Community entrepreneurship: A framework for social change leadership

This article describes a leadership approach to social change that takes into account actors' differing interests, strategic alliances, and events in a dynamic, interorganizational community setting. The leadership and development concepts are drawn from took place in the Philadelphia area in the mid-1980s. As reflective practitioners, the authors developed and applied a new framework for proactive leadership to achieve social change.     

‘Physicians to a dying planet’: Helen Caldicott,Randall Forsberg,and the anti-nuclear weapons movement of the early 1980s

This article profiles two important leaders of the anti-nuclear weapons movement in the United States during the early 1980s. Helen Caldicott and Randall Forsberg were visionary, transformational leaders who crossed a variety of boundaries for the common good, and as such are prime exemplars of integrative leadership in action. Caldicott was a charismatic figure who used her status as physician and mother to rally a worldwide movement opposed to the ongoing proliferation of nuclear weapons and talk of “winnable” nuclear war. Forsberg was the main architect of the nuclear “Freeze” campaign whose humanitarian vision and common-sense approach to political action helped unite diverse segments of the American public around the Freeze proposal and push the Reagan administration towards disarmament talks with the Soviet Union. The article analyzes the leadership of both women in historical and social–scientific context, shedding light on two relatively unknown — yet important — social movement leaders whose stories have much to tell us about integrative public leadership, the challenges faced by women leaders, and the strengths and pitfalls of charismatic leadership.     

Understanding stability and change in fields

In the literature on organizations, there are two very different views of social change. One emphasizes piecemeal change and actor learning. The other views change as more revolutionary resulting in entirely novel forms of organizations. On the surface, these two conceptions of social change seem incompatible. But, I argue that by situating organizations in field analysis, we can make sense about the conditions under which both can occur. This paper offers a framework for understanding strategic action in organizational fields. Embedded in this framework is the idea that these different theories of change operate under quite different structural conditions of fields. The emergence or transformation of a field implies radical change precisely because all elements of the structuring of the field are in flux. If one is observing an already existing field, then the dynamics of interaction are likely to be quite different. Actors in existing fields will work to maintain their position in the field. They will engage in strategic action to make changes in response to what others are doing in the field. Thus, in a stable field where the game for position is ongoing, we expect change to be more incremental, more imitative, and often, in reaction to the moves of others. I end by presenting an example of stability and suggesting a research agenda.     

Influencing hand hygiene at spectrum health

Gain insights into the six sources that both motivate and enable people to change through personal, social, and structural forces, and see how they were used to improve hand-washing patterns at a large health care system.     

The Disintegrating Effects of Equality: A Study of a Failed International Merger

In the literature on M&A and social justice, equality is regarded as an important principle to facilitate social integration. This article debates what happens when the equality principle is operationalized; from intentions in the pre‐merger process to the distribution of resources and decision‐making rules in the post‐merger process. In a merger between two state‐owned telecoms corporations in the Scandinavian countries, we found that the principle of equality had the reverse effects on social integration to that predicted in the literature. Instead of facilitating the social integration process, the equality principle led to perceptual and structural fallacies negatively influencing social integration. We suggest that these disintegrating effects were particularly strong because this was an international merger between two state‐owned firms of unequal size.     

Testing the Time‐Variancy of Explanatory Factors of Strategic Change1

The article proposes an empirical framework able to: (1) assess the relative validity of both adaptive and inertial views of strategic change and (2) verify the potential time‐ or context‐dependency by testing the structural stability of the empirical model, in Spanish banks, 1983–1997. Results offer inconclusive findings regarding (1) but strong evidence to answer (2). The assumption of structural stability is rejected and the effect of many explanatory factors considered in the empirical model varies over time as some factors show different effects and/or significance levels depending on the period considered. These findings suggest that explanatory models of strategic change should be viewed as ‘time‐’ or ‘context‐dependent’. The article provides a conceptual model in which alternative explanations operate in a sequential way. The results highlight, first, that inconclusive past findings about adaptive versus inertial views should be reviewed under this new evidence, and future empirical research must assure that its methods and interpretations are robust to potential structural breakdowns; and second, the limitations raised by the static approach offered by the available theories/models when approaching the dynamic and complex nature of strategic change. Theoretical developments and implications for managerial practice are suggested.     

