Double Trouble: Sibling Rivalry and Twin Organizations in the 2008 Credit Crisis

The purpose of this paper is to introduce and explore the novel idea of highly similar ‘twin organizations’. Drawing on psychoanalytic theory in his formulation, the author argues that the closeness of organizational identities in twin organizations may lead to increased rivalry, narcissism and a tendency for greater risk‐taking and vulnerability. Four of the biggest casualties of the 2008 credit crisis – two UK banks (HBOS and RBS) and two large US financial institutions (Fannie Mae and Freddie Mac) – are used to illustrate this conceptual development. The contribution of this paper is fivefold. First, this paper contributes the theoretical innovation of the idea of twin organizations to the organization studies literature. Second, it casts a fresh light on four of the organizations that got most deeply into trouble in the credit crisis. Third, it contributes to other areas of organizational scholarship, specifically the theory of risk and the theory of organizational identity. Fourth, this paper acts as a warning by identifying similar phenomena in the ongoing Eurozone crisis, and fifth, it contributes to the understanding of risk‐management practice and organizational consultancy.     

基于免疫的组织健康捍卫机制建构:一个案例

本文借鉴医学免疫和健康的新视角,试图建构基于组织免疫行为的组织健康捍卫机制分析框架,探讨组织健康状态的理论维度和组织免疫行为如何捍卫组织健康状态并发挥作用的机制,同时,选取广东粤电集团沙角C电厂进行了案例研究。本文的研究揭示出,组织监视、组织防御和组织记忆是组织免疫过程的主要行为维度,而组织健康的理论维度,包括组织结构均衡性、功能活跃性、社会和谐性和环境适应性,组织免疫行为对组织健康有捍卫作用,任何一个要素和环节的缺失或失灵都会破坏组织健康状态,组织免疫系统的建立对于避免复杂系统的运行失败是非常关键的。     

Narrative, organizations and research

Given the rapid expansion of narrative approaches in management and organization theory in recent years, this paper investigates the contribution of this literature to the understanding of organizations and processes of organizing. The paper tells the story of the development of narrative approaches in organizational theory. Narrative's contribution to substantive areas of organization theory is evaluated. These developments are then reviewed in relation to an ongoing tension between story and science. We conclude by contemplating some of the criticisms, and the future, of narrative research.     

Beyond trust: towards a practice-based understanding of governing ‘network organizations’

In recent past the concept of the ‘network’ or ‘network organization’ has emerged as one of the most prominent concepts for thinking, understanding and conceptualizing the coordination of ‘productive activities’. In the literature on network organizations, ‘trust’ is commonly understood to be the main coordinating mechanism of this organizational form. Highlighting the problematics involved in this prime focus on trust, this study combines practice-based theory (Schatzki in Social practices: a Wittgensteinian approach to human activity and the social, Cambridge University Press, Cambridge, 2008) and a Foucauldian understanding of governing to contribute to a more differentiated understanding of the coordination of everyday activities in network organizations. By focusing on how the ‘network organization’ and its subjects are ‘produced’ in power-infused practices, this study provides insights into the complexity of mechanisms involved in such organizations. Empirically this is illustrated at the example of a consulting company which describes itself—internally and externally—as ‘network organization’. Based on an ethnographic participant observation and in-depth semi-structured interviews, the analysis of the case questions the centrality of trust as coordinating mechanism and provides deep insights into the constitution of this specific ‘network organization’.     

Organizational learning and knowledge in public service organizations: A systematic review of the literature

This paper is a systematic review of the literature on organizational learning and knowledge with relevance to public service organizations. Organizational learning and knowledge are important to public sector organizations, which share complex external challenges with private organizations, but have different drivers and goals for knowledge. The evidence shows that the concepts of organizational learning and knowledge are under-researched in relation to the public sector and, importantly, this raises wider questions about the extent to which context is taken into consideration in terms of learning and knowledge more generally across all sectors. A dynamic model of organizational learning within and across organizational boundaries is developed that depends on four sets of factors: features of the source organization; features of the recipient organization; the characteristics of the relationship between organizations; and the environmental context. The review concludes, first, that defining 'organization' is an important element of understanding organizational learning and knowledge. Second, public organizations constitute an important, distinctive context for the study of organizational learning and knowledge. Third, there continues to be an over-reliance on the private sector as the principal source of theoretical understanding and empirical research and this is conceptually limiting for the understanding of organizational learning and knowledge. Fourth, differences as well as similarities between organizational sectors require conceptualization and research that acknowledge sector-specific aims, values and structures. Finally, it is concluded that frameworks for explaining processes of organizational learning at different levels need to be sufficiently dynamic and complex to accommodate public organizations.     

