The role of dualities in arbitrating continuity and change in forms of organizing

A substantial body of literature on new forms of organizing has forecast the end of bureaucracy. More recent empirical studies, however, indicate that high‐performing organizations are adopting dual forms of organizing in which the controllability advantages associated with traditional forms work to complement and support the responsiveness attributes of new forms of organizing. The paradox is that, if organizations discard the key planning, co‐ordinating and direction‐setting mechanisms of traditional forms of organizing, they also remove the stabilizing dimensions of organizational form that are essential in periods of uncertainty and change. The challenge for organizations lies in learning how to manage the tensions or dualities between traditional and new forms of organizing, a process demanding the arbitration of continuity and change. This paper explores the concept of dualities and its salience in the management of organizing forms. First, the nature of dualities is explained; secondly, a set of characteristics is developed to describe the behaviour of dualities; and thirdly, suggestions are presented for arbitrating the tensions that exist in organizing form dualities. These three contributions are relevant because they signal the route to the effective creation and management of organizing form dualities, the benefit of which is the constructive combination of dynamic capabilities (underpinning innovation and responsiveness, the hallmarks of new forms of organizing) and operational capabilities (underpinning stability and efficiency, the hallmarks of traditional forms of organizing).     

Wage Inflation and Unemployment in Britain and America 1892–1991

This paper examines the stability of the wage inflation process in Britain and America from 1892 to 1991. Utilizing a simple model of the aggregate labor market that treats wage inflation and the annual change in the unemployment rate as jointly endogenous variables, we find no evidence of substantial parameter shifts. In particular, there is no evidence of a secular increase in wage rigidity in either country nor is there support for the notion that periods of persistently high unemployment, such as the 1930s or the 1980s, are characterized by significant increases in wage rigidity. Our results are consistent with the findings of several other studies and indicate that wage rigidity has been a stable characteristic of labor markets since the end of the 19th century. Our results also suggest that the unemployment performance of these two countries over time can be explained by the interaction of demand shocks and wage rigidity.     

Managing Instability in Cross-Cultural Alliances

Cross-cultural alliances and the global reach that they can offer would appear to be the strategic answer to companies’ international ambitions. Yet many alliances are doomed to failure because of tensions between the partners. This paper takes a case study approach to explore why instability can emerge in cross-cultural ventures. The examples involve two Japanese joint ventures with local partners in the UK and in Malaysia. The authors find that key factors affecting stability are trust, conflict and dependence. The relative importance of these factors varies according to partner nationality: the main driver for joint venture stability for the Japanese is trust; for the British it is dependence; while in the Chinese Malaysian’s case both trust and dependence are important.     

Can you have your cake and eat it? Investigating trade-offs in the implementation of green initiatives

Abstract

Is it possible for manufacturing or service businesses that pursue green initiatives to ‘have it both ways’? In the words of some researchers in the corporate sustainability field, the answer is ‘no’. According to those authors, executives who attempt to implement a green agenda in their firms will encounter tensions/trade-offs at various levels and in different forms. Assessment of these trade-offs is a critical issue in the formulation and implementation of corporate sustainability strategies. Similarly, some authors in the operations management field affirm that, due to the limitations of all manufacturing and service systems, trade-offs in their operations are inevitable. In order to provide insights into these important issues, our paper investigates potential trade-offs in the implementation of a green initiative in a SME that manufactures cleaning products. The results show that there is a trade-off between the green initiative pursued by the SME and its overall production costs. Interestingly, once other problems were resolved, this trade-off did not stop the SME from implementing the green initiative. Important implications for practitioners and researchers are discussed, and opportunities for future investigations are outlined.     

