Organizational Dynamics最新文献

英文中文

Global bias training reimagined: The GROW approach 重新构想的全球偏见训练：GROW方法

IF 2.5 4区管理学 Q2 BUSINESS

Organizational Dynamics

Pub Date : 2025-03-22 DOI: 10.1016/j.orgdyn.2025.101139

Liana M. Kreamer, Valerie Tuccillo Robbins-Roth, Richard L. Griffith, Lisa A. Steelman

In an increasingly interconnected world, organizations must prioritize creating inclusive environments that support diverse perspectives. Despite substantial financial investments in diversity, equity, and inclusion (DEI) initiatives, current bias training programs yield minimal results and can even exacerbate biases. To address these shortcomings, we propose the GROW model—a four-component iterative strategy designed to enhance global bias training. The GROW model includes: Grasping individual differences by recognizing and valuing diverse backgrounds; Reforming habits by breaking the cycle of biased responses through cognitive restructuring; Optimizing distinctiveness by balancing the need for belonging and individuality; and attaining Wisdom through applied learning by applying experiential techniques to practice inclusive behaviors. We explore each component in detail, demonstrating how they can be implemented within global organizations. We then provide an example of a practical application of the GROW approach. By adopting the GROW model, organizations can move beyond ineffective bias training to create actionable and sustainable strategies for enhancing DEI efforts.

在一个日益相互联系的世界中，组织必须优先创造支持不同观点的包容性环境。尽管在多样性、公平和包容（DEI）倡议方面投入了大量资金，但目前的偏见培训项目收效甚微，甚至可能加剧偏见。为了解决这些缺点，我们提出了GROW模型——一种旨在增强全局偏差训练的四分量迭代策略。GROW模型包括：通过识别和重视不同的背景来把握个体差异；通过认知重组打破偏见反应的循环，从而改变习惯；通过平衡归属感和个性需求来优化独特性；并通过应用经验技巧来实践包容性行为，从而通过应用学习获得智慧。我们将详细探讨每个组件，演示如何在全球组织中实现它们。然后，我们提供一个GROW方法的实际应用示例。通过采用GROW模型，组织可以超越无效的偏见培训，为加强DEI工作创建可操作和可持续的战略。

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引用次数: 0

Workforce analytics in multinational corporations 跨国公司的劳动力分析

IF 2.5 4区管理学 Q2 BUSINESS

Organizational Dynamics

Pub Date : 2025-03-21 DOI: 10.1016/j.orgdyn.2025.101145

Mark A. Huselid , Dana Minbaeva , Martin R. Edwards , Alec Levenson

Workforce Analytics (WFA) offers a strategic lens to align talent investments with multinational corporations’ (MNCs) global objectives. Unlike traditional HR or people analytics, WFA focuses on the entire workforce, emphasizing that certain “A positions” disproportionately drive value creation. As MNCs grapple with cultural complexities, diverse markets, and evolving regulations, WFA transcends conventional data accumulation and reporting. The ACAI model (Ask, Collect, Analyze, Influence) grounds WFA in strategic inquiry, data relevance, rigorous analysis, and evidence-based decision-making. This holistic, iterative approach transforms WFA from a static toolkit into a dynamic capability that enables MNCs to anticipate challenges, leverage innovation, and sustain competitive advantage in a complex global landscape.

劳动力分析（WFA）提供了一个战略视角，使人才投资与跨国公司（MNCs）的全球目标保持一致。与传统的人力资源或人员分析不同，WFA关注整个劳动力，强调某些“A职位”不成比例地推动价值创造。随着跨国公司努力应对复杂的文化、多样化的市场和不断变化的法规，WFA超越了传统的数据积累和报告。ACAI模型（询问、收集、分析、影响）将WFA建立在战略探究、数据相关性、严格分析和基于证据的决策之上。这种整体的迭代方法将WFA从静态工具包转变为动态能力，使跨国公司能够预测挑战，利用创新，并在复杂的全球环境中保持竞争优势。