Complexity theories and organizational change

Complexity theory or, more appropriately, theories, serves as an umbrella term for a number of theories, ideas and research programmes that are derived from scientific disciplines such as meteorology, biology, physics, chemistry and mathematics. Complexity theories are increasingly being seen by academics and practitioners as a way of understanding and changing organizations. The aim of this paper is to review the nature of complexity theories and their importance and implications for organizations and organizational change. It begins by showing how perspectives on organizational change have altered over the last 20 years. This is followed by an examination of complexity theories and their implications for organizational change. The paper concludes by arguing that, even in the natural sciences, the complexity approach is not fully developed or unchallenged, and that, as yet, organization theorists do not appear to have moved beyond the stage of using it as metaphor rather than as a mathematical way of analysing and managing organizations.     

Metaphors and Theory Building in Organization Theory: What Determines the Impact of a Metaphor on Theory?*

A long‐standing stream of organizational research suggests that our ability to theorize and reason about organizations is significantly influenced by metaphorical representations of organizations. This study contributes to this research stream by examining how different metaphors influence theory development and academic thinking about organizations. We asked scholars from UK business schools to rate different metaphors in terms of their impact on theory building. We then examined whether, and to what extent, these metaphors (after they had been selected) had helped in clarifying and advancing their understanding of organizations. The results indicate that the ability of a metaphor to advance and clarify theoretical understandings of organizations is based upon (1) the degree to which that metaphor is seen to capture multiple salient features of organizations and (2) the ease with which the metaphor is understood. We discuss the implications of these results for theorizing and research on organizations.     

The impact of emotion on organizational learning

This paper addresses an aspect of organizational learning that has not been extensively developed - the impact of emotion on organizational learning. The study of emotion in organizations is seen as an important part of the development of organizational learning. The paper argues that attention to the emotional dynamics of organizing, and to the links between emotion and organizational politics, will increase the possibilities for understanding organizational learning. Awareness of the impact of emotion on organizational learning can be developed through an investigation of two areas. First, organizational learning is more than a product of organizational responses to individual learning. Emotion contributes to a broader understanding of systemic learning. Second, emotion is important to strategic aspects of organizational learning. There is a link between the emotional and the political within organizations. The paper contains a discussion of these themes using brief case examples to illustrate and develop the issues.     

The evolution of organizations and leadership from the ancient world to modernity: A multilevel approach to organizational science and leadership (OSL)

The purpose of this paper is to offer an initial theory, timeline, and taxonomy for discussing and researching the evolution of types of organizations and the concomitant context they provide for leadership. Specifically, leadership roles in the ancient world and modernity are contrasted and found to be almost diametrically opposed. To arrive at this conclusion, this work draws upon current extensions of evolutionary theory from biology and psychology to organizational studies and leadership (Yammarino & Dansereau, 2011). This framework is then contrasted with Kellerman (2012) who calls for an end to leadership studies. The question this paper attempts to address is: from a multi-level perspective, how have evolutionary changes in the types of commercial organizational structures led to differing dominant leadership styles? Without having to call for an end to leadership studies, an understanding of ancient forms of organization can lend insight into a number of contemporary business and geopolitical conflicts where tribalism is a factor.     

Exploring the effect of national cultures on organizational commitment of bicultural employees

Many organizations today operate globally and employ a significant number of bicultural employees. Consequently, it is extremely important to conduct research that furthers our understanding of bicultural employees in an organizational context. In addition, research that furthers our understanding of an employee attitude such as the organizational commitment of bicultural employees will have practical significance for organizations seeking to maximize employee commitment. This paper presents two profiles of biculturals based on predominant identification to individualist or collectivist national cultures and offers rationale to support the premise that organizational commitment will differ between collectivist and individualist biculturals. Exploring the national cultural dimensions of organizational commitment of bicultural employees as conceptualized in this paper provides human resource development (HRD) an excellent opportunity to research these two constructs that significantly impact organizational outcomes.     

