Pub Date : 2022-01-01Epub Date: 2021-08-10DOI: 10.1007/s10588-021-09339-8
Francesca Bolla Tripodi
In the absence of a national, coordinated, response to COVID-19, state and local representatives had to create and enforce individualized plans to protect their constituents. Alongside the challenge of trying to curb the virus, public health officials also had to contend with the spread of false information. This problematic content often contradicted safeguards, like masks, while promoting unverified and potentially lethal treatments. One of the most active groups denying the threat of COVID is The Reopen the States Movement. By combining qualitative content analysis with ethnographic observations of public ReOpen groups on Facebook, this paper provides a better understanding of the central narratives circulating among ReOpen members and the information they relied on to support their arguments. Grounded in notions of individualism and self-inquiry, members sought to reinterpret datasets to downplay the threat of COVID and suggest public safety workarounds. When the platform tried to flag problematic content, lack of institutional trust had members doubting the validity of the fact-checkers, highlight the tight connection between misinformation and epistemology.
由于没有针对 COVID-19 的全国性协调应对措施，各州和地方代表不得不制定并实施个性化计划来保护他们的选民。在努力遏制病毒的同时，公共卫生官员还必须应对虚假信息的传播。这些有问题的内容往往与口罩等保障措施相矛盾，同时宣传未经证实且可能致命的治疗方法。否认 COVID 威胁的最活跃团体之一是 "重新开放各州运动"（The Reopen the States Movement）。通过将定性内容分析与对 Facebook 上 ReOpen 公共群组的人种学观察相结合，本文有助于更好地理解在 ReOpen 成员中流传的核心叙事以及他们赖以支持其论点的信息。基于个人主义和自我探究的理念，成员们试图重新解释数据集，以淡化 COVID 的威胁，并提出公共安全的变通方法。当平台试图标记有问题的内容时，由于缺乏机构信任，成员们对事实核查人员的有效性产生了怀疑，这凸显了错误信息与认识论之间的紧密联系。
{"title":"ReOpen demands as public health threat: a sociotechnical framework for understanding the stickiness of misinformation.","authors":"Francesca Bolla Tripodi","doi":"10.1007/s10588-021-09339-8","DOIUrl":"10.1007/s10588-021-09339-8","url":null,"abstract":"<p><p>In the absence of a national, coordinated, response to COVID-19, state and local representatives had to create and enforce individualized plans to protect their constituents. Alongside the challenge of trying to curb the virus, public health officials also had to contend with the spread of false information. This problematic content often contradicted safeguards, like masks, while promoting unverified and potentially lethal treatments. One of the most active groups denying the threat of COVID is The Reopen the States Movement. By combining qualitative content analysis with ethnographic observations of public ReOpen groups on Facebook, this paper provides a better understanding of the central narratives circulating among ReOpen members and the information they relied on to support their arguments. Grounded in notions of individualism and self-inquiry, members sought to reinterpret datasets to downplay the threat of COVID and suggest public safety workarounds. When the platform tried to flag problematic content, lack of institutional trust had members doubting the validity of the fact-checkers, highlight the tight connection between misinformation and epistemology.</p>","PeriodicalId":50648,"journal":{"name":"Computational and Mathematical Organization Theory","volume":"28 4","pages":"321-334"},"PeriodicalIF":1.8,"publicationDate":"2022-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://www.ncbi.nlm.nih.gov/pmc/articles/PMC8353609/pdf/","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"10733239","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 : 2022-01-01DOI: 10.1177/26317877211069141
Francisco Brahm, Joaquin Poblete
Fully explaining organizational phenomena requires exploring not only “how” a phenomenon works – i.e., the details of its internal structure and mechanisms – but also “why” the phenomenon is present in the first place – i.e., explaining its origins and the ultimate reasons for its existence. The latter is particularly important for central questions in organizational research such as the nature of organizations, the evolution of organizational culture, or the origin of organizational capabilities. In this article, we propose that cultural evolution theory (CET) can be usefully applied to organizational scholarship to pursue such “origin” questions. CET has adapted ideas and methods from evolutionary biology to successfully explain the evolution of culture in human societies, exploring the origins of various social phenomena such as religion, technological progress, large-scale cooperation, and cross-cultural psychological variation. We elaborate how CET can be also applied to understand the evolution and origin of important organizational phenomena. We discuss how CET provides ultimate explanations using micro-evolutionary formal models and deploying macro-evolutionary tools for empirical analysis. We provide a detailed application of these ideas to explain the origin of productive organizations (e.g., firms, partnerships, guilds). We also propose several avenues for future research; in particular, we explore how CET can serve as an overarching theoretical framework that helps integrate the myriad of theories that explain how organizations operate and evolve.