Recruitment and the Role of Employment Services in Bulgarian Industry

ABSTRACT: This article is based on two surveys of Bulgarian manufacturing enterprises completed by the International Labour Organization in 1992 The surveys covering both state and private sector firms in this transition economy undergoing severe structural change collected a wealth of data on labour and employment practices at the micro level The authors examine recruitment and vacancy rates in the industrial sector managerial recruitment preferences on the basis of age gender and educational back ground and the recruitment methods used by managements in hiring workers The role of the national employment services in labour allocation is also analyzed revealing different recruitment strategies between state and private sector firms     

资源依赖、网络中心度与多方联盟构建——基于产业电子商务平台的实证研究

以资源依赖理论和社会网络理论为依据,以产业电子商务平台为实证背景,深入分析了影响企业加入多方联盟的决定因素。实证研究表明,企业是否加入多方联盟主要受2方面因素的影响:资源依赖和网络结构中心度。企业对新联盟的资源依赖程度越高,在社会网络中的中心度越高,其加入多方联盟的概率越大。这种经济考虑和社会考虑同时存在,共同作用于企业的战略抉择。     

Supported,detached, or marginalized? The ambivalent role of social capital on stress at work

Relationships with work colleagues can mitigate job stress; this article proposes a new perspective on such effects, in accordance with social capital theory, to delineate the potentially distinct impacts of the two dimensions of relational and structural social capital. A partial least squares analysis of network data in a medium-sized company (N = 343) offers evidence of an effect of the relational dimension (tie strength), through social support. The structural dimension (bridging ties, i.e. whether an employee has social ties with members of other departments) reveals a dual effect involving reduced stress but also diminished social support, which can increase stress. These dual effects reflect the two levels on which bridging ties act, namely, cognitive (selfdistancing) and social (marginalization from the immediate work context) levels. Next, with two scenario-based experiments (N = 289 and 245), the authors manipulate bridging ties and gain further evidence of the proposed mechanisms. These findings highlight the social underpinnings of stress and the critical role of the structure, not just the quality, of work relationships. They also identify a dark side of bridging ties, which can enhance individual performance but also create the potential for negative wellbeing outcomes.     

A Case Study of Gender Differences in Job Satisfaction Subsequent to Implementation of an Employment Equity Programme

In this research case study, the competing hypothesis of socialization, structural and social role theories were derived and used to explore and compare the job attitudes and satisfaction of women and men in a Canadian insurance company subsequent to voluntary implementation of an employment equity programme. Gender comparisons of both managerial and clerical employees on individual facets of satisfaction indicated the most support for social role theory, some support for structural theory and the least support for socialization theory. These findings indicate that managerial women and men tend to derive work satisfaction from similar sources. The variation in facet results cautions against global conclusions about gender and job satisfaction. Unanticipated consequences such as a 'backlash' (Faludi, 1991) of managerial men and a 'glass escalator' (Williams, 1992) for clerical men were also suggested by the findings in this case. A key implication is the potential benefit to both organizations and managerial women from steps taken to level the structural playing field.     