Strategic human resource management: where have we come from and where should we be going?

Strategic human resource management (SHRM) implies a concern with the ways in which HRM is critical to organizational effectiveness. This straightforward assertion is examined in theory and through research evidence to reveal high levels of complexity in relation to how, when and why the interconnection between HRM and organizational outcomes is achieved. The two dominant normative models of 'best fit' and 'best practice' are considered. The paper concludes that the HR strategies of firms are heavily shaped by contextual contingencies, including national, sectoral and organizational factors. However, such a conclusion does not invalidate all 'best-practice' thinking. Although constrained in certain ways, underpinning principles of labour management still have relevance to practice as essential attributes of a firm's ability to compete in its chosen markets. The paper then considers the resource-based view (RBV) of the firm and asks whether this provides a better basis for the development of theory in SHRM and in understanding the contribution of HRM to the achievement of sustained competitive advantage. While limits to the utility of RBV in respect of SHRM theory are identified, important implications for research are signalled. Trends in the RBV literature are pushing all those interested in strategy towards studies of intellectual capital, learning processes and organizational adaptability. Researchers in HRM could, if they wished, play a central role in these developments because questions of how to attract, motivate and develop workers with critical and scarce abilities, and develop effective processes of work organization, must be fundamental to any model of knowledge-based competition. Greater progress will be made when organizations are studied in a much more interdisciplinary or systemic way.     

Learning organization,organizational culture,and affective commitment in Malaysia: A person–organization fit theory

ABSTRACT

Based on person–organization fit theory, this article moves beyond theories of motivation and social exchange relationships that have often been used in commitment literature. This article contributes to understanding perceptions of organizational culture (OC) and affective commitment (AC) through perceptions of a learning organization (LO). Such understanding helps to tackle current commitment issues in Malaysia through strategic human resources development (HRD) planning and deploying organization development activities. We examined: (a) the extent to which organizations with an embraced LO mediated OC and AC, (b) the most influential component of OC in promoting employee AC, and (c) the most important component of LO for influencing OC and AC. We obtained 516 respondents (64.5% response rate) in selected Malaysian private organizations. It was concluded that LO mediated the relationship between OC and AC. Respect for people was an influential factor of OC for AC, while empowerment played a significant role in LO culture mediating the relationship between OC and AC. HRD practitioners should strategically plan organizational activities, norms, and policies that promote organizational learning processes and a learning culture to enhance AC.     

Cross-cultural influences on organizational learning in MNCS: The case of Japanese companies in China

This paper draws on the social construction perspective and on social learning theory to examine the cross-cultural influences on organizational learning in MNCs. Social learning theory suggests that constructive engagement and member solidarity are key constituents of organization-based collective learning. Literature suggests, however, that cross-cultural differences in assumptions about social participation by organization members may impair organizational learning. The paper also reports a qualitative study, conducted at five Japanese-invested manufacturing companies in the Pearl River Delta, China. The research found that managers perceived Chinese frontline workers as lacking constructive engagement and member solidarity as compared with their Japanese counterparts, thus limiting organizational learning, and attributed these perceived differences to deep-seated cultural values. Attempts in two of the companies to ‘Japanize’ the workforces were reported to have had some impact, but appeared not to have substantially changed this picture. Urging caution regarding cross-cultural stereotyping and home country bias, we consider the implications for organizations with international manufacturing operations.     

Transforming Public Organizations into Learning Organizations: A Conceptual Model

The concepts of organizational learning and learning organizations have gained popularity in recent organization theory literature as complementary subjects. So far majority of studies on these issues focused on the relationship between organizational learning and its ultimate consequences such as increased innovative capacity, increased productivity, and higher competitive advantage of organizations. Nevertheless, many researchers examined the processes of organizational learning from the standpoint of private enterprises, paying little attention to the dynamics of organizational learning in public sector. This paper is aimed to fill this gap by introducing and discussing the basic constituents of a novel conceptual model which demonstrates the relevant steps in transforming of public organizations into learning organizations.     