引用次数: 0

Authentic leadership across levels: Unlocking global potential 真正的跨层级领导：释放全球潜力

IF 2.5 4区管理学 Q2 BUSINESS

Organizational Dynamics

Pub Date : 2025-03-18 DOI: 10.1016/j.orgdyn.2025.101143

Dana H. Born , Marc Correa , Bill George

The complexities of today’s global landscape demand leaders who embody the principles of authenticity to create sustainable value across diverse cultural and organizational contexts. At its core, the concept of authentic leadership integrates personal values and purpose with organizational objectives and broader societal responsibilities, enabling leaders to navigate cultural diversity while remaining steadfast in their principles. This paper emphasizes how authenticity—anchored in self-awareness and alignment with core values—enhances leadership effectiveness at every level. It introduces actionable frameworks to scale authentic leadership at the interpersonal, team, and organizational levels, providing a holistic approach that highlights the vital interplay between self-congruence and cultural agility to establish a foundation for lasting, positive organizational outcomes.

当今全球格局的复杂性要求领导者体现真实性原则，在不同的文化和组织背景下创造可持续的价值。真正的领导理念的核心是将个人价值观和目的与组织目标和更广泛的社会责任相结合，使领导者能够在保持原则不变的情况下驾驭文化多样性。本文强调了真实性——基于自我意识和与核心价值观的一致性——如何在各个层面上提高领导力的有效性。它引入了可操作的框架来扩展人际、团队和组织层面的真实领导力，提供了一个整体的方法，突出了自我和谐和文化敏捷性之间的重要相互作用，为持久、积极的组织成果奠定了基础。

引用次数: 0

The barriers to global virtual team effectiveness: Expectations vs. reality 全球虚拟团队效率的障碍：期望与现实

IF 2.5 4区管理学 Q2 BUSINESS

Organizational Dynamics

Pub Date : 2025-03-13 DOI: 10.1016/j.orgdyn.2025.101144

Vas Taras

Global Virtual Teams (GVTs) have become a cornerstone of modern organizational collaboration, yet their effectiveness is often hindered by unexpected challenges. This study explores the gap between anticipated and actual obstacles faced by GVTs, drawing on insights from the X-Culture project, which involved over 100,000 participants in 20,000 teams across 70 countries. Contrary to popular belief, time zone differences, cultural diversity, and language barriers—frequently cited as primary challenges—proved less significant in practice. Instead, institutional differences, lack of informal communication, and competing project commitments emerged as the critical barriers to GVT success. The findings underscore the importance of shifting managerial focus from addressing “obvious suspects” to tackling deeper, less visible issues. Practical recommendations include fostering team cohesion through intentional informal interactions, aligning expectations across institutional contexts, and accommodating members’ competing responsibilities. By addressing these underlying challenges, managers can enhance trust, coordination, and overall team performance, unlocking the full potential of GVTs in today’s globalized workplace.

全球虚拟团队（gvt）已成为现代组织协作的基石，但其有效性经常受到意想不到的挑战的阻碍。这项研究探讨了gvt面临的预期障碍和实际障碍之间的差距，借鉴了X-Culture项目的见解，该项目涉及70个国家的20,000个团队的100,000多名参与者。与普遍的看法相反，时区差异、文化多样性和语言障碍——经常被认为是主要的挑战——在实践中被证明不那么重要。相反，制度上的差异、非正式沟通的缺乏以及相互竞争的项目承诺成为阻碍全球商品交易成功的关键障碍。研究结果强调了将管理重点从解决“明显的嫌疑”转移到解决更深层次、不太明显的问题的重要性。实用的建议包括通过有意的非正式互动来培养团队凝聚力，在机构背景下调整期望，以及适应成员的竞争性责任。通过解决这些潜在的挑战，管理者可以增强信任、协调和整体团队绩效，在当今全球化的工作场所释放gvt的全部潜力。

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引用次数: 0

Can global talent management be good for society? 全球人才管理对社会有好处吗？

IF 2.5 4区管理学 Q2 BUSINESS

Organizational Dynamics

Pub Date : 2025-03-12 DOI: 10.1016/j.orgdyn.2025.101142

Catherine E. Connelly , Helen De Cieri , Marion Festing , Eun Su Lee , Betina Szkudlarek

Current approaches to global talent management (GTM) tend to prioritize high-potential and high-performing employees and performance-focused goals realized inside organizational boundaries, with relatively little attention to societal impacts. We argue for an inclusive approach to GTM and focus on the social context for GTM and outcomes for society at large. We identify four types of GTM and draw direct links between GTM and social cohesion. Finally, we identify actionable recommendations for firms to implement in order to maximize the benefits of GTM and to reach beyond work settings to have a positive impact on the communities in which they operate.

