Pub Date : 2021-10-01DOI: 10.1177/26317877211054854
G. Schwarz, D. Bouckenooghe
This paper considers the way organizations respond to failure by actively repositioning the failed outcome as success. When an organization fails to meet planned goals, they do not necessarily learn from the experience, automatically terminate the plan, or persist with the failing course of action. Instead, another response is to shift original aspirations by recasting what was achieved, acting as if the ensuing failure is positive, despite indicators suggesting otherwise. As a mode of organizational interpretation, this repositioning reformats the criteria for what is success in order to move forward, enabling organizations to continue failed outcomes and their tasks that are well past their use-by date. After detailing this adjustment, we model an active-acceptance protocol on failure, discussing whether organizational effectiveness is predictable from how firms respond to failure in this way. The paper fills a gap in dialogue specific to failing by opening an alternative path to understand how organizations frame failure differently.
{"title":"Repositioning Organizational Failure Through Active Acceptance","authors":"G. Schwarz, D. Bouckenooghe","doi":"10.1177/26317877211054854","DOIUrl":"https://doi.org/10.1177/26317877211054854","url":null,"abstract":"This paper considers the way organizations respond to failure by actively repositioning the failed outcome as success. When an organization fails to meet planned goals, they do not necessarily learn from the experience, automatically terminate the plan, or persist with the failing course of action. Instead, another response is to shift original aspirations by recasting what was achieved, acting as if the ensuing failure is positive, despite indicators suggesting otherwise. As a mode of organizational interpretation, this repositioning reformats the criteria for what is success in order to move forward, enabling organizations to continue failed outcomes and their tasks that are well past their use-by date. After detailing this adjustment, we model an active-acceptance protocol on failure, discussing whether organizational effectiveness is predictable from how firms respond to failure in this way. The paper fills a gap in dialogue specific to failing by opening an alternative path to understand how organizations frame failure differently.","PeriodicalId":50648,"journal":{"name":"Computational and Mathematical Organization Theory","volume":null,"pages":null},"PeriodicalIF":1.8,"publicationDate":"2021-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"83470835","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-09-06DOI: 10.1007/s10588-021-09343-y
Sultanah M Alshammari, Waleed K Almutiry, Harsha Gwalani, Saeed M Algarni, Kawther Saeedi
Since the early days of the coronavirus (COVID-19) outbreak in Wuhan, China, Saudi Arabia started to implement several preventative measures starting with the imposition of travel restrictions to and from China. Due to the rapid spread of COVID-19, and with the first confirmed case in Saudi Arabia in March 2019, more strict measures, such as international travel restriction, and suspension or cancellation of major events, social gatherings, prayers at mosques, and sports competitions, were employed. These non-pharmaceutical interventions aim to reduce the extent of the epidemic due to the implications of international travel and mass gatherings on the increase in the number of new cases locally and globally. Since this ongoing outbreak is the first of its kind in the modern world, the impact of suspending mass gatherings on the outbreak is unknown and difficult to measure. We use a stratified SEIR epidemic model to evaluate the impact of Umrah, a global Muslim pilgrimage to Mecca, on the spread of the COVID-19 pandemic during the month of Ramadan, the peak of the Umrah season. The analyses shown in the paper provide insights into the effects of global mass gatherings such as Hajj and Umrah on the progression of the COVID-19 pandemic locally and globally.
