。

引用次数: 0

New CEOs in corporate turnaround situations 公司转型形势下的新ceo

IF 2.5 4区管理学 Q2 BUSINESS

Organizational Dynamics

Pub Date : 2025-03-25 DOI: 10.1016/j.orgdyn.2025.101146

Chanchai Tangpong , Derek Lehmberg , Zonghui Li

New CEOs heading firms in crisis face unique challenges. The urgent need to turn around their firm requires these CEOs to make highly impactful strategic decisions early in their tenure, before they have been able to fully comprehend the company’s situation. Severe resource limitations and strong tensions amongst internal and external stakeholder groups further complicate matters. What can these new CEOs, early in their tenure, do to increase the chance of successfully turning around such firms? To answer this, we studied the strategic actions taken during new CEOs’ first year at turnaround companies and uncovered three important patterns. First, retrenchment strategies which reduced the complexity of the company’s business and organization were associated with the increased likelihood of successful turnaround. Second, reorientation strategies aimed at growing the business by expanding the firm’s business domain were no more effective at successfully tuning around the company than taking no strategic actions during new CEOs’ first year. Third, internal efficiency measures which left the organizational structure and business portfolio unchanged, including layoffs, did not affect the potential for successful turnaround. Overall, new CEOs in crisis firms may achieve better turnaround performance by adopting strategies which reduce the scope and complexity of the organization early in their tenure. Reorientation strategies, involving new market entry or acquisition, which seek to develop new business opportunities, also increase organizational complexity. Such strategies may not be advisable as early-year actions for new CEOs.

新上任的首席执行官领导的公司处于危机之中，面临着独特的挑战。扭转公司颓势的迫切需要，要求这些首席执行官在上任之初就做出极具影响力的战略决策，而不是在他们能够完全了解公司形势之前。严重的资源限制以及内部和外部利益相关者群体之间的强烈紧张关系使问题进一步复杂化。这些新ceo在上任之初能做些什么来增加成功扭转这些公司的机会呢？为了回答这个问题，我们研究了新ceo在转型公司的第一年所采取的战略行动，发现了三个重要的模式。首先，减少公司业务和组织复杂性的紧缩战略与成功转型的可能性增加有关。其次，旨在通过扩大公司业务领域来发展业务的重新定位战略，在成功调整公司方面并不比在新任首席执行官上任的第一年不采取任何战略行动更有效。第三，保持组织结构和业务组合不变的内部效率措施，包括裁员，并没有影响成功转型的潜力。总的来说，危机公司的新ceo可能会通过在任期早期采取减少组织范围和复杂性的策略来实现更好的扭亏为盈。重新定位战略，包括新的市场进入或收购，寻求开发新的商业机会，也增加了组织的复杂性。这些策略可能不适合作为新任首席执行官的年初行动。

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引用次数: 0

Global talent management in an age of disruption 颠覆时代的全球人才管理

IF 2.5 4区管理学 Q2 BUSINESS

Organizational Dynamics

Pub Date : 2025-03-24 DOI: 10.1016/j.orgdyn.2025.101149

Paul A.L. Evans , Vladimir Pucik , Günter K. Stahl , Ingmar Björkman

What principles should guide talent management in global organizations in our age of disruptive change? We briefly outline five trends affecting talent management, leading us then to present five guiding principles at the heart of a conceptual wheel: Profit with purpose at the core; building capabilities; navigating dualistic tensions; nurturing alignment and differentiation; and ensuring shared responsibility. The conclusion summarizes the implications: In this volatile age, global talent management must evolve towards purpose driven and capability focused people management, with an emphasis on skills rather than jobs.

在我们这个颠覆性变革的时代，全球性组织的人才管理应该遵循哪些原则？我们简要概述了影响人才管理的五大趋势，然后提出了五大指导原则：以目标为核心的利润；建筑功能;驾驭二元紧张关系；培育一致性和差异化；确保共同承担责任。结论总结了其含义：在这个动荡的时代，全球人才管理必须向目标驱动和能力聚焦的人才管理发展，强调技能而不是工作。

引用次数: 0

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Organizational Dynamics

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