当前的全球人才管理（GTM）倾向于优先考虑高潜力和高绩效的员工，以及在组织内部实现以绩效为重点的目标，而相对较少关注社会影响。我们主张对GTM采取包容性的方法，并关注GTM的社会背景和整个社会的结果。我们将GTM划分为四种类型，并得出GTM与社会凝聚力之间的直接联系。最后，我们确定了可行的建议，供公司实施，以最大限度地发挥GTM的效益，并超越工作环境，对其运营所在的社区产生积极影响。

引用次数: 0

Skills-first HR: a key enabler of future global strategy 技能优先的人力资源：未来全球战略的关键推动者

IF 2.5 4区管理学 Q2 BUSINESS

Organizational Dynamics

Pub Date : 2025-03-11 DOI: 10.1016/j.orgdyn.2025.101140

David G. Collings , John McMackin

Skills-first HR is an important emerging option for managing people in the volatile and challenging environment currently faced by organisations globally. Benefits of skills-first HR include greater internal mobility of employees, meaning that more vacancies are filled by current employees, who are generally more productive and less costly to recruit than external hires. We present a business case supporting the adoption of skills-first HR as a key enabler of future global strategy. Drawing on our extensive research we identify four essential building blocks for implementing skills-first HR and highlight critical success factors for enabling this change. While implementation challenges abound, the potential rewards for those successfully making this transition appear considerable in terms of sustainability of employment, empowerment of employees and even the viability of many organisations.

技能优先的人力资源管理是一个重要的新兴选择，在全球组织目前面临的动荡和充满挑战的环境中管理人员。技能优先的人力资源的好处包括员工更大的内部流动性，这意味着更多的空缺由现有员工填补，他们通常比外部招聘效率更高，招聘成本更低。我们提出了一个商业案例，支持将技能优先的人力资源作为未来全球战略的关键推动者。根据我们广泛的研究，我们确定了实施技能优先的人力资源的四个基本组成部分，并强调了实现这一变革的关键成功因素。虽然实施方面的挑战比比皆是，但从就业的可持续性、员工的赋权，甚至许多组织的生存能力来看，成功实现这一转变的潜在回报似乎相当可观。

引用次数: 0

Global talent in an era of disruption: rethinking strategy, leadership, and inclusion 颠覆时代的全球人才：重新思考战略、领导力和包容性

IF 2.5 4区管理学 Q2 BUSINESS

Organizational Dynamics

Pub Date : 2025-03-08 DOI: 10.1016/j.orgdyn.2025.101138

Paula Caligiuri

引用次数: 0

The influence of shareholder activism on global workforce practices 股东行动主义对全球劳动力实践的影响

IF 2.5 4区管理学 Q2 BUSINESS

Organizational Dynamics

Pub Date : 2025-03-08 DOI: 10.1016/j.orgdyn.2025.101141

Ruth V. Aguilera , Juan Alberto Aragón Correa , Maria Ruiz Castillo

The rising significance of knowledge as a driver of competitiveness has heightened investors' interests on managing workforce and developing talent strategies globally. In this article, we seek to examine the types of workforce-related demands activist shareholders are requesting from firms they are invested in and how firms are responding to these demands. We discuss whether shareholder activism can serve as a driving force to improve workforce practices as well as attract and retain top talent. Specifically, we examine shareholder proposals that focus on workforce practices such as overcoming employee discrimination, complying with international labor standards, improving health and safety practices, eradicating pay disparity, and developing fair executive compensation practices. Our analyses reveal that the most active shareholders advocating for workforce-related improvements are socially responsible investment funds, religious groups, and public pension funds. Although we find that most of these proposals are rejected in annual shareholder meetings, the evidence also suggest an executive preference for private negotiations, which sometimes leads to the withdrawal of proposals, rather than public shareholder voting. Furthermore, we explore how shareholders and other stakeholders are increasingly embracing investment strategies and corporate acquisitions as effective means to strengthen the talent pool within their organizational workforce. We advocate for the need to increase collaboration among shareholders, executives, and other stakeholders to foster meaningful and effective global workforce practices.