{"title":"Measuring the impact of suspending Umrah, a global mass gathering in Saudi Arabia on the COVID-19 pandemic.","authors":"Sultanah M Alshammari, Waleed K Almutiry, Harsha Gwalani, Saeed M Algarni, Kawther Saeedi","doi":"10.1007/s10588-021-09343-y","DOIUrl":"10.1007/s10588-021-09343-y","url":null,"abstract":"<p><p>Since the early days of the coronavirus (COVID-19) outbreak in Wuhan, China, Saudi Arabia started to implement several preventative measures starting with the imposition of travel restrictions to and from China. Due to the rapid spread of COVID-19, and with the first confirmed case in Saudi Arabia in March 2019, more strict measures, such as international travel restriction, and suspension or cancellation of major events, social gatherings, prayers at mosques, and sports competitions, were employed. These non-pharmaceutical interventions aim to reduce the extent of the epidemic due to the implications of international travel and mass gatherings on the increase in the number of new cases locally and globally. Since this ongoing outbreak is the first of its kind in the modern world, the impact of suspending mass gatherings on the outbreak is unknown and difficult to measure. We use a stratified SEIR epidemic model to evaluate the impact of Umrah, a global Muslim pilgrimage to Mecca, on the spread of the COVID-19 pandemic during the month of Ramadan, the peak of the Umrah season. The analyses shown in the paper provide insights into the effects of global mass gatherings such as Hajj and Umrah on the progression of the COVID-19 pandemic locally and globally.</p>","PeriodicalId":50648,"journal":{"name":"Computational and Mathematical Organization Theory","volume":null,"pages":null},"PeriodicalIF":1.8,"publicationDate":"2021-09-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://www.ncbi.nlm.nih.gov/pmc/articles/PMC8421017/pdf/","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"39408535","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-08-11DOI: 10.1007/s10588-021-09342-z
R. Pereira, João Vidal de Carvalho, Á. Rocha
{"title":"Architecture of a maturity model for information systems in higher education institutions: multiple case study for dimensions identification","authors":"R. Pereira, João Vidal de Carvalho, Á. Rocha","doi":"10.1007/s10588-021-09342-z","DOIUrl":"https://doi.org/10.1007/s10588-021-09342-z","url":null,"abstract":"","PeriodicalId":50648,"journal":{"name":"Computational and Mathematical Organization Theory","volume":null,"pages":null},"PeriodicalIF":1.8,"publicationDate":"2021-08-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1007/s10588-021-09342-z","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45639089","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-08-01DOI: 10.1177/26317877211036708
M. Learmonth, Kevin Morrell
It is increasingly common for anyone with formal, hierarchical status at work to be called a ‘leader’. Though widespread, this relatively recent change in day-to-day discourse is largely passing by unnoticed. We argue that using ‘leader’ in this way is not simply fashion or empty rhetoric; rather it can be understood in relation to neoliberalism. We argue that the language of ‘leadership’ represents a particularly subtle but powerful opportunity for the pursuit of individual elite interests to be disguised so that it looks as if it is for the benefit of all. This opportunity has arisen because using ‘leader’ has tangible effects that reinforce implied values and assumptions about human relationships at work. In terms of implied values, the label ‘leader’ is celebratory and predisposes us to see elites in overly positive ways. In terms of implied assumptions, referring to executives as ‘leaders’ draws a veil over the structured antagonism at the heart of the employment relationship and wider sources of inequality by celebrating market values. Making ‘leadership’ recognizable as a political project is not intended primarily to suggest intentionality, but to help challenge representational practices that are becoming dominant. ‘Project-ing’ leadership also helps us to emphasize the risks inherent in taking this label for granted; which, we argue, is an important contribution because the language of leadership is increasingly used but is hardly questioned within much contemporary organizational life as well as organization theory.