{"title":"Cultural Evolution Theory and Organizations","authors":"Francisco Brahm, Joaquin Poblete","doi":"10.1177/26317877211069141","DOIUrl":"https://doi.org/10.1177/26317877211069141","url":null,"abstract":"Fully explaining organizational phenomena requires exploring not only “how” a phenomenon works – i.e., the details of its internal structure and mechanisms – but also “why” the phenomenon is present in the first place – i.e., explaining its origins and the ultimate reasons for its existence. The latter is particularly important for central questions in organizational research such as the nature of organizations, the evolution of organizational culture, or the origin of organizational capabilities. In this article, we propose that cultural evolution theory (CET) can be usefully applied to organizational scholarship to pursue such “origin” questions. CET has adapted ideas and methods from evolutionary biology to successfully explain the evolution of culture in human societies, exploring the origins of various social phenomena such as religion, technological progress, large-scale cooperation, and cross-cultural psychological variation. We elaborate how CET can be also applied to understand the evolution and origin of important organizational phenomena. We discuss how CET provides ultimate explanations using micro-evolutionary formal models and deploying macro-evolutionary tools for empirical analysis. We provide a detailed application of these ideas to explain the origin of productive organizations (e.g., firms, partnerships, guilds). We also propose several avenues for future research; in particular, we explore how CET can serve as an overarching theoretical framework that helps integrate the myriad of theories that explain how organizations operate and evolve.","PeriodicalId":50648,"journal":{"name":"Computational and Mathematical Organization Theory","volume":"30 1","pages":""},"PeriodicalIF":1.8,"publicationDate":"2022-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"84159720","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 : 2022-01-01DOI: 10.1177/26317877211072550
Francesca Polletta
Scholars have drawn on cultural concepts to demonstrate the capacity of organizational actors to transform existing institutional scripts and invent new ones. When it comes to accounting for the limits on such change, however, scholars have tended to fall back on structural dynamics. I argue that paying attention to the symbolic analogies and oppositions in terms of which institutional schemas have meaning can shed light on the role of cultural constraints alongside creativity in institutional change. In this article, I investigate schemas of personal relationships. By transposing the obligations and expectations of a familiar relationship from one kind of interaction to another—by treating employees like members of a sports team or a research collaborative, for example—organizational actors can bring about new habits of interaction and create new organizational forms. But people’s emotional investment in the integrity of a relationship script may make them unwilling to modify the script when it proves impractical. Shared relationship schemas are thus a source of creativity and constraint. I show that understanding this dialectic accounts for several puzzling features of the diffusion of participatory democratic organizational forms among progressive movements in the late 1960s: notably, that even in the absence of a legitimated model of participatory democracy, activists adopted a similar form of organization, and that, for all their creativity, activists were unable to modify that form to cope with the inequalities it produced.
