Organizational Resilience: A Valuable Construct for Management Research?

Recently, the concept of resilience has gained new momentum in organization studies. It is held to be a very promising concept to explain how organizations can survive and thrive amidst adversity or turbulence. However, findings from an earlier review about resilience in the organizational and business context show that, although empirical research on the concept has increased, there is still a need for more clarity in terms of its measurement. The aim of this paper is to present a systematic review of the organizational resilience construct that covers both conceptual and operational issues. We discuss why researchers criticize resilience for being fuzzy and move on to identify and analyse existing literature under the lens of construct development and taxonomies. With this study, we aim to point out conceptual problems for future researchers to address conceptual clarity and to develop a clearer, more parsimonious concept. We conclude with a suggestion about future measurement.     

Organizational learning in SMEs’ internationalization: A moderated mediating effect of absorptive capacity

We examine both mediation and moderation effects on the direct relationship between internationalization speed and firm performance in the context of small and medium-sized enterprises (SMEs). Building on prior studies that focus either on the direct speed–performance linkage or the moderating role played by knowledge, we suggest that an important source of performance variations is organizational learning. Grounded in the organizational learning perspective, we argue that firm strategies regarding speed and earliness of internationalization provide the SMEs with opportunities to develop their absorptive capacity, and thus enhance their performance. Using survey data from 343 SMEs in Australia and New Zealand, our empirical results suggest that absorptive capacity is associated with internationalization speed in a reversed U-shape relationship and that in turn absorptive capacity mediates the direct speed–performance relationship. Moreover, this mediating effect is moderated by earliness of internationalization. By demonstrating the moderated mediating effect of absorptive capacity as a novel mechanism to achieving superior performance, we enhance the understanding of how firms succeed internationally.     

11 Evidence in Management and Organizational Science: Assembling the Field’s Full Weight of Scientific Knowledge Through Syntheses

Abstract

This chapter advocates the good scientific practice of systematic research syntheses in Management and Organizational Science (MOS). A research synthesis is the systematic accumulation, analysis and reflective interpretation of the full body of relevant empirical evidence related to a question. It is the critical first step in effective use of scientific evidence. Synthesis is not a conventional literature review. Literature reviews are often position papers, cherry‐picking studies to advocate a point of view. Instead, syntheses systematically identify where research findings are clear (and where they aren’t), a key first step to establishing the conclusions science supports. Syntheses are also important for identifying contested findings and productive lines for future research. Uses of MOS evidence, that is, the motives for undertaking a research synthesis include scientific discovery and explanation, improved management practice guidelines, and formulating public policy. We identify six criteria for establishing the evidentiary value of a body of primary studies in MOS. We then pinpoint the stumbling blocks currently keeping the field from making effective use of its ever‐expanding base of empirical studies. Finally, this chapter outlines (a) an approach to research synthesis suitable to the domain of MOS; and (b) supporting practices to make synthesis a collective MOS project.     

12 Structural Equation Modeling in Management Research: A Guide for Improved Analysis

Abstract

A large segment of management research in recent years has used structural equation modeling (SEM) as an analytical approach that simultaneously combines factor analysis and linear regression models for theory testing. With this approach, latent variables (factors) represent the concepts of a theory, and data from measures (indicators) are used as input for statistical analyses that provide evidence about the relationships among latent variables. This chapter first provides a brief introduction to SEM and its concepts and terminology. We then discuss four issues related to the measurement component of such models, including how indicators are developed, types of relationships between indicators and latent variables, approaches for multidimensional constructs, and analyses needed when data from multiple time points or multiple groups are examined. In our second major section, we focus on six issues related to the structural component of structural equation models, including how to examine mediation and moderation, dealing with longitudinal and multilevel data, issues related to the use of control variables, and judging the adequacy of models and latent variable relationships. We conclude with a set of recommendations for how future applications of SEM in management research can be improved.     