社会资本结构与中小企业创新--一项基于结构方程模型的实证研究

本文针对中小企业核心竞争力的关键问题——创新展开分析,根据我国中小企业的组织特征,在综合分析了国外有关企业创新理论的基础上,我们提出了中小企业基于社会资本的创新理论,在传统创新理论解释变量集中加入了企业规模,并区分了社会资本构成的两大因素:结构性社会资本和认知性社会资本;在问卷调查的基础上,通过探索性因素分析和结构方程建模(SEM),对我国中小企业技术创新影响因素进行了结构测量和机理分析,认为:(1)中小企业的创新结构和知识管理水平受到结构性、认知性社会资本和企业人力资本的综合影响;(2)中小企业认知性社会资本既直接地、又通过影响企业的结构化社会资本间接地影响了企业的技术创新水平,显示出社会资本对中小企业创新的影响存在明显的分层结构和不同路径。     

Corporate Governance Reform in Australia: A New Institutional Approach

From an international perspective, Australia has been one of the leading jurisdictions for corporate governance reform. Its first corporate governance code predates the Cadbury Report, and Australia is also one of the few countries internationally to have been only marginally affected by the recession that ensued after the Global Financial Crisis. Considerable governance reform has occurred since 2007–8 in Australia, however; much of it occasioned by pressure brought to bear by institutional investors as a reaction to both traditional governance failings and also social and environmental concerns such as a growing awareness of climate change. Institutional influence is primarily associated with the compulsory retirement income system that emerged in the 1980s in light of an economy‐wide union campaign. While governance structures are becoming more homogenous, institutional logics reflecting trustees’ concerns are driving and shaping this ongoing process. A new approach to corporate engagement has emerged under the influence of investor representative bodies such as the Australian Council of Superannuation Investors that is driving corporate governance change.     

Relational Leadership Theory: Exploring the social processes of leadership and organizing

Relational leadership is a relatively new term in the leadership literature, and because of this, its meaning is open to interpretation. In the present article I describe two perspectives of relational leadership: an entity perspective that focuses on identifying attributes of individuals as they engage in interpersonal relationships, and a relational perspective that views leadership as a process of social construction through which certain understandings of leadership come about and are given privileged ontology. These approaches can be complementary, but their implications for study and practice are quite different. After reviewing leadership research relative to these two perspectives I offer Relational Leadership Theory (RLT) as an overarching framework for the study of leadership as a social influence process through which emergent coordination (e.g., evolving social order) and change (e.g., new approaches, values, attitudes, behaviors, ideologies) are constructed and produced. This framework addresses relationships both as an outcome of investigation (e.g., How are leadership relationships produced?) and a context for action (e.g., How do relational dynamics contribute to structuring?). RLT draws from both entity and relational ontologies and methodologies to more fully explore the relational dynamics of leadership and organizing.     

Strategies for growth: Intervention in a church

This article is a case study of a small, local congregation, and reports the results of an intervention aimed at evaluation and change of existing organizational strategy. It presents both a summary of one applicable business model, and the techniques and procedures employed in assisting both the general membership and church leaders in self-evaluation and long-range planning. The intervention resulted in increased awareness of organizational problems and needs, and provided a basis for future choices involving pastoral leadership, programme development and institutional needs. The events occured while the author served as temporary, interim pastor during 1980 and 1981.     

Medicare catastrophic coverage: a postmortem

As we move beyond the 1980s, it is worth reflecting on the rise and fall of the Medicare Catastrophic Coverage Act of 1988 (P.L. 100-360). Hailed by nearly everyone at its passage as both sensible and needed, it died less than two years later without ever becoming viable. Attacked vigorously by the elderly whom it was designed to serve, the measure finally succumbed to political pressure and passed from the scene, except for some items relating to Medicaid, on the first day of this year. This article examines the Act and the circumstances that led to its demise.     

Economic Liberalization and the Antecedents of Top Management Teams: Evidence From Turkish ‘Big’ Business

There has been an increased interest in the last two decades in top management teams (TMTs) of business firms. Much of the research, however, has been US‐based and concerned primarily with TMT effects on organizational outcomes. The present study aims to expand this literature by examining the antecedents of top team composition in the context of macro‐level economic change in a late‐industrializing country. The post‐1980 trade and market reforms in Turkey provided the empirical setting. Drawing upon the literatures on TMT and chief executive characteristics together with punctuated equilibrium models of change and institutional theory, the article develops the argument that which firm‐level factors affect which attributes of TMT formations varies across the early and late stages of economic liberalization. Results of the empirical investigation of 71 of the largest industrial firms in Turkey broadly supported the hypotheses derived from this premise. In the early stages of economic liberalization the average age and average organizational tenure of TMTs were related to the export orientation of firms, whereas in later stages, firm performance became a major predictor of these team attributes. Educational background characteristics of teams appeared to be under stronger institutional pressures, altering in different ways in the face of macro‐level change.     