{"title":"‘Leadership’ as a Project: Neoliberalism and the Proliferation of ‘Leaders’","authors":"M. Learmonth, Kevin Morrell","doi":"10.1177/26317877211036708","DOIUrl":"https://doi.org/10.1177/26317877211036708","url":null,"abstract":"It is increasingly common for anyone with formal, hierarchical status at work to be called a ‘leader’. Though widespread, this relatively recent change in day-to-day discourse is largely passing by unnoticed. We argue that using ‘leader’ in this way is not simply fashion or empty rhetoric; rather it can be understood in relation to neoliberalism. We argue that the language of ‘leadership’ represents a particularly subtle but powerful opportunity for the pursuit of individual elite interests to be disguised so that it looks as if it is for the benefit of all. This opportunity has arisen because using ‘leader’ has tangible effects that reinforce implied values and assumptions about human relationships at work. In terms of implied values, the label ‘leader’ is celebratory and predisposes us to see elites in overly positive ways. In terms of implied assumptions, referring to executives as ‘leaders’ draws a veil over the structured antagonism at the heart of the employment relationship and wider sources of inequality by celebrating market values. Making ‘leadership’ recognizable as a political project is not intended primarily to suggest intentionality, but to help challenge representational practices that are becoming dominant. ‘Project-ing’ leadership also helps us to emphasize the risks inherent in taking this label for granted; which, we argue, is an important contribution because the language of leadership is increasingly used but is hardly questioned within much contemporary organizational life as well as organization theory.","PeriodicalId":50648,"journal":{"name":"Computational and Mathematical Organization Theory","volume":null,"pages":null},"PeriodicalIF":1.8,"publicationDate":"2021-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"76813450","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-08-01DOI: 10.1177/26317877211036712
T. Donaldson
After more than two decades of searching, the holy grail of integrating norms into management and organization research remains elusive. Researchers still lack a clear framework that explains value creation in relation to normative values, and, in turn, a means to incorporate values into research methods and generate value-based practical insights. To fill that need, this article presents an epistemological framework for understanding value creation. The practical inference framework centers on the activity of practical reasoning, a kind of reasoning that is legitimized by intrinsic values. It turns the ordinary epistemic equation on its head by seeking reasons rather than causes, and justifications rather than descriptions. In doing so, it shows how both factor analytic and newer, divergent methods of research can integrate with a robust architecture of value creation in ways that offer relevant knowledge for managers and society.
{"title":"How Values Ground Value Creation: The practical inference framework","authors":"T. Donaldson","doi":"10.1177/26317877211036712","DOIUrl":"https://doi.org/10.1177/26317877211036712","url":null,"abstract":"After more than two decades of searching, the holy grail of integrating norms into management and organization research remains elusive. Researchers still lack a clear framework that explains value creation in relation to normative values, and, in turn, a means to incorporate values into research methods and generate value-based practical insights. To fill that need, this article presents an epistemological framework for understanding value creation. The practical inference framework centers on the activity of practical reasoning, a kind of reasoning that is legitimized by intrinsic values. It turns the ordinary epistemic equation on its head by seeking reasons rather than causes, and justifications rather than descriptions. In doing so, it shows how both factor analytic and newer, divergent methods of research can integrate with a robust architecture of value creation in ways that offer relevant knowledge for managers and society.","PeriodicalId":50648,"journal":{"name":"Computational and Mathematical Organization Theory","volume":null,"pages":null},"PeriodicalIF":1.8,"publicationDate":"2021-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"84211794","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-07-27DOI: 10.1007/s10588-021-09340-1
Sameera Horawalavithana, Nazim Choudhury, J. Skvoretz, Adriana Iamnitchi
{"title":"Online discussion threads as conversation pools: predicting the growth of discussion threads on reddit","authors":"Sameera Horawalavithana, Nazim Choudhury, J. Skvoretz, Adriana Iamnitchi","doi":"10.1007/s10588-021-09340-1","DOIUrl":"https://doi.org/10.1007/s10588-021-09340-1","url":null,"abstract":"","PeriodicalId":50648,"journal":{"name":"Computational and Mathematical Organization Theory","volume":null,"pages":null},"PeriodicalIF":1.8,"publicationDate":"2021-07-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1007/s10588-021-09340-1","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48699288","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-07-26DOI: 10.1177/26317877211049493
P. Haack, A. Rasche
Sustainability standards have proliferated widely in recent years but their legitimacy remains contested. This paper suggests that sustainability standards need to cope with an important but unexplored paradox to gain legitimacy. While standard setters create low entry barriers and requirements for adopters so that standards can diffuse quickly and achieve a status of cognitive legitimacy, standards also need to ensure that adopters create high levels of impact, thereby acquiring moral legitimacy. While the need for diffusion and impact occurs at the same time, they cannot be achieved simultaneously. We unpack this paradox and show that its salience for standard setters differs depending on (a) the growth trajectory of a standard and (b) the perceived intensity of the demands for diffusion and impact. We outline five response strategies that standard setters can use to tackle the diffusion–impact paradox and illustrate our theoretical considerations through a detailed case study of the UN Global Compact. Our paper advances scholarly understandings on how sustainability standards gain legitimacy and sheds light on the complex and inherently paradoxical nature of legitimacy. We derive implications for the literatures on sustainability standards, legitimacy, and paradox management.
