Pub Date : 2025-04-26DOI: 10.1177/00081256251324255
Daniel Erian Armanios, Marc J. Ventresca, Maher K. Itani, Malcolm McCulloch
Large-scale, mission-critical initiatives are increasingly deployed through major programs or assemblies of projects that span and situate across sectors, industries, and/or geographies. To better track risk propagation within major programs, this article reconceptualizes them as temporary ecosystems or interlinked organizations whose project-based interdependencies last until the program’s conclusion. This basis motivates our S 3 framework and its three unifying themes. Scoping identifies program vulnerabilities to disruptions. Scaffolding develops digital and organizational tools to connect program skills with needs. Sensing engages with those oft-excluded in programs. We then apply this framework to the Oman Vision 2040 program and a hypothetical peacekeeping mission scenario to demonstrate the framework’s practicality.
大型关键任务项目越来越多地通过重大项目或项目组合进行部署，这些项目或项目组合跨越不同部门、行业和/或地理位置。为了更好地跟踪重大项目中的风险传播，本文将其重新概念化为临时生态系统或相互关联的组织，其基于项目的相互依赖关系一直持续到项目结束。在此基础上，我们提出了 S 3 框架及其三个统一主题。范围界定可识别计划易受干扰的脆弱性。脚手架开发数字和组织工具，将计划技能与需求联系起来。感知与那些经常被排除在计划之外的人接触。然后，我们将这一框架应用于阿曼 2040 年愿景计划和一个假设的维和任务场景，以展示该框架的实用性。
{"title":"Major Program Value Creation and Capture: The S 3 Framework for Mitigating Risk Propagation to Maximize Opportunities","authors":"Daniel Erian Armanios, Marc J. Ventresca, Maher K. Itani, Malcolm McCulloch","doi":"10.1177/00081256251324255","DOIUrl":"https://doi.org/10.1177/00081256251324255","url":null,"abstract":"Large-scale, mission-critical initiatives are increasingly deployed through major programs or assemblies of projects that span and situate across sectors, industries, and/or geographies. To better track risk propagation within major programs, this article reconceptualizes them as temporary ecosystems or interlinked organizations whose project-based interdependencies last until the program’s conclusion. This basis motivates our S <jats:sup>3</jats:sup> framework and its three unifying themes. <jats:italic>Scoping</jats:italic> identifies program vulnerabilities to disruptions. <jats:italic>Scaffolding</jats:italic> develops digital and organizational tools to connect program skills with needs. <jats:italic>Sensing</jats:italic> engages with those oft-excluded in programs. We then apply this framework to the Oman Vision 2040 program and a hypothetical peacekeeping mission scenario to demonstrate the framework’s practicality.","PeriodicalId":9605,"journal":{"name":"California Management Review","volume":"3 1","pages":""},"PeriodicalIF":10.0,"publicationDate":"2025-04-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143875885","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2025-04-21DOI: 10.1177/000812569904100301
James N. Baron, David M. Kreps
{"title":"Consistent Human Resource Practices","authors":"James N. Baron, David M. Kreps","doi":"10.1177/000812569904100301","DOIUrl":"https://doi.org/10.1177/000812569904100301","url":null,"abstract":"","PeriodicalId":9605,"journal":{"name":"California Management Review","volume":"1 1","pages":""},"PeriodicalIF":10.0,"publicationDate":"2025-04-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143857749","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2025-04-14DOI: 10.1177/000812569703900401
Arlie Russell Hochschild
{"title":"When Work Becomes Home and Home Becomes Work","authors":"Arlie Russell Hochschild","doi":"10.1177/000812569703900401","DOIUrl":"https://doi.org/10.1177/000812569703900401","url":null,"abstract":"","PeriodicalId":9605,"journal":{"name":"California Management Review","volume":"49 1","pages":"79-97"},"PeriodicalIF":10.0,"publicationDate":"2025-04-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143832271","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2025-04-12DOI: 10.1177/00081256251329058
Nuno Gil, Sara Beckman
Summary Mega infrastructure projects in liberal democracies often encounter significant cost overruns and delays. These challenges arise from tensions between mandated stakeholder engagement and shareholder-focused decision making. Legal frameworks require broad stakeholder involvement, yet investors prioritize cost efficiency, frequently omitting collaboration expenses from initial budgets. This misalignment creates governance traps, leading to prolonged negotiations, inefficiencies, collective action problems, and diminished trust among managers, stakeholders, and investors. This special section of California Management Review examines the dynamics of large-scale stakeholder enfranchisement. This introduction presents a 2 × 2 framework categorizing megaproject governance based on legal mandates for stakeholder inclusion and the degree of shareholder-centric investment decisions. The featured articles propose strategies to enhance stakeholder collaboration and address governance challenges. Together, they suggest that large-scale stakeholder engagement can be effective when organizations enjoy ample resources or strong cooperative norms. In their absence, governance traps may emerge, hindering efficiency and broad-based wealth creation. Alternative social arrangements can be employed to navigate and escape these governance traps.