{"title":"Best Friends Forever: Relationship Schemas, Organizational Forms, and Institutional Change","authors":"Francesca Polletta","doi":"10.1177/26317877211072550","DOIUrl":"https://doi.org/10.1177/26317877211072550","url":null,"abstract":"Scholars have drawn on cultural concepts to demonstrate the capacity of organizational actors to transform existing institutional scripts and invent new ones. When it comes to accounting for the limits on such change, however, scholars have tended to fall back on structural dynamics. I argue that paying attention to the symbolic analogies and oppositions in terms of which institutional schemas have meaning can shed light on the role of cultural constraints alongside creativity in institutional change. In this article, I investigate schemas of personal relationships. By transposing the obligations and expectations of a familiar relationship from one kind of interaction to another—by treating employees like members of a sports team or a research collaborative, for example—organizational actors can bring about new habits of interaction and create new organizational forms. But people’s emotional investment in the integrity of a relationship script may make them unwilling to modify the script when it proves impractical. Shared relationship schemas are thus a source of creativity and constraint. I show that understanding this dialectic accounts for several puzzling features of the diffusion of participatory democratic organizational forms among progressive movements in the late 1960s: notably, that even in the absence of a legitimated model of participatory democracy, activists adopted a similar form of organization, and that, for all their creativity, activists were unable to modify that form to cope with the inequalities it produced.","PeriodicalId":50648,"journal":{"name":"Computational and Mathematical Organization Theory","volume":"11 1","pages":""},"PeriodicalIF":1.8,"publicationDate":"2022-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"83369132","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 : 2022-01-01DOI: 10.1177/26317877221079341
Rodolphe Durand, Richard F.J. Haans
The question of how distinctive organizations should strive to be, compared to peers, has seen a resurgence of attention. A central focus in this stream of work has been on identifying optimal distinctiveness—distinctiveness that yields superior performance relative to peers. The resulting recommendation has been that organizations should strive to pursue such optimal distinctiveness. In this paper, we argue that organizations are neither equally motivated nor equally able to pursue optimal distinctiveness and explore the implications of variation in such motivation and ability. We focus on two questions, centered on (1) better understanding the extent to which organizations pursue optimal distinctiveness, for which we offer possible arguments based on four combinations of motivation and ability, and (2) the conditions that shape organizations’ ability and motivation to optimize their distinctiveness. We then offer a number of methodological suggestions that would support further inquiries into these questions and close by delineating a renewed research agenda for optimal distinctiveness.
{"title":"Optimally Distinct? Understanding the motivation and ability of organizations to pursue optimal distinctiveness (or not)","authors":"Rodolphe Durand, Richard F.J. Haans","doi":"10.1177/26317877221079341","DOIUrl":"https://doi.org/10.1177/26317877221079341","url":null,"abstract":"The question of how distinctive organizations should strive to be, compared to peers, has seen a resurgence of attention. A central focus in this stream of work has been on identifying optimal distinctiveness—distinctiveness that yields superior performance relative to peers. The resulting recommendation has been that organizations should strive to pursue such optimal distinctiveness. In this paper, we argue that organizations are neither equally motivated nor equally able to pursue optimal distinctiveness and explore the implications of variation in such motivation and ability. We focus on two questions, centered on (1) better understanding the extent to which organizations pursue optimal distinctiveness, for which we offer possible arguments based on four combinations of motivation and ability, and (2) the conditions that shape organizations’ ability and motivation to optimize their distinctiveness. We then offer a number of methodological suggestions that would support further inquiries into these questions and close by delineating a renewed research agenda for optimal distinctiveness.","PeriodicalId":50648,"journal":{"name":"Computational and Mathematical Organization Theory","volume":"67 1","pages":""},"PeriodicalIF":1.8,"publicationDate":"2022-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"83847629","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 : 2022-01-01DOI: 10.1177/26317877221084713
P. Adler
The climate crisis calls for a massive and rapid retooling of our economy and society. I argue that we have reasons to doubt that capitalism, even reformed, could meet that challenge. As an alternative solution, authoritarian socialism such as existed in the former Soviet Union or China would be neither attractive nor effective; by contrast, a democratic form of socialism might be both. In a democratic socialist society, we would govern democratically both our enterprises and our economy as a whole. Democratizing the governance of enterprises would help them make better tradeoff decisions and internalize some important externalities. But if they remain at the mercy of capitalist competition in product, labor, and financial markets, many enterprises will be economically unable to retool fast enough, so we also need to pool the country’s economic resources and manage them democratically, collectively, and strategically towards our shared environmental, social, and economic goals. Organizational research on corporate strategic management offers insights into how such an economic system could satisfy four key requirements for a successful fight against climate change—democracy, innovation, efficiency, and motivation.
