Organizational Dynamics最新文献

英文中文

Digitalized opportunity space and managerial archetypes: An opportunity-centric perspective on digital innovation and transformation 数字化机会空间与管理原型：以机会为中心的数字化创新与转型视角

IF 3.1 4区管理学 Q2 BUSINESS

Organizational Dynamics

Pub Date : 2025-03-01 DOI: 10.1016/j.orgdyn.2024.101075

Hong Hou, Hao Ma

As proliferating digital literature ignores how digital opportunities are generated in the first place, digital innovation and transformation can be ontologically ungrounded. To fill this gap, following a realist perspective of entrepreneurship, this article examines digital opportunities as profit propensities afforded by a digitalized environment, while treating digital innovation and transformation as the actualization process. To elaborate, first, we coin Digitalized Opportunity Space (DOS) to describe the digitalized environment as a critical intersection of four spaces - resource, utility, digital, and institutional- that muster conditions without which digital opportunities cannot be actualized. Second, we develop four managerial archetypes - resource orchestrators, utility integrators, digital evangelists, and institutional realists- who tend to recognize digital opportunities based on their organizational location and thereby endorse different digital innovations. Third, to facilitate a systemic and balanced approach to digital transformation, we recommend group-level heuristics - the generic density perspective, the ecosystem view of the firm, multi-dimensional network effects, and disciplined imagination- which restore totality from partiality. Taken together, the DOS framework (of opportunity generation), the managerial archetypes (of opportunity recognition), and the group-level heuristics (of opportunity actualization) constitute the opportunity-centric (vs technology-centric or organization-centric) perspective on digital innovation and transformation, thereby materializing the connection between digital literature and entrepreneurship.

由于激增的数字文献首先忽视了数字机会是如何产生的，数字创新和转型可能在本体论上没有根据。为了填补这一空白，本文遵循企业家精神的现实主义视角，将数字机会视为数字化环境提供的利润倾向，同时将数字创新和转型视为实现过程。首先，我们创造了数字化机会空间（DOS），将数字化环境描述为四个空间（资源、公用事业、数字和机构）的关键交叉点，没有这些空间，数字化机会就无法实现。其次，我们开发了四种管理原型——资源协调者、公用事业整合者、数字布道者和制度现实主义者——他们倾向于根据自己的组织位置识别数字机会，从而支持不同的数字创新。第三，为了促进系统和平衡的数字化转型方法，我们推荐群体层面的启发式方法——一般密度视角、企业生态系统视角、多维网络效应和有纪律的想象力——这些方法可以从偏见中恢复整体。总的来说，DOS框架（机会生成）、管理原型（机会识别）和群体层次的启发式（机会实现）构成了以机会为中心（相对于以技术为中心或以组织为中心）的数字创新和转型视角，从而实现了数字文学与企业家精神之间的联系。

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引用次数: 0

Overcoming team challenges in project management: The scrum framework 克服项目管理中的团队挑战：Scrum框架

IF 3.1 4区管理学 Q2 BUSINESS

Organizational Dynamics

Pub Date : 2025-03-01 DOI: 10.1016/j.orgdyn.2024.101073

Diane A. Lawong, Oluwafemi Akanfe

This paper delves into how teams in organizations can achieve success in project management. We compare the traditional Waterfall approach used by teams in project management to the Agile framework and provide data supporting the success rates of the different approaches to project management. Based on the data supporting the success of Scrum (an Agile framework), we explain what Scrum is and how it works. We discuss the modern complexities that management and leadership are challenged with when it comes to the execution of their projects and how the application of Scrum provides relevant, practical, sustainable, and valuable solutions. We also discuss common stressors that teams encounter and how the application of Scrum provides coping strategies for teams.

本文深入研究了组织中的团队如何在项目管理中取得成功。我们比较了团队在项目管理中使用的传统瀑布方法和敏捷框架，并提供了支持不同项目管理方法成功率的数据。基于支持Scrum（一种敏捷框架）成功的数据，我们解释了Scrum是什么以及它是如何工作的。我们讨论了管理和领导在执行项目时所面临的现代复杂性，以及Scrum的应用如何提供相关的、实用的、可持续的和有价值的解决方案。我们还讨论了团队遇到的常见压力源，以及Scrum的应用如何为团队提供应对策略。

引用次数: 0

How organizations can benefit from volatility: The promise of antifragility and some cautionary notes 组织如何从波动性中受益：反脆弱性的承诺和一些注意事项