知识作为竞争力驱动因素的重要性日益上升，这提高了投资者对管理劳动力和制定全球人才战略的兴趣。在本文中，我们试图研究激进股东向他们投资的公司提出的与劳动力相关的要求类型，以及公司如何回应这些要求。我们将讨论股东行动主义是否可以作为改善劳动力实践以及吸引和留住顶尖人才的驱动力。具体而言，我们研究了股东的建议，这些建议侧重于劳动力实践，如克服员工歧视、遵守国际劳工标准、改善健康和安全实践、消除薪酬差距，以及制定公平的高管薪酬实践。我们的分析显示，倡导劳动力相关改善的最积极股东是社会责任投资基金、宗教团体和公共养老基金。尽管我们发现这些提案中的大多数在年度股东大会上被拒绝，但证据也表明，高管倾向于私下谈判，这有时会导致提案的撤回，而不是公开股东投票。此外，我们探讨了股东和其他利益相关者如何越来越多地接受投资策略和公司收购，作为加强其组织劳动力中的人才库的有效手段。我们提倡加强股东、高管和其他利益相关者之间的合作，以促进有意义和有效的全球劳动力实践。

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引用次数: 0

Building legacy through brand change: Insights from multigenerational family businesses 通过品牌变革建立遗产：来自多代家族企业的见解

IF 3.1 4区管理学 Q2 BUSINESS

Organizational Dynamics

Pub Date : 2025-03-01 DOI: 10.1016/j.orgdyn.2024.101078

Mei Wai Wong , Pisitta Vongswasdi

Brand change is an important but overlooked factor in enabling family businesses seeking to build legacy. Extensive research has focused on external aspects of brand change, with little attention to the internal dynamics, which can ultimately limit successful change to build legacy for family businesses. We conducted in-depth interviews with four multinational family businesses whose brand change journeys have passed through different generations and covered multiple industries. We uncovered different brand change elements, which form layers of “Outside” and “Inside” brand change. These findings provide further insights into where a family business is in relation to its brand change journey and how to navigate brand change to build family business legacy.

在让家族企业寻求传承的过程中，品牌变革是一个重要但被忽视的因素。广泛的研究集中在品牌变革的外部方面，很少关注内部动力，这最终会限制成功的变革，为家族企业创造遗产。我们对四家跨国家族企业进行了深度访谈，他们的品牌变革经历了不同的世代，涵盖了多个行业。我们发现了不同的品牌变化元素，形成了“外在”和“内在”的品牌变化层次。这些发现为家族企业在品牌变革过程中所处的位置以及如何驾驭品牌变革以建立家族企业遗产提供了进一步的见解。

引用次数: 0

Trio of human, old and new copilots: Collaborative accountability of human, manuals/standards, and artificial intelligence (AI) 人类、老飞行员和新飞行员三位一体：人力、手册/标准和人工智能（AI）的协同问责

IF 3.1 4区管理学 Q2 BUSINESS

Organizational Dynamics

Pub Date : 2025-03-01 DOI: 10.1016/j.orgdyn.2024.101090

Junesoo Lee , Duk-Jo Kong , Taejun Lee

Humans have developed and employed manuals to systematically organize, standardize, and transfer knowledge for decision-making in organizations. These manuals and standards have served as a "conventional copilot" for humans’ intellectual activities, taking the form of collected references or operational procedures. Recently, artificial intelligence (AI) has emerged as a "novel copilot" that aids humans in organizations. Given the two non-human supports, this article aims to redefine the relational dynamics among the trio (human, manuals/standards, and AI). It analyzes and suggests that, rather than the new copilot (AI) making the old one (manuals/standards) obsolete, the trio needs to collaborate and complement one another to sustain accountabilities in terms of contingency, competence, and stewardship.

人类制定并使用手册来系统地组织、规范和传递知识，以便在组织中进行决策。这些手册和标准以收集参考资料或操作程序的形式，成为人类智力活动的 "传统副驾驶"。最近，人工智能（AI）作为 "新型副驾驶 "出现，在组织中为人类提供帮助。鉴于这两种非人类支持，本文旨在重新定义三者（人类、手册/标准和人工智能）之间的关系动态。文章分析并提出，与其说新的副驾驶（人工智能）使旧的副驾驶（手册/标准）过时，不如说三者需要相互协作、相互补充，以维持在应急、能力和管理方面的责任。

引用次数: 0

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Organizational Dynamics

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