May the force be with you: Looking for resources that build team resilience

The aim of this study is to analyze team resilience as a collective psychosocial construct in the framework of the conservation of resources theory. Specifically, the authors hypothesize that (a) team-level resources and (b) organizational-level healthy practices would be positively related to team resilience. Multilevel regression modeling was conducted, using data from 1,167 employees nested in 194 work teams (team level) from 38 organizations (organizational level). Results confirmed the hypotheses having team-level resources and organizational-level healthy practices significant relationships with team resilience. This study provides evidence that team and organizational resources have a strong relationship with team resilience. Practitioners and managers must take these results into account for planning how to manage their resources within the organization. This article found what resources are required (at the team and the organizational level) to help work-team resilience.     

Who Gets to ‘Work Hard,Play Hard’? Gendering the Work–Life Balance Rhetoric in Canadian Tech Companies

This article is based on an exploratory study of the implicit gender norms in work–life balance (WLB) rhetoric in ten Canadian information and communication technologies (ICT) organizations. Interviews with human resources (HR) managers and preliminary company website analysis revealed a masculinist and heterosexist bias in the implementation of WLB practices, legitimized by the gender composition of the workforce and the demanding yet inherently rewarding nature of the ICT sector. Participants deliberately separated care (read: childcare) from WLB (read: flexible hours and working from home), reproducing the assumption that an ‘ordinary’ worker is a man with a female partner who assumes primary responsibility for the reproductive realm. The study concludes with: (i) recommendations to increase HR's role in providing functional support for WLB practices and (ii) three future directions for research. This article contributes to a general call in feminist scholarship to apply a gendered lens to WLB practices.     

In Search of Strategy

The canon of volunteer administration contends that adoption of specified practices separates effective from ineffective programs. Alternatively, structural contingency and strategic human resource management theories suggest that managers make adoption decisions based on how organizational circumstances dictate the applicability or efficacy of particular practices. We test propositions that universalistic adoption of “best practices,” contingent adoption of practices, and configurational adoption of bundles of practices are associated with program outcomes of recruitment ease, retention of volunteers, and the net benefits that volunteers bring to organizational operations. With all sets of tests garnering limited empirical support, we conclude that human resource practice in volunteer administration is loosely coupled with outcomes, but that some organizations do—and many more should—manage according to the singular context of their institutional and external environments.     

Structural Properties, Work Practices, and Control in Asian Businesses: Some Evidence from Singapore and Malaysia

This study explored the level of adoption ofWestern style management practices in two South EastAsian communities. A sample of 203 managers fromMalaysian and Singaporean organizations responded to a survey that was designed to capture demographicas well as organizational data in terms of structuraldimensions, and employed work setting processes andpractices. A strong inference of the findings is that Western assumptions about managerialideology were not fully endorsed in the studyorganizations. These findings, which are discussed, wereinterpreted in conjunction with contributions from Asian managers. The approach outlined in this paperdemonstrates the value of qualitative and quantitativeprocedures for interpreting the results ofcross-cultural studies.     

Fathers' Stories of Resistance and Hegemony in Organizational Cultures

This article focuses on the practices of resistance and hegemony that oppose change in gender cultures in organizations. It suggests that analysis of the narratives produced by organizational actors is a fruitful method with which to deal with issues of this kind. In particular, the analysis concentrates on how resistance and hegemony practices may affect the implementation of changes promoted at a normative level — as in the case of the Italian law that has extended the right to take parental leave for childcare to men as well, in opposition to the dominant cultural models of gender. The analysis of the experiences reported by men belonging to different organizations, and having in common the use of parental leave to spend time with their children, allows us to reflect upon the fact that the symbolic orders of gender in organizations cannot be challenged at a normative level if the change does not affect the organizational culture, becoming embedded in everyday organizational practices.     

Union administrative practices: A comparative analysis

In response to growing challenges, many labor organizations are reevaluating themselves in an effort to become more efficient and effective. Their efforts, however, are limited by their frames of reference. Seldom do unions compare practices across labor movements. To expand these frames of reference we compare union administrative practices in three countries: Canada, the United Kingdom, and the United States. Two specific areas of union administration are examined — human resource/personnel practices and strategic planning. Results from these countries are presented and analyzed to identify and explain similarities and differences.     