IF 3.1 4区管理学 Q2 BUSINESS

Organizational Dynamics

Pub Date : 2025-03-01 DOI: 10.1016/j.orgdyn.2024.101098

Henry Adobor

There is a widespread consensus that organizations are currently navigating an unprecedented era characterized by volatility, uncertainty, and complexity, which is anticipated to persist into the next decade. Addressing the disruptions stemming from such infrequent yet impactful events may necessitate the adoption of novel mental frameworks and management approaches. Some pioneering organizational scientists have proposed methods for cultivating the capacities to operate effectively amidst such uncertainty, introducing the concept of antifragility. Antifragility entails organizations leveraging disruptions as opportunities for rejuvenation and advancement, deriving benefits from them. In this piece, we share some preliminary evidence on how organizations can cultivate the capabilities required to transcend mere resilience or robustness—two conventional approaches to managing disruptions—to not only recover but also thrive and gain from disruptions. Furthermore, we provide some cautionary ideas regarding potential pitfalls associated with antifragility.

一个广泛的共识是，组织目前正处于一个以波动性、不确定性和复杂性为特征的前所未有的时代，预计这将持续到下一个十年。要解决这种不常见但有影响的事件所造成的干扰，可能需要采用新的思维框架和管理方法。一些开创性的组织科学家提出了培养在这种不确定性中有效运作的能力的方法，引入了反脆弱性的概念。反脆弱性要求组织利用破坏作为复兴和进步的机会，并从中获益。在这篇文章中，我们分享了一些初步的证据，说明组织如何培养超越韧性或健壮性（管理中断的两种传统方法）所需的能力，不仅可以恢复，还可以从中断中茁壮成长并获得收益。此外，我们提供了一些关于与反脆弱性相关的潜在陷阱的警告性想法。

引用次数: 0

Are you an accidental dictator?: The smart person leadership trap…and how to avoid it 你是一个偶然的独裁者吗？：聪明人的领导陷阱，以及如何避免它

IF 2.5 4区管理学 Q2 BUSINESS

Organizational Dynamics

Pub Date : 2025-02-26 DOI: 10.1016/j.orgdyn.2025.101130

Craig L. Pearce , Hee Man Park

Smart people are at risk of becoming accidental dictators. Why? Because smart people make smart decisions they are given increased responsibility. Such success feels good, and they continue on the path of being the center of sound decision-making. However, over time, they are at risk of training their direct reports to come to them, as the smart person, to make all decisions. As they ascend the hierarchy, their growing confidence and power can lead to over-reliance on their own judgement. This diminishes their receptivity to input from others, reducing the incorporation of diverse perspectives in decision making. Ultimately, they can bounce up against their decision-making capacity and become frustrated with their direct reports, wondering why others are incompetent or unmotivated. Often their response is to work even harder and begin to use intimidation to get results. When leaders cross this threshold, they have become accidental dictators. Below, we examine a vivid example, from our consulting, of one such accidental dictator, to illuminate the insidious nature of the process. Importantly, we also identify risk factors and highlight ways to short circuit the slide into accidental dictatorship. Ultimately, we illustrate how this executive extracted herself from being an accidental dictator and provide promising avenues of action for avoiding this smart person leadership trap.

聪明人有成为偶然独裁者的危险。为什么?因为聪明人做出了明智的决定，他们被赋予了更多的责任。这样的成功让人感觉很好，他们会继续在正确决策的道路上走下去。然而，随着时间的推移，他们有可能把自己的直接下属训练成一个聪明人，让他们来做所有的决定。随着他们地位的提升，他们日益增长的自信和权力会导致他们过度依赖自己的判断。这削弱了他们接受他人意见的能力，减少了在决策中纳入不同观点的机会。最终，他们会反对自己的决策能力，对直接下属感到沮丧，想知道为什么其他人无能或缺乏动力。通常他们的反应是更加努力地工作，并开始使用恐吓来获得结果。当领导人跨过这个门槛时，他们就意外地成为了独裁者。下面，我们将研究一个生动的例子，来自我们的咨询，一个这样偶然的独裁者，来阐明这个过程的阴险本质。重要的是，我们还确定了风险因素，并强调了防止滑向意外独裁的方法。最后，我们将说明这位高管是如何从偶然的独裁者中解脱出来的，并为避免落入聪明人的领导陷阱提供了有希望的行动途径。