{"title":"Capitalism, Socialism, and the Climate Crisis","authors":"P. Adler","doi":"10.1177/26317877221084713","DOIUrl":"https://doi.org/10.1177/26317877221084713","url":null,"abstract":"The climate crisis calls for a massive and rapid retooling of our economy and society. I argue that we have reasons to doubt that capitalism, even reformed, could meet that challenge. As an alternative solution, authoritarian socialism such as existed in the former Soviet Union or China would be neither attractive nor effective; by contrast, a democratic form of socialism might be both. In a democratic socialist society, we would govern democratically both our enterprises and our economy as a whole. Democratizing the governance of enterprises would help them make better tradeoff decisions and internalize some important externalities. But if they remain at the mercy of capitalist competition in product, labor, and financial markets, many enterprises will be economically unable to retool fast enough, so we also need to pool the country’s economic resources and manage them democratically, collectively, and strategically towards our shared environmental, social, and economic goals. Organizational research on corporate strategic management offers insights into how such an economic system could satisfy four key requirements for a successful fight against climate change—democracy, innovation, efficiency, and motivation.","PeriodicalId":50648,"journal":{"name":"Computational and Mathematical Organization Theory","volume":"27 1","pages":""},"PeriodicalIF":1.8,"publicationDate":"2022-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"73453756","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 : 2022-01-01DOI: 10.1177/26317877221074701
Manuel Hepfer, T. Lawrence
Research on organizational resilience has grown significantly over the past three decades – but it has done so in an increasingly disorganized fashion. In this article, we present an integrative review of the organizational resilience literature. We synthesize existing research to provide a compelling and generative conceptual foundation for future work in this scholarly area. Our review shows that current research tends to treat organizational resilience as a relatively homogeneous concept. We present an alternative formulation that conceives of organizational resilience as a heterogeneous phenomenon with three main forms – functional resilience, operational resilience and strategic resilience – each with distinctive foundations, dynamics and outcomes. Based on this conceptualization, we develop a cyclical model of organizational resilience that incorporates its heterogeneity and thus allows for more nuanced and precise applications to a variety of contexts and forms of adversity.
{"title":"The Heterogeneity of Organizational Resilience: Exploring functional, operational and strategic resilience","authors":"Manuel Hepfer, T. Lawrence","doi":"10.1177/26317877221074701","DOIUrl":"https://doi.org/10.1177/26317877221074701","url":null,"abstract":"Research on organizational resilience has grown significantly over the past three decades – but it has done so in an increasingly disorganized fashion. In this article, we present an integrative review of the organizational resilience literature. We synthesize existing research to provide a compelling and generative conceptual foundation for future work in this scholarly area. Our review shows that current research tends to treat organizational resilience as a relatively homogeneous concept. We present an alternative formulation that conceives of organizational resilience as a heterogeneous phenomenon with three main forms – functional resilience, operational resilience and strategic resilience – each with distinctive foundations, dynamics and outcomes. Based on this conceptualization, we develop a cyclical model of organizational resilience that incorporates its heterogeneity and thus allows for more nuanced and precise applications to a variety of contexts and forms of adversity.","PeriodicalId":50648,"journal":{"name":"Computational and Mathematical Organization Theory","volume":"76 1","pages":""},"PeriodicalIF":1.8,"publicationDate":"2022-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"80717205","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 : 2022-01-01DOI: 10.1177/26317877221084714
J. Battilana, Julie Yen, Isabelle Ferreras, L. Ramarajan
Environmental destruction and social inequalities are increasingly urgent challenges. How can corporations, which have played a key role in creating and reproducing these problems, be part of the solution? In this paper, we advance that a shift to more democratic forms of organizing within corporations may be an important part of this transition. We first review scholarship on the disempowerment of workers. We then make the case for democratizing organizations, arguing that workers need to participate in firm decision-making so they can protect their rights and interests. We further suggest that democratic organizing practices may enable corporations to successfully pursue social and environmental objectives alongside financial ones, which is also important for addressing societal challenges. We then propose a research agenda for studying the democratization of organizations and its implications. In doing so, we highlight how organization scholars can build on prior research on democratic forms of organizing and draw from extant social science research outside of mainstream management scholarship. We conclude by calling for research that will document, and help us better understand, what it takes to develop democratic and sustainable organizations and societies.