The Integration of Two “Brotherhoods” into One Organizational Culture: A Psycho-social Perspective on Merging Police and Fire Services

While organizational mergers may not yet be as commonplace in public enterprise as in private industry, they present similar challenges in terms of the complexities of seamlessly blending the multiple stakeholders involved. As a result, despite their often grandiose ambitions, mergers have not always met with unequivocal success. While the reasons involved can be as divergent as the agencies themselves, research has tended to implicate merger administrators for insufficient attention to organizational culture as a key explanatory factor. In an effort to more closely examine this potential linkage as it relates to public sector mergers, the case study described herein analyzes the role of organizational culture in the merger of two independent entities (a sheriff’s office and fire-rescue services) and describes techniques employed to enhance the compatibility of their unification. Through a combination of interviews with transition team members and analysis of relevant records, the merger process is explored from three theoretical perspectives—i.e., work-related identity, person–environment “fit” (individual–cultural alignment), and employer–employee reciprocity. Using this theoretical framework, insights are provided into the manner in which these two distinct workplace cultures have been organizationally integrated.

Organizational Environments and Performance: A Linear or Nonlinear Relationship?

The external circumstances that organizations confront are an important influence upon their prospects of success. The resources available within the environment, the multiplicity of stakeholder demands to be addressed and the rates of change in these, each have serious implications for organizational functioning. Nevertheless, it remains conceivable that the effects of different dimensions of the environment are not straightforwardly positive or negative, but may follow nonlinear patterns posing very different challenges at different levels. To draw lessons for public organizations seeking to understand how best to respond the circumstances that they face, this paper examines linear and nonlinear effects of different dimensions of the organizational environment on the performance of over 500 organizations using both objective and subjective measures of the environment. Strong support is found for the presence of linear relationships between each environmental dimension and type of measure and performance, but no evidence of statistically significant nonlinear environmental effects. The theoretical and practical implications of the findings are discussed.     

What Do We Mean by Performativity in Organizational and Management Theory? The Uses and Abuses of Performativity

John Austin introduced the formulation ‘performative utterance’ in his 1962 book How to Do Things with Words. This term and the related concept of performativity have subsequently been interpreted in numerous ways by social scientists and philosophers such as Lyotard, Butler, Callon and Barad, leading to the coexistence of several foundational perspectives on performativity. This paper reviews and evaluates critically how organization and management theory (OMT) scholars have used these perspectives, and how the power of performativity has, or has not, stimulated new theory‐building. In performing a historical and critical review of performativity in OMT, the authors’ analysis reveals the uses, abuses and under‐uses of the concept by OMT scholars. It also reveals the lack of both organizational conceptualizations of performativity and analysis of how performativity is organized. Ultimately, the authors’ aim is to provoke a ‘performative turn’ in OMT by unleashing the power of the performativity concept to generate new and stronger organizational theories.     

Changing Strategy Processes and Strategy Content in Public Sector Organizations? A Longitudinal Case Study of NPM Reforms’ Influence on Strategic Management

New Public Management reforms have been argued to intensify the use of strategic management in public organizations, but there is a need to understand how reforms influence specific aspects such as strategy processes and strategy content. The NPM reforms are expected to formalize and professionalize strategy processes and strategy content towards greater competitiveness, but this may counter cooperation between organizations, which is essential in many areas for overall service provision. Research has provided little empirical knowledge about the simultaneous competition and cooperation in the public sector. This study offers such knowledge via a panel case study of five Danish upper secondary schools over a ten‐year period during a large NPM reform. The study includes three rounds of interviews with school principals before, during and after the reform, combined with secondary data. The study shows that, during reform implementation, strategy processes become more formalized and professionalized, and that teachers, in particular, lose influence. Regarding strategy content, the authors find an increase in external focus and competition, though schools maintain a focus on cooperation. The results suggest that NPM reforms can significantly change strategic management in public organizations, and that this is not necessarily at the expense of cooperation, at least in the short run.     