Turnaround leadership core tensions during the company turnaround process

How leaders turn around declining performance is a significant issue for companies, their employees, their customers, their shareholders and, more generally, society. Leadership influence during times of change is well recognised in the literature; however, leadership during a turnaround is more complex and less understood. In-depth examinations of the role and activities of turnaround leaders have received insufficient attention in the literature to date. Specifically, studies have not investigated, in-depth, the tensions that leaders face during a turnaround process. To begin addressing this gap in the literature, we utilise case studies of four companies to examine the core tensions leaders experience, when they occur during the turnaround process and how they are managed. We frame our focus on leadership tensions in three prominent domains in the literature, leadership change, leadership assertiveness and strategic orientation. Our findings identify and detail the management of six core tensions that leaders experience across a five-stage turnaround process model. We conclude that effective turnaround leadership is less about particular skill sets or ‘types’ of leaders for different stages of the recovery process, and more about their ability to purposefully navigate and balance apparently conflicting activities within these tensions. We discuss the implications of these findings for theory and practice.     

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.     

中国A股市场金融板块间风险相依关系及动态演化研究

将中国金融板块细分为国有大型银行、全国性股份制银行、城商行、证券、保险和信托等6个金融子板块，并以2015年中国股市异动和2019年新冠肺炎疫情为研究背景，分析在两个场景下的不同时期内，6个金融板块间的风险相依关系及其动态演化。通过计算各板块间波动指数的互信息，构建金融板块风险相依关系网络，并使用最大生成树刻画该相依关系的核心结构。研究发现，在市场处于相对平静时期，银行类金融板块与非银行类金融板块二者彼此之间的风险关联较弱，处于相对割裂状态；在市场走势波动较大时，银行类金融板块与非银行类金融板块之间的风险关联程度增强，且保险板块成为重要的中间节点；在两个场景下的异动期和疫情期，国有大型银行板块和城商行板块分别成为最大的风险节点。     

衰退企业CEO变革的理论假说与实证检验

在企业扭转理论中,许多学者主张CEO变革是企业成功扭转的前提.这一主张基于3个基本的理论假设:①CEO变革可以提高企业运营绩效;②CEO变革可以促进企业战略的变革;③CEO变革可以维持企业合法性,即维持企业相关利益者对企业的继续支持.采用我国上市公司的相关数据,对这3个理论假说进行了实证检验.研究结果表明,CEO变革的绩效假说并没有得到支持;CEO变革的合法性假说得到了部分支持;CEO变革的战略变革假说得到了显著支持.因此,在衰退困境中,企业变革CEO的目的主要是希望能够更客观地认识企业衰退原因和现有战略的问题,从而制定出更为符合企业实际情境的扭转战略.由此推断,衰退企业变革CEO的本质是改变企业的战略认知框架.     

Physician anger, Part 2. More on the dance of anger.

This article is a follow-up to an interview with Charles Dwyer, PhD, which appeared in the 1999 March/April issue of The Physician Executive. He described how physician executives can change the perceptions of today's beleaguered physicians and help them cope with change. We then asked him for some hands-on strategies to deal with physician anger, fear, and resentment. After much contemplation on providing a list of "fixes" that will restore each of us to a state of greater satisfaction, Dr. Dwyer concludes that there are no generalizable solutions because there are too many variables that come into play in each organization, individual, or group. Attending to the self can provide both individual rescue from these turbulent times and the best hope for changes in the system from which patients and health care providers can benefit. If physicians are to regain their power and maintain, or even improve, their quality of life, clearly changes are called for. And these are changes that require persistent effort and uncomfortable adjustments.     

Social Enterprises as Hybrid Organizations: A Review and Research Agenda

The impacts of the global economic crisis of 2008, the intractable problems of persistent poverty and environmental change have focused attention on organizations that combine enterprise with an embedded social purpose. Scholarly interest in social enterprise (SE) has progressed beyond the early focus on definitions and context to investigate their management and performance. From a review of the SE literature, the authors identify hybridity, the pursuit of the dual mission of financial sustainability and social purpose, as the defining characteristic of SEs. They assess the impact of hybridity on the management of the SE mission, financial resource acquisition and human resource mobilization, and present a framework for understanding the tensions and trade‐offs resulting from hybridity. By examining the influence of dual mission and conflicting institutional logics on SE management the authors suggest future research directions for theory development for SE and hybrid organizations more generally.     

