Organizational Dynamics最新文献

In this research, the prevailing issue of cyberbullying within global virtual teams (GVTs) is investigated through the lens of two qualitative studies. The research highlights key antecedents and causes of cyberbullying and underscores the importance of deterrent factors, including organizational policies, team cultures, leadership styles, and peer support. The role of Information and Communication Technologies (ICTs) in these dynamics is scrutinized, along with the challenges introduced by team diversity. Despite existing measures and policies, the study emphasizes the need for a proactive and comprehensive strategy focusing on preventing cyberbullying instead of merely addressing its after-effects. It further suggests several preventive measures for organizations and leaders to effectively tackle cyberbullying. These include implementing culturally sensitive ethical training, enforcing robust organizational policies, and fostering leadership that appreciates and upholds diversity, thus contributing to a safer, respectful, and inclusive virtual working environment.

This paper examines the dilemma of having to perform a resource-intensive task under conditions of resource depletion. Drawing from data on resource-depleting tasks in multiple contexts, we document three distinct forms of self-management (equipping, conserving, and restoring the self) that individuals use across three distinct phases of the task (preparation, execution, transition) to manage psychological resources, and we detail the particular practices used to serve each of these core resource management functions. We offer a series of practical suggestions for organizations to help employees manage these psychologically difficult tasks.

Despite growing interest in the effect of office design on organizational outcomes, we know relatively little about how physical space influences the formation of identity in the workplace. Borrowing from environmental psychology, we employ the concept of place identity, i.e., self-esteem and distinctiveness derived from one’s physical setting, to explore the interplay between the places in which people work and how they describe their work experiences. In this paper, we describe how the process of introducing a new space to workers can enhance the swift formation of place identity, ultimately leading to enhanced collaboration, work engagement, and organizational commitment. We illuminate that while the physical design of office space matters, equally, if not more important, are the social conditions leaders cultivate within the space. Specifically, understanding the vision for a new office design, having leaders who model and convey a positive attitude about the space, and feeling empowered to adapt the space to meet one’s needs upon move-in can positively impact how workers frame their identity in connection to their workplace. We build on these ideas by providing a set of best practices that leaders can use to support the formation of place identity and conclude by considering the implications of place identity for the hybrid and virtual workplace.

Leadership involves learning to face new and more challenging goals, but past success can result in developing counterproductive attitudes toward learning. Four counterproductive attitudes that often arise from past success include overconfidence, expectations of top performance, belief in consistent and predictable progress, and overvaluing the role of mental toughness. We propose five strategies to help leaders overcome these counterproductive attitudes that we call learning routines: 1) generating positive emotions when facing new challenges, 2) seeking creative solutions to problems, 3) believing you can learn in the face of frustration, challenge, and setbacks, 4) approaching new problems with flexibility, and 5) seeking feedback, coaching, and developmental opportunities. Research and theory-based approaches are proposed for cultivating these five routines to support leadership development and practice.

Business model innovation—designing new business models—is a complex and multifaceted activity. Business model design teams frequently brainstorm long lists of potential ideas and are then left with the challenge of culling the list to a manageable set to pursue further. Drawing from the strategy, business model, entrepreneurship, and innovation literatures, we develop a screening framework that facilitates the practical evaluation of business models. Our approach consolidates and extends the previously mentioned approaches through a careful analysis that results in eleven strategic lenses—which can help managers more robustly assess the strengths and weaknesses of potential business model ideas. We provide specific questions that will aid teams in rating the degree to which each strategic lens is fulfilled by their business model ideas. Further, we present three different process methodologies to match the time investment and analysis robustness desired by specific organizations. Overall, our strategic business model assessment framework, which we call the Bullseye Framework, provides a structure and process for practical and comprehensive business model idea screening.

Rejection in the workplace is a ubiquitous and often harmful experience that can impact professionals at any stage of their career. Rejection directly affects individuals, by producing negative outcomes such as burnout, stress, and negative moods. In turn, impacting important organizational outcomes, such as productivity and employee turnover. Hence, learning to handle rejection’s consequences in a way that points individuals and organizations toward growth is of great salience for the modern workforce. In this paper, we discuss four evidence-based approaches to handling rejection at work (mindfulness, growth mindset, emotional regulation, and the efficacious delivery of rejection) and then provide practical advice to managers in applying the extant research to hamper the negative effects of rejection at work.

Artificial intelligence (AI) is becoming an indispensable part of both individual and organizational affairs, in terms of both rhetoric and practices. However, many people who want to (and need to) work with AI may find the advent of this technology overwhelming, as they are not well prepared to do so. This paper aims to address organizational preparedness in the era of AI by introducing two major agendas of AI. Firstly, as a diagnosis of AI-related sentiments that inhibit working with AI, four types of "AI-phobia" are presented: AI-literacy, AI-substitutability, AI-accountability, and AI-implementability. Secondly, the paper outlines methods to address and overcome AI-phobia and effectively work with AI, by presenting a journey map that offers a systematic checklist for AI-related communication and decision-making in organizations.

Growing numbers of people seek “something more” from their jobs. They want to do something meaningful at work and be part of a company that cares for society. How to engage them? Shift from simply meeting employees’ needs to affirming and enriching their identities. This paper presents a rationale for this shift and illustrates how employers can engage employees by focusing on their: 1) personal identity, 2) social identity (gender, race, ethnicity, and sexual orientation), 3) roles (at work, home, and in life) and 4) life purposes – their sense of self and place in the larger world that they live in.