Organizational Dynamics最新文献

In early 2019, the Notre Dame de Paris cathedral was nearly destroyed by a fire. Unlike major disasters such as the Challenger and Columbia space shuttle explosions for instance, the fire at Notre Dame de Paris has never been thoroughly analyzed. Thus, many people still believe that it was entirely due to errors made by frontline workers. This study suggests that it actually resulted from the combination of various types of errors. It also argues that it was a predictable surprise, which is a disastrous event that could have been anticipated. Finally, it introduces a four-step playbook that can help leaders and organizations avoid predictable surprises.

In recent year, some scholars develop a new construct that they term “international digital competence” (IDC). A case study approach was used to analyze secondary data through the lens of internationalization strategies, dynamic capabilities, and platform management strategies. Four game platform companies were studied: Tencent Games, NetEase Games, Gamania, and WanIn International. The findings reveal that with abundant financial support and excellent talent teams, these companies leverage commercial development and strategic planning as dynamic capabilities, and adopt the strategy of mergers and acquisitions, or strategic alliances to enter the international market. Moreover, through novel commodity management thinking and cross-domain integration means, game platform companies leverage commodity IP operation and brand promotion as dynamic capabilities, and utilize existing IPs of major international game producers or develop their own exclusive IPs to promote their products in international markets.

This paper describes how leaders (managers or supervisors) can provide more motivating feedback, and team members (employees or subordinates) can absorb and use that feedback to improve their performance. This is based on an understanding of attachment styles of leaders and team members, high-quality listening, psychological safety, and effective feedback. We begin by describing how attachment styles influence listening during feedback discussions. Next, we explore the benefits of high-quality listening—how it develops psychological safety for both leaders and team members and how they can learn to be better listeners. Furthermore, we describe how psychologically safe feedback discussions that arise from a secure attachment style and high-quality listening create stronger leader-member relations. We conclude with guidelines for recognizing ones attachment style, developing listening skills, and making feedback discussions more constructive.

Initial evidence shows that compressed workweeks offer significant value to organizations and their employees. However, little guidance is available on how best to implement these practices. In this paper, we evaluate the evidence on the efficacy of compressed workweeks, present a case study of an organization that implemented compressed workweeks, and discuss best practices for organizations seek to implement this practice.

This paper seeks to provide insight into the link between CEO hubris and heuristics. It presents a review of academic literature pertaining to personality, hubris and heuristics, and a review of these domains leads to the development of a conceptual model that allows for a better understanding of the relationship between these constructs. The theoretical part of the paper is followed by short case studies on four CEOs (Steve Jobs, Howard Schultz, Elon Musk, Jamie Dimon) that help to illustrate how CEO’s personality, hubris and heuristics can contribute to sub-optimal decision-making and, therefore, adverse organizational outcomes. Overall, this paper contributes to management literature by establishing a clear link between personality, hubris and heuristics. In addition, the paper’s practical implications allow mitigation against mis-judged heuristics and hubris fueled decisions in organizations.

Expectations for where and when work should take place changed radically for workers through the COVID-19 global pandemic. Now that COVID-19 no longer poses a significant safety threat for the typical worker, executives at many organizations are now expecting their employees to return to the office. The issues seem to revolve around perceived barriers to culture, collaboration, and innovation when employees are not present together in the office. Yet, many employees strongly resist a return to the office. They have experienced well-being, productivity, and autonomy benefits from a remote and hybrid work arrangement. Rigid return to office rules feel outdated, manipulative, and controlling to many employees. In the current article we explore expert opinion on the issues of culture, collaboration, and innovation. Specifically, we ask whether a return to office will improve these aspects of organizational functioning and we outline evidence that leads us to provide an answer these questions. Executives and managers may find these expert opinions useful in their consideration of workplace policies and guidelines for the use of remote, hybrid, and in office work arrangements in their organizations.

According to the ever-changing organizational environment, we also adopt an ever-expanding HRD in contents and scope. Focusing on the drivers of the recent HRD reforms, the growing demand for organizational agility and holistic capabilities of human resources is driving the need for change, and the pandemic crisis is pushing the revolutionary changes of HRD. Such trends of the expanded HRD can be characterized as a ‘march toward Omni-learning’. In specific, there are at least four noticeable and intertwined waves of HRD reforms toward Omni-learning: (1) embracing holistic capabilities such as benchmarking, modeling, forecasting, and backcasting (BMFB); (2) integrating working and learning by promoting on-the-job learning (OJL), on-the-life learning (OLL), and on-the-life training (OLT); (3) standardizing communication tools such as LMF (logic tree; multi-dimensional matrix/map; flowchart) and EEOSP (everything/everyone on the same page); and (4) diversifying communication space-time across diverse places (close; remote) and times (synchronized; a-synchronized). And all the HRD waves are commonly facilitated and promoted by technological breakthroughs of artificial intelligence (AI) and the metaverse. Beyond the current innovations of HRD, no one would be certain about the answer to the question “What’s next?”. But what is certain is that HRD will continue to be deepened and widened as long as human resources are needed to respond to the ever-changing organizational environment.