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引用次数: 0

How franchisees can leverage soft skills to facilitate implementation: Winning insights from a multi-unit operator 加盟商如何利用软技能来促进实施：从多单元运营商那里获得见解

IF 2.5 4区管理学 Q2 BUSINESS

Organizational Dynamics

Pub Date : 2025-02-08 DOI: 10.1016/j.orgdyn.2025.101129

Dave J. Ketchen , James G. Combs , Frank C. Butler

引用次数: 0

Evaluating implementation processes and activities: A systems-based stakeholder approach 评估实施过程和活动：基于系统的利益相关者方法

IF 2.5 4区管理学 Q2 BUSINESS

Organizational Dynamics

Pub Date : 2025-02-08 DOI: 10.1016/j.orgdyn.2025.101124

Jeffrey S. Harrison, Michelle A. Montague-Mfuni

Even great strategies can fail unless they are implemented well. One of the keys to implementing a strategy is to accompany it with an effective implementation evaluation system. Since organizations are value creation systems, and since the effectiveness of those systems depends on cooperation with both internal and external stakeholders, we present here an evaluation process that is both systems- and stakeholder-oriented. The key to this process is to develop objectives based on both what the firm needs from stakeholders and what the firm will do for stakeholders. Applying the processes described herein will help managers implement strategies and identify areas for improvement within their firms.

即使是伟大的战略也可能失败，除非它们执行得很好。实施战略的关键之一是要有一个有效的实施评估系统。由于组织是价值创造系统，并且由于这些系统的有效性依赖于与内部和外部利益相关者的合作，我们在这里提出了一个既面向系统又面向利益相关者的评估过程。这个过程的关键是根据公司对利益相关者的需求和公司将为利益相关者做什么来制定目标。应用本文所描述的过程将有助于管理人员实施战略，并确定公司内部需要改进的领域。

引用次数: 0

Implementing firm strategy in the informal economy 在非正规经济中实施企业战略

IF 2.5 4区管理学 Q2 BUSINESS

Organizational Dynamics

Pub Date : 2025-02-07 DOI: 10.1016/j.orgdyn.2025.101125

Justin W. Webb , Oscar Barzuna-Hidalgo

The activities of firms operating in the informal economy are considered technically illegal and yet remain legitimate to large groups in society. Strategy implementation in the informal economy diverges significantly from conventional approaches. Therefore, these firms strategically navigate legal boundaries to subsist and grow. This paper examines firms’ unique approaches to implementing their strategies in the informal economy. We distinguish between general informal economy activities (i.e., primarily subsistence-oriented activities that engage in tax avoidance, skirt business license and registration requirements, etc.) and transformative informal economy activities (e.g., firms like Uber, Airbnb, and Aereo leveraging technological advancements that have outpaced changes in laws and regulations). We contrast the strategy implementation of general versus transformative informal economy activities. We describe how firms work to conceal or openly challenge regulations and leverage relational mechanisms for resource acquisition and execution.

在非正规经济中经营的公司的活动在技术上被认为是非法的，但对社会中的大群体来说仍然是合法的。非正规经济中的战略实施与传统做法有很大不同。因此，这些公司战略性地跨越法律界限，以生存和发展。本文考察了企业在非正规经济中实施其战略的独特方法。我们区分了一般的非正式经济活动（即主要以生存为导向的活动，涉及避税、规避营业执照和注册要求等）和变革性的非正式经济活动（例如，优步、Airbnb和Aereo等公司利用技术进步超过了法律法规的变化）。我们对比了一般性非正式经济活动与变革性非正式经济活动的战略实施。我们描述了企业如何隐藏或公开挑战法规，并利用资源获取和执行的关系机制。

引用次数: 0

Implementation scientists: A new role for the board of directors 执行科学家：董事会的新角色

IF 2.5 4区管理学 Q2 BUSINESS

Organizational Dynamics

Pub Date : 2025-02-06 DOI: 10.1016/j.orgdyn.2025.101126

Ryan Krause , Matthew Semadeni

It is widely acknowledged that boards of directors have some responsibility to engage in strategy, but there is little consensus as to what that engagement looks like. Rarely is it suggested, however, that the board of directors has a role to play in strategy implementation. We disagree. We propose that boards of directors should approach implementation as scientists testing the theory of a strategy. We discuss the idea of the “Bayesian Board,” wherein the board governs the implementation of firm strategy by focusing on the probabilities of success and how new evidence alters those probabilities. A Bayesian approach to strategy implementation is an imperative for boards if they are to contribute at all to a culture of experimentation and learning.