{"title":"The Legitimacy of Sustainability Standards: A Paradox Perspective","authors":"P. Haack, A. Rasche","doi":"10.1177/26317877211049493","DOIUrl":"https://doi.org/10.1177/26317877211049493","url":null,"abstract":"Sustainability standards have proliferated widely in recent years but their legitimacy remains contested. This paper suggests that sustainability standards need to cope with an important but unexplored paradox to gain legitimacy. While standard setters create low entry barriers and requirements for adopters so that standards can diffuse quickly and achieve a status of cognitive legitimacy, standards also need to ensure that adopters create high levels of impact, thereby acquiring moral legitimacy. While the need for diffusion and impact occurs at the same time, they cannot be achieved simultaneously. We unpack this paradox and show that its salience for standard setters differs depending on (a) the growth trajectory of a standard and (b) the perceived intensity of the demands for diffusion and impact. We outline five response strategies that standard setters can use to tackle the diffusion–impact paradox and illustrate our theoretical considerations through a detailed case study of the UN Global Compact. Our paper advances scholarly understandings on how sustainability standards gain legitimacy and sheds light on the complex and inherently paradoxical nature of legitimacy. We derive implications for the literatures on sustainability standards, legitimacy, and paradox management.","PeriodicalId":50648,"journal":{"name":"Computational and Mathematical Organization Theory","volume":null,"pages":null},"PeriodicalIF":1.8,"publicationDate":"2021-07-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"84321154","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-07-24DOI: 10.1007/S10588-021-09341-0
Elie Alhajjar, Taylor Bradley
{"title":"Survival analysis for insider threat","authors":"Elie Alhajjar, Taylor Bradley","doi":"10.1007/S10588-021-09341-0","DOIUrl":"https://doi.org/10.1007/S10588-021-09341-0","url":null,"abstract":"","PeriodicalId":50648,"journal":{"name":"Computational and Mathematical Organization Theory","volume":null,"pages":null},"PeriodicalIF":1.8,"publicationDate":"2021-07-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1007/S10588-021-09341-0","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46777523","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-07-01DOI: 10.1177/26317877211029665
P. Jarzabkowski, M. Kavas, Elisabeth Krull
In this essay we revisit the radical agenda proposed by strategy-as-practice scholars to study strategy as it emerges within people’s practices. We show that, while much progress has been made, there is still a dominant focus on articulated strategies, which has implications for what is seen as strategic. We anchor our argument in the notion of consequentiality – a guiding yet, ironically, constraining principle of the strategy-as-practice agenda. Our paper proposes a deeper understanding of the notion of strategy as ‘consequential’ in terms of both what is important to a wider range of actors and also following the consequences of these actors’ practices through the patterns of action that they construct. In doing so, we offer a conceptual and an empirical approach to reinvigorating the strategy-as-practice agenda by inviting scholars to take a more active role in field sites, in deciding and explaining what practices are strategic.