Cranky Old Women? Irritation,Resistance and Gendering Practices in Work Organizations

This article discusses midlife women's irritation and resistance in waged work. Old age is stereotypically conceptualized as a time of tranquility and wisdom, but whether women are included in this stereotype is a matter of question. This article concentrates on instances in which women are regarded instead as cranky and difficult when they age. The article is based on interviews of 56 to 64‐year‐old women and men employees, personnel managers, and trade union representatives employed in 10 work organizations. Of these, the gendering practices of three organizations, a hospital, and food and metal industry organizations, are analyzed in detail. The article asks what irritates midlife women, and suggests that gendering practices in the organizations can be seen to produce that which is perceived as ‘cranky old women’.     

Agency Problems between Managers and Employees in Nonprofit Organizations: A Discrete Choice Experiment

Most principal–agent literature of nonprofit organizations has focused on the relationship between board members and managers. However, in addition to the role as an agent of the board, the manager also performs a role as principal with respect to the nonprofit employees. By using a discrete choice experiment, we identify the objectives of managers and employees in nonprofit organizations and assess the presence of agency problems in this relationship. Our sample consists of 76 headmasters, 161 teachers, and 39 administrative employees in 74 secondary nonprofit schools in Belgium. We find that the six objectives set out in the experiment play an important role for both headmasters and subordinate staff. However, the results also indicate that some of these objectives are significantly more important for the headmasters. In sum, our results suggest that agency theory and stewardship theory are not necessarily in conflict with each other but can be combined into a more general governance framework for nonprofit organizations. Consequently, we argue that incentive structures that incorporate different types of objectives can facilitate the recruitment and retention of employees in nonprofit organizations.     

The effects of perceived quality of organizationally provided meal service on employees’ job performance and mediating role of organizational identification

Contemporary managers are developing alternative ways to sustain their competitive advantages. Motivation-enhancing features such as high-quality meal service provided by organizations can be thought of as one of these methods. The effect of the perceived quality of meal service provided by organizations on the job performance of employees and the mediating role of organizational identification during this process is studied. Private security-sector employees working in Turkey (N?=?597) are being focused in this study. As a result of analyses (correlation and regression analyses, structural equation model), the authors find that the perceived quality of meal service provided by organizations improves employees’ job performance significantly and organizational identification has a partial mediating role on this association. The findings of this study will be of interest to key stakeholders such as public or private organizations, labor unions and the media.     

Institutional Pressures and Organizational Capacity: The Case of Outcome Measurement1

A central claim of new institutional theory is that organizations in a field come to exhibit shared characteristics over time. Recent literature emphasizes variation across field members, but has yet to concur on why differences occur. This study tests institutional explanations for the uneven implementation of one organizational practice—outcome measurement, an evaluative technique used to assess the impact of an organization’s programs. We analyze data from a new survey investigating the practices of nonprofit organizations (N = 379) and argue for the inclusion of the concept of organizational capacity to account for the uneven implementation of outcome measurement. As predicted by new institutional theory, organizations are more likely to adopt outcome measurement if key actors promulgate its use. However, the implementation of outcome measurement is best explained by the addition of the concept of organizational capacity alongside variables drawn from new institutionalism. Nonprofits with adequate organizational capacity, operationalized—following Weber’s concept of bureaucracy—as the presence of written rules and members with specialized knowledge, are better able to respond to isomorphic pressures to implement a new organizational practice. Our findings expand scholarship that examines the intersection of institutional dynamics and organizational traits in accounting for patterns of implementation of practices across an organizational field.     

Old Structures,New Relations: How Community Development Credit Unions Define Organizational Boundaries

Studies of organizational dynamics examine the manner in which an organization's immediate environment defines the rules and requirements to which individual organizations must conform in order to receive legitimacy and support (Scott, 1992:132). In this paper we consider the question of how an organization can achieve legitimacy and support without necessarily compromising its organizational forms or practices to isomorphic pressures. We frame the question in terms of the boundaries between organizations and their environments. Where the population ecology studies show the survival value of adopting known organizational forms and practices, and neoinstitutionalism addresses the need to display compliance with accepted forms, our case study demonstrates the possibility of removing an organization or set of organizations from the familiar interaction by naming it as a subfield of the organizational field, sharing the environment, but out of the way of predefined norms and practices.     