人们普遍认为，董事会有责任参与战略制定，但对于这种参与应该是什么样的，几乎没有达成共识。然而，很少有人建议董事会在战略实施中发挥作用。我们不同意的状况。我们建议，董事会应该像科学家测试一项战略的理论一样对待实施。我们讨论了“贝叶斯董事会”的概念，其中董事会通过关注成功的概率以及新证据如何改变这些概率来管理公司战略的实施。如果董事会想要为实验和学习的文化做出贡献，就必须采用贝叶斯方法来实施战略。

引用次数: 0

Distinguishing between destructive and constructive resistance in strategy implementation processes 区分战略实施过程中的破坏性和建设性阻力

IF 2.5 4区管理学 Q2 BUSINESS

Organizational Dynamics

Pub Date : 2025-02-06 DOI: 10.1016/j.orgdyn.2025.101127

Kimberly Rocheville , Jean M. Bartunek

The commonly expected response to new strategy implementation, or organizational change more broadly, is resistance. This resistance is often considered a hindrance to strategy implementation efforts, and as such, leaders are encouraged to overcome resistance in order to achieve organizational goals. In this paper we challenge the notion that all resistance is a hindrance. Instead, we encourage organizational leaders charged with strategy implementation to distinguish between destructive resistance and constructive resistance and engage with constructive resistance, an approach that should enhance the process of change. Drawing on examples from several different industries, we detail ways to distinguish between constructive and destructive resistance. We offer practical suggestions for managers and leaders to embrace constructive resistance to enhance strategy implementation processes.

对新战略实施或更广泛的组织变革的普遍预期反应是抵制。这种阻力通常被认为是战略实施努力的障碍，因此，鼓励领导者克服阻力以实现组织目标。在本文中，我们挑战所有阻力都是障碍的观念。相反，我们鼓励负责战略实施的组织领导者区分破坏性抵抗和建设性抵抗，并参与建设性抵抗，这是一种应该加强变革过程的方法。通过几个不同行业的例子，我们详细介绍了区分建设性抵抗和破坏性抵抗的方法。我们为管理者和领导者提供切实可行的建议，以接受建设性的阻力，以加强战略实施过程。

引用次数: 0

Dynamics of strategy implementation across different types of new ventures 在不同类型的新企业中战略实施的动态

IF 2.5 4区管理学 Q2 BUSINESS

Organizational Dynamics

Pub Date : 2025-02-04 DOI: 10.1016/j.orgdyn.2025.101128

Michael H. Morris , Donald F. Kuratko

The nature of strategy and its implementation for entrepreneurs in emergent-stage ventures is explored. The emergent nature of these ventures finds them in an ongoing state of becoming as the entrepreneur interprets and makes sense of novel developments, with strategy formulation and implementation capabilities emerging in real time. Lacking resources, marketplace legitimacy, and critical capabilities, these entrepreneurs find the strategic direction of the firm is reliant on experimentation and ongoing learning through trial and error. It is important for entrepreneurs to realize that a bi-directional relationship exists between the formulation and implementation of strategy, where strategy is formed and modified in response to the realities introduced through execution efforts. We identify the fundamental differences in strategy formulation and implementation depending on whether the entrepreneur is creating a survival, lifestyle, managed growth, or aggressive growth business. These differences impact the need for and capacity of the firm to adapt and/or pivot as it evolves through stages of development. Key implementation priorities are provided for entrepreneurs.

战略的性质及其实施的企业家在紧急阶段的企业进行了探讨。随着企业家对新发展的理解和理解，这些企业的新兴性质使它们处于不断发展的状态，战略制定和实施能力实时出现。由于缺乏资源、市场合法性和关键能力，这些企业家发现公司的战略方向依赖于实验和通过试错不断学习。重要的是，企业家要认识到战略的制定和实施之间存在着双向关系，战略是根据执行工作所带来的现实情况而形成和修改的。我们根据企业家是在创造一个生存型、生活方式型、管理型增长还是进取型增长的企业，来确定战略制定和实施的根本差异。这些差异影响了公司在发展阶段的适应和/或转向的需求和能力。为企业家提供了关键的执行优先事项。

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Organizational Dynamics

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