Exploring the Effects of the Privacy‐Handling Management Styles of Social Networking Sites on User Satisfaction: A Conflict Management Perspective

The issue of consumer information privacy, arguably the most substantial and persistent problem confronting e‐commerce companies in general and online social networking service providers in particular, often results in unsatisfied customers. Researchers have investigated privacy from various perspectives and in a multitude of settings, yet there have been few attempts to understand privacy versus satisfaction, particularly from the perspective of conflict management. Because users’ privacy can be negatively affected by social networking sites (SNSs), this study focuses on the privacy conflicts between SNSs and their users. Drawing on conflict management theory, this article investigates the effects of different conflict management styles exhibited by an SNS on users’ satisfaction with its privacy practices, which then affects their intention to disclose personal information. The SNS examined in this study is Facebook, the most popular SNS with the largest number of users. Data were collected using an online survey and were analyzed using structural equation modeling. The results suggest that the two cooperative conflict management styles demonstrated by the SNS—accommodating and problem‐solving—positively affect users’ satisfaction with the privacy practices of the SNS both directly and indirectly through perceived privacy risk control. With regard to uncooperative styles, an avoiding style negatively affects user satisfaction directly, whereas an asserting style negatively affects user satisfaction indirectly through perceived privacy risk. The results also support that satisfaction is positively related to intention; users who are satisfied with the privacy practices of SNSs are more willing to disclose personal information than unsatisfied ones.     

Key social issues for European business

European businessmen find themselves at the centre of a political debate which questions the existence of capitalism as we know it. Its critics would replace it or reform it by establishing a higher degree of state control or union control, by building protective trade barriers on a national or European level, and by arranging for a greater involvement of community interests in management decision-making.How should business leaders respond? Increasingly, business is becoming more ‘politicized’ and businessmen are putting their case personally, through industry and employer associations, and with the aid of external consultants and staff specialists in ‘Public Affairs’. The structures of business organizations are being changed to include representation by employees, consumers and other interests. And businesses are becoming involved in ‘social’ tasks like job creation and the provision of social services such as refuse collection, postal services, private education and private medicine. In this article, the authors trace the major social and political trends which have affected European business in the post-war period and identify the key social issues for businessmen in the 1980s.     

Brokering knowledge: Linking learning and innovation

This paper presents a model of innovation, knowledge brokering, that explains how some organizations are able to routinely innovate by recombining their past knowledge in new ways. While existing theories of organizational learning and innovation are useful, the links between them are crucial for understanding how existing knowledge becomes the raw materials from which individuals in organizations construct innovative solutions. This model develops these links by grounding processes of learning and innovation in the larger social context within which they occur. Using a microsociological perspective, this article draws together research spanning levels of analysis to explain innovation as the dissembling and reassembling of extant ideas, artifacts, and people. Previous research has suggested that firms spanning multiple domains may innovate by moving ideas from where they are known to where they are not, in the process creating new combinations of existing ideas. This paper more fully develops this process by linking the cognitive, social, and structural activities it comprises. Knowledge brokering involves exploiting the preconditions for innovation that reside within the larger social structure by bridging multiple domains, learning about the resources within those domains, linking that knowledge to new situations, and finally building new networks around the innovations that emerge from the process. This article also considers the origins of knowledge brokers as firms committed to this innovation strategy, the structural and cultural supports for the knowledge brokering process, and several obstacles to the process that these firms experience. Finally, I discuss the implications of this model for further research on innovation and learning, and the implications for other organizations seeking to establish their own capabilities for brokering knowledge.