An Olympic‐sized Challenge: Effect of Organizational Pathology on Maintaining and Repairing Organizational Legitimacy in Sports Governing Bodies

Private organizations increasingly wield public authority, with substantial impact on the lives of individual persons. Such authority is often paired with enhanced public scrutiny and decreased trust in the relevant organization, leading to a loss of legitimacy. This paper uses sports governing bodies to contribute to the literature on governance by developing theory on the interaction between organizational legitimacy and pathological internal structures. It takes a nuanced view of legitimacy and extends a model of organizational pathology. While primarily conceptual, the paper uses the well‐documented cases of the International Olympic Committee and, to a lesser extent, FIFA to illustrate how organizational pathology can not only undermine an organization's legitimacy, but can also interfere with its ability to perceive a path to legitimacy repair, even when it recognizes the necessity of doing so. The paper concludes with recommendations for practice and suggestions for future research looking beyond sports governing bodies.     

Organizational identity in acculturation in cross-border acquisitions: Implications for HRD practitioners in global M&A

The purpose of this study is to explore the role of organizational identity in acculturation, or organizational culture development, between the acquired and the acquiring organizations during a cross-border acquisition. The goal is to identify how long-term and short-term employees identify with the acquired organization, and the implications for acculturation for both groups. It is also to help identify implications for Human Resource Development Practitioners in this process. The long-term employees (more than seven years) of the acquired organization identified more strongly with the organization than the short-term (three or less years) employees in this study. The short-term employees seemed to welcome the acquiring Multinational Company (MNC), and readily adapted to their multicultural identity, while long-term employees were more concerned with maintaining the reputation of the original organization. The study provides Human Resource Development (HRD) practitioners with a better understanding of how and why organizational identity is an important aspect to consider in the acculturation process in cross-border mergers and acquisitions. It also provides insight into how to work with organizational identity with acquired organizations in integration and adaptation to the new organization by understanding the differences in organizational identity of long-term and short-term employees in India.     

创新互动框架下组织领地氛围对利用性技术创新的影响:一个被调节的中介模型

利用性技术创新是企业把已有的知识、技术和市场转化为商业价值的手段,能够塑造企业的竞争优势。本研究基于创新的互动观点和领地性理论探讨了组织领地氛围对企业利用性技术创新的影响,并识别出其发挥作用的中介机制和边界条件,由此构建出包括组织氛围(领地氛围)、组织结构(控制导向的HRM系统)和各部门主体(跨部门协调)在内的整合模型。本文以146家企业的2113名成员为样本,收集了多源数据,结果发现组织的领地氛围作为约束组织成员行为的"软"的要素会降低跨部门协调进而不利于利用性技术创新的实现。进一步,控制导向的HRM系统作为组织的结构性要素,是约束组织成员行为的"硬"的要素,能够通过调节跨部门协调与利用性技术创新之间的关系来缓冲领地氛围对利用性技术创新的消极的间接效应。研究结果对领地性理论、技术创新和HRM系统研究具有重要的理论意义。     

企业环境下个人获取知识和输出知识能力对组织公民行为影响的研究

很多研究者关注企业组织环境下个体如何获取和输出知识、以及个体获取和输出知识与其前因和结果的关系,但是,这些研究至少在以下两方面有待进一步完善:一是未考察个体获取和输出知识对组织公民行为的作用机制,二是鲜有研究将获取知识和输出知识同时纳入研究范畴中。本研究的目的正是希望针对以上问题,考察企业环境中个体获取知识能力和输出知识能力对于组织公民行为的影响机制。对216个样本的实证研究结果表明,个人获取知识能力能够提升个人组织公民行为,而且这种影响是通过输出知识能力的完全中介作用实现的。本研究结果不仅丰富了个体学习和组织学习的相关理论,而且为企业推动组织学习提供了新的思路:企业管理实践中,只有在组织中对人们"获取知识"和"输出知识"齐抓共管,才能更好地促进个体组织公民行为,更好地建设学习型组织,推动组织的可持续生存和健康和谐发展。     

Wertewandel in Organisationen und Unternehmen als Fragestellung für Organisationsberater/innen

Change of values in organizations and enterprises as an issue to organization counselors Ethical issues are hardly ever explicitly formulated in the process of supervision or organizational development. However they have a strong impact on the everyday procedures of an organization in the form of conflicting values and goals. The costs of such unresolved conflicts for organizations and enterprises should not be underestimated. Organization counselors have the adequate potential to facilitate even complex processes of value changes within an organization. The following article explains by an example how the controversies about conflicting interests based on value issues can be adressed in the context of an organizational development process. This is done on grounds of the person-centered approach by Carl Rogers.