{"title":"Escaping the Governance Trap: Insights from New Infrastructure Development “Megaprojects”","authors":"Nuno Gil, Sara Beckman","doi":"10.1177/00081256251329058","DOIUrl":"https://doi.org/10.1177/00081256251329058","url":null,"abstract":"Summary Mega infrastructure projects in liberal democracies often encounter significant cost overruns and delays. These challenges arise from tensions between mandated stakeholder engagement and shareholder-focused decision making. Legal frameworks require broad stakeholder involvement, yet investors prioritize cost efficiency, frequently omitting collaboration expenses from initial budgets. This misalignment creates governance traps, leading to prolonged negotiations, inefficiencies, collective action problems, and diminished trust among managers, stakeholders, and investors. This special section of <jats:italic>California Management Review</jats:italic> examines the dynamics of large-scale stakeholder enfranchisement. This introduction presents a 2 × 2 framework categorizing megaproject governance based on legal mandates for stakeholder inclusion and the degree of shareholder-centric investment decisions. The featured articles propose strategies to enhance stakeholder collaboration and address governance challenges. Together, they suggest that large-scale stakeholder engagement can be effective when organizations enjoy ample resources or strong cooperative norms. In their absence, governance traps may emerge, hindering efficiency and broad-based wealth creation. Alternative social arrangements can be employed to navigate and escape these governance traps.","PeriodicalId":9605,"journal":{"name":"California Management Review","volume":"5 1","pages":""},"PeriodicalIF":10.0,"publicationDate":"2025-04-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143822722","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2025-04-03DOI: 10.1177/00081256251324272
Ermal Hetemi, Jonas Söderlund, Sofia Pemsel, Anna Jerbrant
Grand challenges call for innovation and collaboration across sectors. Yet, many cross-sector and multi-stakeholder initiatives often fall short of achieving their intended goals, and creating the expected value. Addressing this issue requires a better understanding of how to develop and design emergent multi-stakeholder programs with actual societal value. This article leverages an in-depth case study of Sweden’s High-Capacity Transport program to develop a process model that demonstrates how three interconnected value pathways—goal gearing, participatory engagement, and program leveraging—ensured the gradual expansion of program goals and of interest among diverse participants who enhanced collective value creation and contributed to the success of this multi-stakeholder collaboration.
{"title":"Value Pathways in Emergent Programs: Tackling Grand Challenges in the Swedish Transportation Industry","authors":"Ermal Hetemi, Jonas Söderlund, Sofia Pemsel, Anna Jerbrant","doi":"10.1177/00081256251324272","DOIUrl":"https://doi.org/10.1177/00081256251324272","url":null,"abstract":"Grand challenges call for innovation and collaboration across sectors. Yet, many cross-sector and multi-stakeholder initiatives often fall short of achieving their intended goals, and creating the expected value. Addressing this issue requires a better understanding of how to develop and design emergent multi-stakeholder programs with actual societal value. This article leverages an in-depth case study of Sweden’s High-Capacity Transport program to develop a process model that demonstrates how three interconnected value pathways—goal gearing, participatory engagement, and program leveraging—ensured the gradual expansion of program goals and of interest among diverse participants who enhanced collective value creation and contributed to the success of this multi-stakeholder collaboration.","PeriodicalId":9605,"journal":{"name":"California Management Review","volume":"107 1","pages":""},"PeriodicalIF":10.0,"publicationDate":"2025-04-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143766489","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2025-03-28DOI: 10.1177/00081256251320366
Stephan M. Wagner, Alexander A. Fink, Jonas F. Ehrnsperger, Philipp Düpree
As the access, sharing, and transfer of intellectual property (IP) are central to open innovation (OI) projects, preventing the leakage of IP is critical. The emergence of blockchain has prompted organizations to seek support from this technology to protect IP. However, the potential applications, challenges, and benefits for OI projects at the technology/legal interface are not well understood. This article shows that while blockchain technology is not the solution to all IP protection problems, it has the potential to significantly improve the status quo by creating an immutable record of the existence, integrity, and ownership of files at specific points in time. It also offers guidance to practitioners on how to extend and complement their existing IP protection, ultimately enhancing their negotiating leverage and collaboration with OI partners.