{"title":"Democratizing Work: Redistributing power in organizations for a democratic and sustainable future","authors":"J. Battilana, Julie Yen, Isabelle Ferreras, L. Ramarajan","doi":"10.1177/26317877221084714","DOIUrl":"https://doi.org/10.1177/26317877221084714","url":null,"abstract":"Environmental destruction and social inequalities are increasingly urgent challenges. How can corporations, which have played a key role in creating and reproducing these problems, be part of the solution? In this paper, we advance that a shift to more democratic forms of organizing within corporations may be an important part of this transition. We first review scholarship on the disempowerment of workers. We then make the case for democratizing organizations, arguing that workers need to participate in firm decision-making so they can protect their rights and interests. We further suggest that democratic organizing practices may enable corporations to successfully pursue social and environmental objectives alongside financial ones, which is also important for addressing societal challenges. We then propose a research agenda for studying the democratization of organizations and its implications. In doing so, we highlight how organization scholars can build on prior research on democratic forms of organizing and draw from extant social science research outside of mainstream management scholarship. We conclude by calling for research that will document, and help us better understand, what it takes to develop democratic and sustainable organizations and societies.","PeriodicalId":50648,"journal":{"name":"Computational and Mathematical Organization Theory","volume":"78 1","pages":""},"PeriodicalIF":1.8,"publicationDate":"2022-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"77663843","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 : 2022-01-01Epub Date: 2022-10-01DOI: 10.1007/s10588-022-09366-z
Lili Wang, Bin Hu, Yihang Feng, Yanting Duan, Wuyi Zhang
The 2019 coronavirus disease (COVID-19) epidemic has caused serious disruptions in food supply networks. Based on the case of the remerging epidemic in China, this paper aims to investigate food supply network disruption and its mitigation from technical and structural perspectives. To solve the optimal policy choice problem that how to improve mitigation capability of food supply networks by using traceability technology and adjusting network structure, the occurrence mechanism of food supply network disruptions is revealed through a case study of the remerging COVID-19 outbreak in Beijing's Xinfadi market. Five typical traceability solutions are proposed to mitigate network disruptions and their technical attributes are analyzed to establish disruption mitigation models. The structure of food supply networks is also controlled to mitigate disruptions. The structural attributes of three fundamental networks are extracted to adjust the network connections pattern in disruption mitigation models. Next, simulation experiments involving the disruption mitigation models are carried out to explore the independent and joint effects of traceability technology and network structure on mitigation capability. The findings suggest that accuracy makes a more positive effect on the mitigation capability of food supply networks than timeliness due to the various technical compositions behind them; the difference between these effects determines the choice decision of supply networks on traceability solution types. Likewise, betweenness centralization makes a positive effect but degree centralization makes a negative effect on mitigation capability because intermediary firms and focal firms in food supply networks have different behavior characteristics; these effects are both regulated by supply network types and exhibit different sensitivities. As for the joint effect of technical and structural attributes on mitigation capability, the joint effect of accuracy and betweenness centralization is bigger than the independent effects but smaller than their sum; the joint effect of timeliness and betweenness centralization depends on networks type; while the positive effect of accuracy or timeliness on mitigation capability is greater than the negative effect of degree centralization; theses joint effects are caused by the complicated interactive effects between technical composition and behaviors of intermediary firms or focal firms. These findings contribute to disruption management and decision-making theories and practices.
{"title":"Food supply network disruption and mitigation: an integrated perspective of traceability technology and network structure.","authors":"Lili Wang, Bin Hu, Yihang Feng, Yanting Duan, Wuyi Zhang","doi":"10.1007/s10588-022-09366-z","DOIUrl":"10.1007/s10588-022-09366-z","url":null,"abstract":"<p><p>The 2019 coronavirus disease (COVID-19) epidemic has caused serious disruptions in food supply networks. Based on the case of the remerging epidemic in China, this paper aims to investigate food supply network disruption and its mitigation from technical and structural perspectives. To solve the optimal policy choice problem that how to improve mitigation capability of food supply networks by using traceability technology and adjusting network structure, the occurrence mechanism of food supply network disruptions is revealed through a case study of the remerging COVID-19 outbreak in Beijing's Xinfadi market. Five typical traceability solutions are proposed to mitigate network disruptions and their technical attributes are analyzed to establish disruption mitigation models. The structure of food supply networks is also controlled to mitigate disruptions. The structural attributes of three fundamental networks are extracted to adjust the network connections pattern in disruption mitigation models. Next, simulation experiments involving the disruption mitigation models are carried out to explore the independent and joint effects of traceability technology and network structure on mitigation capability. The findings suggest that accuracy makes a more positive effect on the mitigation capability of food supply networks than timeliness due to the various technical compositions behind them; the difference between these