顾客满意度不确定性对服务质量评价的影响

在以顾客为中心的时代,企业服务质量的评价直接依赖于顾客满意度的高低,而顾客满意度的评价结果往往是基于某种评价等级的一个分布.论文研究顾客满意度评价的不确定性对服务质量总体评价的影响,结果表明在服务质量的评价中存在着一种“反射现象”,即当服务质量总体水平处于满意的状态下,管理者追求的是保持和稳定,展现出对不确定性的厌恶;而当服务质量总体水平处于不满意的状态时,管理者力图改变和进步,展现出对不确定性的偏爱,而且,顾客满意度评价的负面结果要比同等程度的正面结果对服务质量总体评价的影响要大.这些现象在两项实证研究中获得了中高层管理人员的确认.作者进一步建立了一个在顾客满意度有不确定性情况下服务质量评价的模型.     

Touching what is, touching what might be

How do you master change? You have to master the paradox of changing while staying grounded. To make use of the power living inside any new thing that comes your way, you first have to touch it--not tentatively but profoundly--at the same time that you maintain a firm connection with that which is deepest and most fundamental within you. Here, some ideas on how to create "touch points," the ability to look at a problem or impending change from many different angles, thus broadening your understanding and possible response. A key tactic in creating a variety of touch points is quite simple: Ask a lot of questions. Ask especially the questions that have difficult answers, or for which you suspect there is no answer.     

Strategic Renewal: Past Research,Theoretical Tensions and Future Challenges

Strategic renewal has become a prominent theme in a variety of organization and management research domains in recent years. It refers to the process that allows organizations to alter their path dependence by transforming their strategic intent and capabilities. With contributions from an increasing range of theoretical perspectives and research contexts, the strategic renewal literature has become fragmented and lacks common definitions and conceptual clarity, which prevent cross‐fertilization and harm further development. This study systematically reviews the various literature streams on strategic renewal to provide a more integrative perspective. The authors identify three key theoretical tensions at the heart of strategic renewal research, namely learning vs. resource, induced vs. autonomous, and co‐alignment vs. co‐creation. By exploring these key tensions, the authors define strategic renewal's conceptual core, identify gaps in the past literature, and provide guidance for future research.     

The Dark Side of Stakeholder Reactions to Corporate Social Responsibility: Tensions and Micro‐level Undesirable Outcomes

With a review of literature on corporate social responsibility (CSR) and its micro‐level impacts, this paper proposes an integrative framework to map undesirable relational outcomes of CSR activities on internal (employees) and external (customers) stakeholders. By adopting a paradox‐based perspective, the authors determine that unexpected, adverse stakeholder reactions to CSR are driven primarily by either performing or belonging tensions, related to exchange‐ and identity‐based stakeholder concerns, respectively. Specifically, contextual and personal influences can trigger and explain undesirable relational outcomes of CSR. On this basis, this paper offers a research agenda for developing a more refined understanding of CSR‐related tensions and a more nuanced perspective on the business case for CSR.     

上市公司进入高科技行业绩效的实证研究

本文针对沪、深两市传统行业上市公司纷纷涉足高科技行业的情况,对上市公司进入高科技行业前后的绩效进行了实证分析。本文采用以财务指标为基础的因子分析方法来综合评价进入高科技行业上市公司业绩的变动。分析结果表明:上市公司进入高科技行业后整体业绩有一定的提高;通过不同途径进入高科技行业,上市公司的业绩变动之间存在显著差异;涉足不同的高科技行业,上市公司的业绩变动之间不存在显著差异。     

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.     

Testing for Smooth Structural Changes in Time Series Models via Nonparametric Regression

Checking parameter stability of econometric models is a long‐standing problem. Almost all existing structural change tests in econometrics are designed to detect abrupt breaks. Little attention has been paid to smooth structural changes, which may be more realistic in economics. We propose a consistent test for smooth structural changes as well as abrupt structural breaks with known or unknown change points. The idea is to estimate smooth time‐varying parameters by local smoothing and compare the fitted values of the restricted constant parameter model and the unrestricted time‐varying parameter model. The test is asymptotically pivotal and does not require prior information about the alternative. A simulation study highlights the merits of the proposed test relative to a variety of popular tests for structural changes. In an application, we strongly reject the stability of univariate and multivariate stock return prediction models in the postwar and post‐oil‐shocks periods.     