{"title":"Supporting Intellectual Property Protection: Blockchain Technology as a Catalyst for Open Innovation","authors":"Stephan M. Wagner, Alexander A. Fink, Jonas F. Ehrnsperger, Philipp Düpree","doi":"10.1177/00081256251320366","DOIUrl":"https://doi.org/10.1177/00081256251320366","url":null,"abstract":"As the access, sharing, and transfer of intellectual property (IP) are central to open innovation (OI) projects, preventing the leakage of IP is critical. The emergence of blockchain has prompted organizations to seek support from this technology to protect IP. However, the potential applications, challenges, and benefits for OI projects at the technology/legal interface are not well understood. This article shows that while blockchain technology is not the solution to all IP protection problems, it has the potential to significantly improve the status quo by creating an immutable record of the existence, integrity, and ownership of files at specific points in time. It also offers guidance to practitioners on how to extend and complement their existing IP protection, ultimately enhancing their negotiating leverage and collaboration with OI partners.","PeriodicalId":9605,"journal":{"name":"California Management Review","volume":"57 1","pages":""},"PeriodicalIF":10.0,"publicationDate":"2025-03-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143723146","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2025-03-24DOI: 10.1177/00081256251323533
Nuno A. Gil, Sara Beckman, Felipe Massa, Cristina Sousa, Özge Kutun
When many of today’s deepest problems are intractable, how can public, private, and nonprofit actors collaborate to mitigate negative local effects? Given the open-endedness of any collective effort to “chip away” at a grand challenge, these intersectoral collaborations must align the scope of a shared goal with the governance arrangements distributing decision-making authority. By juxtaposing insights from fieldwork on intersectoral collaborations formed to aid local homeless communities in São Paulo (Brazil), California (USA), and Manchester (UK), this research presents four goal-governance alignments to achieve coordinated collective action. To pursue a targeted goal, an organization can set up or join a local structure of centralised ( Partnerships ) or distributed ( Coalitions ) decision-making authority. To pursue broader goals, an organization can evolve into a Mission by engaging simultaneously in multiple, mutually reinforcing local partnerships and coalitions. Or evolve into a Movement by not only adding local structures of collective action, but also adopting a participation architecture to encourage collaboration at scale from third parties outside the organization’s managerial control.
{"title":"Chipping Away at a Grand Challenge: A ligning Goal and Governance to Reduce Homelessness","authors":"Nuno A. Gil, Sara Beckman, Felipe Massa, Cristina Sousa, Özge Kutun","doi":"10.1177/00081256251323533","DOIUrl":"https://doi.org/10.1177/00081256251323533","url":null,"abstract":"When many of today’s deepest problems are intractable, how can public, private, and nonprofit actors collaborate to mitigate negative local effects? Given the open-endedness of any collective effort to “chip away” at a grand challenge, these intersectoral collaborations must align the scope of a shared goal with the governance arrangements distributing decision-making authority. By juxtaposing insights from fieldwork on intersectoral collaborations formed to aid local homeless communities in São Paulo (Brazil), California (USA), and Manchester (UK), this research presents four goal-governance alignments to achieve coordinated collective action. To pursue a targeted goal, an organization can set up or join a local structure of centralised ( <jats:italic>Partnerships</jats:italic> ) or distributed ( <jats:italic>Coalitions</jats:italic> ) decision-making authority. To pursue broader goals, an organization can evolve into a <jats:italic>Mission</jats:italic> by engaging simultaneously in multiple, mutually reinforcing local partnerships and coalitions. Or evolve into <jats:italic>a Movement</jats:italic> by not only adding local structures of collective action, but also adopting a participation architecture to encourage collaboration at scale from third parties outside the organization’s managerial control.","PeriodicalId":9605,"journal":{"name":"California Management Review","volume":"57 1","pages":""},"PeriodicalIF":10.0,"publicationDate":"2025-03-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143695353","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2025-02-13DOI: 10.1177/00081256241296902
Laura D. Tyson, Daniel Weiss
Net zero by 2050 requires significant capital deployment through innovative climate finance and supportive policies. Policymakers and capital markets face the challenge of generating returns, driving economic growth, and ensuring sustainability. The International Energy Agency (IEA) estimates existing technologies can achieve 80% of the emissions reductions needed by 2030, but mobilizing capital to finance them at scale is crucial. This article explores how U.S. and European public and private capital markets are innovating to fund investments to drive the transition to net-zero and demonstrates the importance of policies and public-private partnerships to stimulate the necessary investments.