Organizational innovativeness and its determinants in South Korean nonprofit human service organizations

This study compares the level of organizational innovativeness and its determinants in different types of nonprofit human service organizations. Based on theoretical conceptualizations of organizational innovation, it was hypothesized that community service organizations (CSOs) would be more innovative than residential service organizations (RSOs), and determinants of organizational innovation (such as organizations' characteristics, internal and external properties, and executive leadership) would influence innovativeness. Data from a survey of two types of human service organizations in South Korea (127 RSOs for children and 220 CSOs) revealed that the level of innovation in both types of organizations was not significantly different. The determinants of decentralization and formalization showed significant impacts on innovativeness in CSOs. Decentralization also had a significant positive effect on innovativeness in RSOs. However, executive leadership was a significant determinant of organizational innovativeness in CSOs only. Based on these results, administrative implications are suggested for the facilitation of organizational innovation in nonprofit human service organizations.     

Intranet use: a study of five Swedish organizations

Abstract

This article presents a study carried out in 2002, concerning the use of an Intranet in five Swedish organizations. The purpose is to investigate in what way different aspects influence the use and understanding of an Intranet. An explorative approach is used, based on two interview guides. The first guide is aimed at managers and information systems (IS) representatives and covers background aspects of the Intranets, as well as data about the businesses and their Intranets. The second guide is directed to all kinds of users and covers aspects of the use of an Intranet and in what way users can influence the content and understanding of it. The persons interviewed represent end-users, managers and members of the IS staff. Results show that the Intranets in the study are poorly matured and that the main-use mode is ‘publishing’. The underlying philosophy of the Intranets seems to be self-information rather than informing others. Furthermore, the use and understanding of the Intranet differs between end-users, managers and IS staff, according to trust and ideas of responsibilities. Finally, important aspects to be considered when investigating the use of Intranets in further research are identified. These aspects are strategies, social context, further development processes, competence and the Intranets' organizational affiliation as well as the culture of the organization.     

Shifting repertoires: understanding cultural plurality in policing

The police is one of the most prominent organizations in the frontline of public administration. In order to deal with high external expectations, the organization has been said to develop and nurture multiple police cultures. Applying Grid Group Cultural Theory, or GGCT, we address the following questions: what sets of values, beliefs and practices has the police organization developed to deal with high expectations stemming from their publics? How do cultural tensions play out in real-life practices of policing “under pressure”? We find that cultural patterns described in the general literature on policing can be plotted on the GGCT map. Zooming in on the case of policing in the Netherlands, cultural plurality appears to be not only prominent in the police organization as such, but can also be found in the form of continuous cultural “tap-dancing” – swift, flexible and improvisational shifting – at various levels of active policing.     

Net impact of government funding on nonprofit fiscal health: burden or benefit?

This study examines the impact of federal grant awards on the financial health of recipient nonprofits. Although a modest body of research finds that government grants are beneficial to nonprofit fiscal health, a large Urban Institute study (2010, 2013, 2015) found that nonprofit managers receiving government grants consistently report fiscal harm due to awards that do not cover all program costs, late payments, and significant administrative burden. Those findings raise the question of whether government funding leads to net benefits or net harm for organizations given the administrative and fiscal burdens identified. This study tests that question using a large panel of federal grants to estimate the impact of government awards on three measures of nonprofit financial health. We find that government grants promote an increase in nonprofit size, improve operating margins, and increase financial reserves for recipient organizations. These benefits endure after the receipt of the award.     