Efficient or Fair? Operationalizing Ethical Principles in Flood Risk Management: A Case Study on the Dutch-German Rhine

Flood risk management decisions in many countries are based on decision-support frameworks which rely on cost-benefit analyses. Such frameworks are seldom informative about the geographical distribution of risk, raising questions on the fairness of the proposed policies. In the present work, we propose a new decision criterion that accounts for the distribution of risk reduction and apply it to support flood risk management decisions on a transboundary stretch of the Rhine River. Three types of interventions are considered: embankment heightening, making Room for the River, and changing the discharge distribution of the river branches. The analysis involves solving a flood risk management problem according to four alternative formulations, based on different ethical principles. Formulations based on cost optimization lead to very poor performances in some areas for the sake of reducing the overall aggregated costs. Formulations that also include equity criteria have different results depending on how these are defined. When risk reduction is distributed equally, very poor economic performance is achieved. When risk is distributed equally, results are in line with formulations based on cost optimization, while a fairer risk distribution is achieved. Risk reduction measures also differ, with the cost optimization approach strongly favoring the leverage of changing the discharge distribution and the alternative formulations spending more on embankment heightening and Room for the River, to rebalance inequalities in risk levels. The proposed method advances risk-based decision-making by allowing to consider risk distribution aspects and their impacts on the choice of risk reduction measures.     

Control or Autonomy? A Case Study of two Organizational Forms in the Zhangjiakou Internal Migrant Organization

Control often weakens autonomy in organizational theories. While many scholars focus on the paradox of control and autonomy, few pay attention to how an organization obtains both control and autonomy. By exploring Zhangjiakou Internal Immigrant Organization, this study finds two mechanisms can contribute to the balanced combination of control and autonomy. First, managers play ambidextrous official-merchant roles, which means superiors take both bureaucratic and autonomous management styles. Second, members have dual organizational goals for both political status and network support. In conclusion, the successful combination is shaped by the subjective interaction between the government, superior managers and subordinate members.     

Resistance to Change and the Language of Public Organizations: A Look at “Clashing Grammars” in Large-Scale Information Technology Projects

The management environment of large-scale agency information technology (IT) projects is used as a framework for examining the notion of clashing grammars as a form of resistance to change within public organizations. Such projects, rooted in new management disciplines from the private sector, are being initiated in broad mimetic fashion by agencies seeking improved performance. The common problems with these projects may be manifestations of resistance to the very management tools developed for their implementation. This resistance may occur inadvertently when new grammars characteristic to modern IT projects clash with more traditional grammars embedded in the culture of public organizations.     

Work-related stress in the UK: a new, ‘Management Standards’ approach

Abstract

Workplace victimization has recently emerged as an important topic in occupational health psychology. One of the major limitations of this research is that it generally employs cross-sectional designs. The current study, however, used a 13-month two-wave prospective design to examine the relationship between target personality and workplace interpersonal conflict in a sample of 166 non-faculty employees at a Midwestern university in the United States. Results suggested that victims' positive affectivity, negative affectivity, and core self-evaluations were associated with interpersonal conflict. Furthermore, employee personality was related to subsequent interpersonal conflict from supervisors even after initial levels of interpersonal conflict were controlled. Analyses further suggested that target negative affectivity might be an especially strong predictor of interpersonal conflict. Consistent with past theorizing, we found evidence that initial interpersonal conflict with co-workers can result in subsequent interpersonal conflict with supervisors. We conclude with a discussion of the practical and theoretical implications of our findings.     

The Dynamics of Disaster Recovery: Resilience and Entropy in Hurricane Response Systems 2005–2008

The challenge for policy makers and disaster managers is to achieve a balance between two dynamics — resilience and entropy — in order to develop sustainable risk reduction. Achieving an appropriate balance between resilience and entropy in any given community requires a systematic exploration of both dynamics. The recent hurricanes that struck Louisiana, Hurricane Katrina on August 29, 2005 and Hurricane Gustav, on September 1, 2008, offer an unusual opportunity to assess the degree to which both dynamics operated following Hurricane Katrina.     

Management research in the Arab World: What is now and what is next?

Given the significant political and socio-economic transformations occurring in the challenging yet under-researched Arab world nowadays, this study seeks to (1) systematically review the literature in the leading mainstream management journals; and (2) develop a future research agenda that would enhance our understanding of the region. To do this, we conducted a systematic review of 176 published management studies (2000–2016). Our thematic analysis revealed three overarching themes. These were (1) avenues for economic development and improved performance, (2) leveraging and adapting to changing local institutional contexts and (3) overcoming legitimacy concerns/barriers in the Arab world. Our recommendations on the future research agenda of these themes were intended to provide key insights for researchers and managers interested in proactively contributing to the development of a timely research agenda for these promising markets.     