Dealing with shift work: Physical fitness, temperature, and napping

This paper reviews the effects of generally controllable factors such as physical conditioning, ambient temperature, and amount of prior sleep in adjustment to night work periods and shift work. One can expect a 5-10% decline in capacity for work in nocturnal work periods as compared to daytime work periods. This decreased capacity would dissipate if workers maintained a consistent sleep-wake routine for 8-16 days after moving to a new shift. Proven means for accelerating this adaptation are currently not available. The ability to perform work also declines as the length of the work period increases but depending upon individual tasks. Physical conditioning improves mood and general well-being, but no strong evidence currently indicates that conditioning increases tolerance or adjustment to shift work.

Increased ambient temperature increases the stress of work, although studies do not address heat as a factor in adjustment to shift work. While lower nocturnal temperature would be assumed to reduce heat stress during night shifts, supporting data does not exist. Studies have not addressed the negative consequences of cold stress or of rotating from night to day shifts with added heat stress.

The proper use of short sleep periods either as preparation for or as a response to a shift change can ameliorate some effects of shift rotation. Data indicate that performance on 'graveyard' shifts can be maintained close to baseline levels following true prophylactic naps while performance may decline by up to 30% when such naps are not taken. While there is evidence that naps or even rest periods without sleep are beneficial in improving mood in normal young adults, these data do not apply to 'replacement' naps. Studies of interjected naps imply that such naps do reduce sleep debt but do not imply that such naps are more beneficial than longer sleep periods. Naps appear to be most advantageous when the accumulated sleep debt is least.     

Religious Social Identities in the Hybrid Self‐presentations of Sikh Businesspeople

This paper explores the identity work practices of Thai Sikh businesspeople. The paper focuses on two important social identities in participants’ self‐presentations – those derived from religious (Sikh) and western business discourses – and identifies powerful tensions in their hybrid identity work. Conducting discourse analysis on identity work practices within interview settings, the authors explore how participants resolve, accommodate or reject these discursive tensions while attempting stable and coherent hybrid self‐presentations. They identify several different forms of hybridity, including what they term ‘equipollence’, which occurs when two equally powerful, contradictory discourses are incorporated in self‐presentations, producing potentially irresolvable intersections and leading to a lack of coherence. Contributions are made to the literatures on religion and work, hybrid identity work processes and social identities.     

Embracing the Paradox of Interorganizational Value Co‐creation–Value Capture: A Literature Review towards Paradox Resolution

This study reviews literature on paradoxical tensions between value co‐creation and capture in interorganizational relationships (IORs). The purpose of this review is to make a re‐evaluation of the literature by engaging a paradox theory lens, thereby identifying factors that render tensions salient and factors that lead to virtuous or vicious cycles. This review of 143 articles reveals factors that make tensions salient: these relate to plurality (e.g. coopetition), scarcity (e.g. lack of experience with IORs), change (e.g. changes in collaboration scope) or combinations thereof (e.g. IORs in weak appropriability regimes). Results also uncover factors that resolve paradoxical tensions of value co‐creation and capture, thus spurring virtuous cycles (e.g. carefully mixing trust and contracts), as well as factors that promote vicious cycles, owing to the emphasis on either value co‐creation or capture (e.g. myopia of learning). This review further reveals a new category of factors that may stimulate either virtuous or vicious cycles, depending on the extent to which they are enforced. This finding expands the value co‐creation–capture paradox resolution and brings to light new dynamics in the paradox framework of dynamic equilibrium. This study thus contributes by: (1) reassessing the existing literature and applying paradox theory to the well‐known hazard of value co‐creation and capture; (2) highlighting factors that amplify paradoxical tensions related to this hazard; and (3) outlining factors that help solve the paradox by embracing its contradictory poles and factors that hinder paradox resolution by emphasizing either value co‐creation or appropriation.