{"title":"It’s Practice. But is it Strategy? Reinvigorating strategy-as-practice by rethinking consequentiality","authors":"P. Jarzabkowski, M. Kavas, Elisabeth Krull","doi":"10.1177/26317877211029665","DOIUrl":"https://doi.org/10.1177/26317877211029665","url":null,"abstract":"In this essay we revisit the radical agenda proposed by strategy-as-practice scholars to study strategy as it emerges within people’s practices. We show that, while much progress has been made, there is still a dominant focus on articulated strategies, which has implications for what is seen as strategic. We anchor our argument in the notion of consequentiality – a guiding yet, ironically, constraining principle of the strategy-as-practice agenda. Our paper proposes a deeper understanding of the notion of strategy as ‘consequential’ in terms of both what is important to a wider range of actors and also following the consequences of these actors’ practices through the patterns of action that they construct. In doing so, we offer a conceptual and an empirical approach to reinvigorating the strategy-as-practice agenda by inviting scholars to take a more active role in field sites, in deciding and explaining what practices are strategic.","PeriodicalId":50648,"journal":{"name":"Computational and Mathematical Organization Theory","volume":null,"pages":null},"PeriodicalIF":1.8,"publicationDate":"2021-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"87729006","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-07-01DOI: 10.1177/26317877211029666
M. Eisenman, M. Frenkel
In this paper, we develop a material–relational approach to understanding organizational memory. We focus on the inherent materiality of mnemonic devices—material artifacts that anchor shared memories of the past. Mnemonic devices work to constitute social groups of organizational stakeholders bound together by mutual affinities to these devices, known as mnemonic communities. While we know that the materiality of mnemonic devices represents information about the past that is interpreted by members of the mnemonic community as a narrative that is important in the present, our approach focuses on how engagement with the material aspects of mnemonic devices can create relationships of affinity among people remembering together. To develop our conceptualization, we first apply insights from the literature on materiality and its emphasis on how materiality is the basis for non-verbal and relational communication. From this, we theorize four material attributes that affect how mnemonic devices constitute relational connections that create embodied, cartographic, and temporal boundaries for organizational mnemonic communities. We then conceptualize how these distinct material attributes accumulate, intersect, and interact with each other and with the narrative representations of mnemonic devices and how in turn these interactions may bind stakeholders together. By emphasizing the material–relational aspect of mnemonic devices, our paper theorizes a broader and potentially more powerful set of affinities between stakeholders and organizations and, on this basis, enhances extant research by articulating different paths to the emergence of mnemonic communities.
{"title":"Remembering Materiality: A Material–Relational Approach to Organizational Memory","authors":"M. Eisenman, M. Frenkel","doi":"10.1177/26317877211029666","DOIUrl":"https://doi.org/10.1177/26317877211029666","url":null,"abstract":"In this paper, we develop a material–relational approach to understanding organizational memory. We focus on the inherent materiality of mnemonic devices—material artifacts that anchor shared memories of the past. Mnemonic devices work to constitute social groups of organizational stakeholders bound together by mutual affinities to these devices, known as mnemonic communities. While we know that the materiality of mnemonic devices represents information about the past that is interpreted by members of the mnemonic community as a narrative that is important in the present, our approach focuses on how engagement with the material aspects of mnemonic devices can create relationships of affinity among people remembering together. To develop our conceptualization, we first apply insights from the literature on materiality and its emphasis on how materiality is the basis for non-verbal and relational communication. From this, we theorize four material attributes that affect how mnemonic devices constitute relational connections that create embodied, cartographic, and temporal boundaries for organizational mnemonic communities. We then conceptualize how these distinct material attributes accumulate, intersect, and interact with each other and with the narrative representations of mnemonic devices and how in turn these interactions may bind stakeholders together. By emphasizing the material–relational aspect of mnemonic devices, our paper theorizes a broader and potentially more powerful set of affinities between stakeholders and organizations and, on this basis, enhances extant research by articulating different paths to the emergence of mnemonic communities.","PeriodicalId":50648,"journal":{"name":"Computational and Mathematical Organization Theory","volume":null,"pages":null},"PeriodicalIF":1.8,"publicationDate":"2021-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"79264732","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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