{"title":"Climate Finance: Progress, Challenges, and Opportunities on the Path to a Sustainable Planet","authors":"Laura D. Tyson, Daniel Weiss","doi":"10.1177/00081256241296902","DOIUrl":"https://doi.org/10.1177/00081256241296902","url":null,"abstract":"Net zero by 2050 requires significant capital deployment through innovative climate finance and supportive policies. Policymakers and capital markets face the challenge of generating returns, driving economic growth, and ensuring sustainability. The International Energy Agency (IEA) estimates existing technologies can achieve 80% of the emissions reductions needed by 2030, but mobilizing capital to finance them at scale is crucial. This article explores how U.S. and European public and private capital markets are innovating to fund investments to drive the transition to net-zero and demonstrates the importance of policies and public-private partnerships to stimulate the necessary investments.","PeriodicalId":9605,"journal":{"name":"California Management Review","volume":"53 1","pages":""},"PeriodicalIF":10.0,"publicationDate":"2025-02-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143417269","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2025-02-12DOI: 10.1177/00081256241300334
Dara O’Rourke
Responding to climate change requires rapid changes in corporate practices. This article assesses how Amazon, known for its speed and innovation, has leveraged internal processes to transition toward “Net Zero Carbon” by 2040. It argues that industrial decarbonization has primarily involved “sustaining innovations” and then examines how Amazon’s internal mechanisms have been applied to sustainability—including efficiency improvements, lower-carbon substitutions, longer-term innovation investments, and engagements with their supply chains. Amazon’s experiences are relevant to corporations working to advance decarbonization. It concludes by offering lessons for managers about how to leverage innovation processes to advance climate goals.
{"title":"Can “Sustaining Innovation” Deliver Sustainability? Amazon’s Innovation Processes on Corporate Decarbonization","authors":"Dara O’Rourke","doi":"10.1177/00081256241300334","DOIUrl":"https://doi.org/10.1177/00081256241300334","url":null,"abstract":"Responding to climate change requires rapid changes in corporate practices. This article assesses how Amazon, known for its speed and innovation, has leveraged internal processes to transition toward “Net Zero Carbon” by 2040. It argues that industrial decarbonization has primarily involved “sustaining innovations” and then examines how Amazon’s internal mechanisms have been applied to sustainability—including efficiency improvements, lower-carbon substitutions, longer-term innovation investments, and engagements with their supply chains. Amazon’s experiences are relevant to corporations working to advance decarbonization. It concludes by offering lessons for managers about how to leverage innovation processes to advance climate goals.","PeriodicalId":9605,"journal":{"name":"California Management Review","volume":"15 1","pages":""},"PeriodicalIF":10.0,"publicationDate":"2025-02-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143401203","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2025-01-29DOI: 10.1177/00081256241304461
Patricia Klarner, Tina Ambos, Julian Birkinshaw
Novel bottom-up forms of organizing, such as agile, have become increasingly prevalent in companies. While such organizing forms emphasize bottom-up employee involvement, they also require commitment from top-level executives. However, knowledge about how companies can move from piloting to scaling agile and top-level executives’ role in managing this transition is currently limited. This article’s analysis of six leading organizations unveils the tensions that top executives need to anticipate and address in each phase of the implementation process to support and progress bottom-up organizing. It also suggests selective interventions that top executives can make to keep the agile implementation process on track.
{"title":"How to Implement Bottom-Up Organizing: LessonsfromAgilePilotingandScaling","authors":"Patricia Klarner, Tina Ambos, Julian Birkinshaw","doi":"10.1177/00081256241304461","DOIUrl":"https://doi.org/10.1177/00081256241304461","url":null,"abstract":"Novel bottom-up forms of organizing, such as agile, have become increasingly prevalent in companies. While such organizing forms emphasize bottom-up employee involvement, they also require commitment from top-level executives. However, knowledge about how companies can move from piloting to scaling agile and top-level executives’ role in managing this transition is currently limited. This article’s analysis of six leading organizations unveils the tensions that top executives need to anticipate and address in each phase of the implementation process to support and progress bottom-up organizing. It also suggests selective interventions that top executives can make to keep the agile implementation process on track.","PeriodicalId":9605,"journal":{"name":"California Management Review","volume":"23 1","pages":""},"PeriodicalIF":10.0,"publicationDate":"2025-01-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143055547","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"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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