Fuzziness in Action: What Consequences Has the Linguistic Ambiguity of the Core Competence Concept for Organizational Usage?

Linguistic ambiguity is one of the most prominent characteristics of management fashions. Using the example of one of the most popular management concepts in the 1990s, the core competence approach, we analyse the consequences of linguistic ambiguity on the level of organizational usage. We pursue an in‐depth case study of a German corporation which can be seen as a ‘heavy adopter’ of the core competence concept. A central implication of our study is that the term ‘ambiguity’ itself has several meanings depending on the level of analysis. On a general level the managers interpreted the core competence concept relatively homogeneously. They simplified and generalized it to an organizational principle and perceived it as guiding action. At the same time, each manager defined his or her own set of core competences. Thus, underneath a seeming consensus, a large variety of practices may hide. This novel kind of ‘contextual ambiguity’ does not originate from the linguistic ambiguity of the management fashion but from the plurality of local contexts in which the concept is interpreted. The managers' pragmatic attitude to the core competence ‘principle’ contributed to the high contextual ambiguity and the – compared to the media discourse – high longevity of the fashion within the case company. Our findings urge management fashion scholars to pay more attention to the distributed and polyphonic character of organizations and the organizational nature of the ‘consumption’ of ambiguous management knowledge.     

Transforming leadership in organisations: Bringing meta “visioning” into the macro leadershop rôle

A decade ago, Burns used the term transforming leadership to describe a type of noncoercive political leadership that engaged people, was morally elevating and, in turn, sparked leadership in them. In applying this concept to organisations, there has been a tendency to broaden the meaning of transforming in a way that tends to obscure its original intent. This springs, in effect, from the unconscious intermingling of two fundamentally different perspectives on leadership. These are illustrated by examples drawn from recently published studies by Bass, Bennis and Nanus, and Tichy and Devanna.Burns viewed transforming leadership from the noncoercive influence-on-individuals perspective: people were transformed by becoming “engaged” and this, in turn, could produce a transformation in the organisation. As it happens, however, a transformation can also be produced by leadership from the opposite perspective i.e. the power-wielding shaker-and-mover. The successful autocrat can transform the fortunes of an organisation but is far from Burns' concept of a transforming leader.In this article, the author suggests this confusion can be clarified by realising that the transformation produced by the shaker-and-mover comes from success in performing the macro leadership role of path-finding and culture-building. True transforming leadership in organisations only occurs when the “visioning” of meta leadership is applied to performance of the macro leadership role. In this way, enthusiastic followers are created as people become “engaged”, doubts are removed and energy is released.     

Decision Making in Child Protective Services: A Risky Business?

Child Protective Services (CPS) in the United States has received a torrent of criticism from politicians, the media, child advocate groups, and the general public for a perceived propensity to make decisions that are detrimental to children and families. This perception has resulted in numerous lawsuits and court takeovers of CPS in 35 states, and calls for profound restructuring in other states. A widely prescribed remedy for decision errors and faulty judgments is an improvement of risk assessment strategies that enhance hazard evaluation through an improved understanding of threat potentials and exposure likelihoods. We examine the reliability and validity problems that continue to plague current CPS risk assessment and discuss actions that can be taken in the field, including the use of receiver operating characteristic (ROC) curve technology to improve the predictive validity of risk assessment strategies.     

Part-Time Work in the Nordic Countries: A Trap for Women?

Abstract. The aim of the study is to examine the consequences of part-time employment at the individual level, especially for women. Are part-time jobs precarious as compared to full-time jobs, and are they traps, or perhaps rather bridges, in the labour market? The results indicate that the situation of part-timers varies in the Nordic countries. On one hand, the gap between part-time and full-time work has narrowed in Sweden and Norway, which may reflect a normalization of part-time work in these countries. On the other, part-timers' situation in the Finnish labour market still seems more precarious than that of full-timers. However, in most cases part-time work is a bridge rather than a trap in the Nordic labour market.