effects determines the choice decision of supply networks on traceability solution types. Likewise, betweenness centralization makes a positive effect but degree centralization makes a negative effect on mitigation capability because intermediary firms and focal firms in food supply networks have different behavior characteristics; these effects are both regulated by supply network types and exhibit different sensitivities. As for the joint effect of technical and structural attributes on mitigation capability, the joint effect of accuracy and betweenness centralization is bigger than the independent effects but smaller than their sum; the joint effect of timeliness and betweenness centralization depends on networks type; while the positive effect of accuracy or timeliness on mitigation capability is greater than the negative effect of degree centralization; theses joint effects are caused by the complicated interactive effects between technical composition and behaviors of intermediary firms or focal firms. These findings contribute to disruption management and decision-making theories and practices.</p>","PeriodicalId":50648,"journal":{"name":"Computational and Mathematical Organization Theory","volume":"28 4","pages":"352-389"},"PeriodicalIF":1.8,"publicationDate":"2022-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://www.ncbi.nlm.nih.gov/pmc/articles/PMC9525948/pdf/","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"10440187","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 : 2022-01-01DOI: 10.1177/26317877221075640
Barbara Kump, Markus Scholz
Organizational research has shown that decision-makers can be subject to ethical blindness, a temporary inability to see the ethical dimension of a situation at hand. Previous theoretical approaches have identified organizational routines—recurring multi-actor practices—as important indirect context factors of ethical blindness. The present article argues that earlier theorizing is incomplete. Organizational routines may be a much more direct cause of ethical blindness and they may play a much stronger role in fostering unintentional unethical behavior than is currently acknowledged. As its main contribution, the article synthesizes research on unethical organizational behavior with findings on the micro-foundations of organizational routines to systematically theorize about when and how routines can directly cause ethical blindness. Given that organizational routines are not only a main pillar of organizational research but an indispensable part of organizational life, an increased understanding of their role in creating ethical blindness is of high theoretical and practical relevance. In particular, a routine-based explanation of ethical blindness may help in identifying and counteracting “everyday” unethical practices that are prevalent in modern business organizations.
{"title":"Organizational Routines as a Source of Ethical Blindness","authors":"Barbara Kump, Markus Scholz","doi":"10.1177/26317877221075640","DOIUrl":"https://doi.org/10.1177/26317877221075640","url":null,"abstract":"Organizational research has shown that decision-makers can be subject to ethical blindness, a temporary inability to see the ethical dimension of a situation at hand. Previous theoretical approaches have identified organizational routines—recurring multi-actor practices—as important indirect context factors of ethical blindness. The present article argues that earlier theorizing is incomplete. Organizational routines may be a much more direct cause of ethical blindness and they may play a much stronger role in fostering unintentional unethical behavior than is currently acknowledged. As its main contribution, the article synthesizes research on unethical organizational behavior with findings on the micro-foundations of organizational routines to systematically theorize about when and how routines can directly cause ethical blindness. Given that organizational routines are not only a main pillar of organizational research but an indispensable part of organizational life, an increased understanding of their role in creating ethical blindness is of high theoretical and practical relevance. In particular, a routine-based explanation of ethical blindness may help in identifying and counteracting “everyday” unethical practices that are prevalent in modern business organizations.","PeriodicalId":50648,"journal":{"name":"Computational and Mathematical Organization Theory","volume":"257 1","pages":""},"PeriodicalIF":1.8,"publicationDate":"2022-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"79542915","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 : 2022-01-01DOI: 10.1177/26317877211069138
J. Whyte, Alice Comi, Luigi Mosca
Future making is the work of making sense of possible and probable futures, and evaluating, negotiating and giving form to preferred ones. Practices of making futures are increasingly online. Yet, as organizational participants come together online – organizing remotely to make offline futures – they lack the shared experiential knowledge that is gained through embodied and situated practices. In this essay, we argue that the lack of experiential knowledge makes future making online difficult to organize and vulnerable to excluding relevant expertise; dialogue may become inward-looking and self-referential within the online environment, with an emotional and cognitive distance from the futures being made outside of such representations. We draw on the pragmatist tradition to theorize online future making, to articulate its dynamics and the challenges that arise, and to suggest remedial actions. By conceptualizing future making as a form of inquiry – as a distributed and reflective process that proceeds through engagement with representations of the future – we identify three remedial actions for online future making: to solicit feedback, juxtapose alternatives and change medium. These remedial actions seek to compensate for the lack of shared experiential knowledge by both sustaining the online involvement of heterogeneous remote participants and by bringing in relevant (offline) places, people and materials to online future making.
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