Organizational Characteristics of Voluntary Associations in Kanagawa, Japan

The purpose of this paper is to define the organizational characteristics of voluntary associations and grass-roots organizations (NPO) in Japan by a quantitative survey and by clarifying their organizational structures. First, with respect to formalization of the organization, it appears that the differences in the scale of the organization are greater than the fields and forms of the activities. If the scale is related to the degree of formalization, we can consider that the "invisibility" which describes the present situation of voluntary associations as a result of being small. However, if we look at the changes in the organizational structure and their activities, one will know such a result is not always true. Over 80% of the organizations have begun new activities. As the structures of the organizations change, we cannot conclude that the voluntary associations are merely immature. More likely, the action of the formalizing process depending on the organizational scale competes with the action of changing the definition of formalization. Second, when we analyzed the actual situation of the innovation, we discovered that the emergence of the new activities was related to whether and how strongly they related externally. Particularly, in the case of providing human and social welfare services, the stronger the relationship with the caretaker (client) is, the more new activities emerge. If so, this leads to the next hypothesis, that the origins of the innovation in these organizations are demanded by what the external relationship should be.     

Protocols,practices, and the reproduction of technique in molecular biology

Protocols are one of the main organizational resources in molecular biology. They are written instructions that specify ingredients, equipment, and sequences of steps for making technical preparations. Some protocols are published in widely used manuals, while others are hand-written variants used by particular laboratories and individual technicians. It is widely understood, both in molecular biology and in social studies of science, that protocols do not describe exactly what practitioners do in the laboratory workplace. In social studies of science, the difference between protocols and the actual practices of doing them often is used to set up ironic contrasts between 'messy' laboratory practices and the appearance of technical order. Alternatively, in ethnomethodological studies of work, the difference is examined as a constitutive feature, both of the lived-work of doing technical projects, and of the administrative work of regulating and evaluating such projects. The present article takes its point of departure from ethnomethodology, and begins with a discussion of local problems with performing molecular biology protocols on specific occasions. The discussion then moves to particular cases in criminal law in which defense attorneys cross-examine forensic technicians and lab administrators. In these interrogations, the distinction between protocols and actual practices animates the dialogue and becomes consequential for judgments in the case at hand. The article concludes with a discussion of administrative science: the work of treating protocols and paper trails as proxies for actual 'scientific' practices.     

Serve or Conserve: Mission,Strategy, and Multi-Level Nonprofit Change During the Great Recession

Change is frequently afoot in the nonprofit sector, both in the wider institutional environment in which nonprofits operate and within the organizations themselves. Environmental transformations—funding sources, supply and demand for collective goods, and administrative norms—create the circumstances in which organizations operate. Internally, change involves the alteration of goals, practices, and personnel. To explore how multiple aspects of change intersect across levels, we ask how organizations’ practices influence their experience of and reaction to changes in the environment. Turning open systems theories inside out, we argue that internal planning, routines, and missions give rise to organizational mindsets that imbue evolving environmental circumstances with meaning. We illustrate our argument using a unique longitudinal dataset of 196 representative 501(c)(3) public charities in the San Francisco Bay Area from 2005 to 2015 to assess both accelerators and obstacles of change. Empirically, we investigate predictors of organizational insolvency and the ability to serve constituents in the wake of the Great Recession. We find that strategic planning decreases the likelihood of insolvency whereas an orientation toward the needy increases spending. We conclude with our contributions to understanding of multi-level organizational change and nonprofit strategy.     

Organizational Types and Organizational Innovation: Downsizing Among Industrial,Financial, and Utility Firms

Sociological Forum - Given the importance of innovation to organizations and to society-at-large, scholars have asked: Why do organizations innovate? Institutionalists argue that the causes of...     

Illuminating gendered organization assumptions

One key to why organizations have been less successful at integrating a work–family agenda into their organizational cultures is that workplaces have failed to consider how gender assumptions influence workplace practices, policies and cultures. This paper presents a theoretical framework for considering how gender role assumptions have prevented organizational attempts to become family friendly. Further, this paper uses an organizational case study to illustrate this point. Specifically, a theory of gendered organizations is used to frame an analysis of 30 employee interviews. Data suggest that gendered organizational assumptions inherent to several workplace policies and practices contribute to employee strain associated with negotiating the demands of life on and off the job. Further, the findings show that these gendered organizational assumptions prevent organizations from developing workplace cultures responsive to employees' work, family and personal needs. A brief review of the interdisciplinary work–family field is presented, followed by a discussion of gendered organizations. Then, using interview data collected from management and ‘front‐line’ female and male workers employed at a municipal government, this paper examines how workplace practices, presumably gender neutral, affect employees and the organizational culture in which they work.