Organizational Learning under Organizational Impermanence: Collaborative Ties in Film Project Firms

In the last two decades a lot of research has been devoted to unveiling the processes through which organizations learn and store knowledge. This research is typically concerned with organizations lastingly engaged in the provision of goods or services. Permanency is usually presumed in order for the encoding of inferences from history to take place. But what if organizational permanency cannot be assumed ex-ante? Project firms represent an interesting case in point. A project firm is a transient form of organization that ceases to exist as soon as its single target is achieved, as such it does not exhibit stable structures nor does it exhibit ostensible history-based paths upon which to build its choices and nurture its organizational knowledge. This apparent paradox can be resolved, in part, by extending the view from the isolated project to the relational context in which project firms operate. Using longitudinal data from the U.S. feature film industry, we show that the process of organizational formation and dissolution that characterizes this context is underpinned by patterns of enduring collaborations among interdependent industry participants. We build on these findings to speculate on processes of learning and remembering that interpenetrate project firms’ boundaries, by being embedded within a texture of stable interpersonal ties.     

Organizational Discourse: Domains,Debates, and Directions

Interest in the analysis of organizational discourse has expanded rapidly over the last two decades. In this article, we reflect critically on organizational discourse analysis as an approach to the study of organizations and management, highlighting both its strengths and areas of challenge. We begin with an explanation of the nature of organizational discourse analysis and outline some of the more significant contributions made to date. We then discuss existing classifications of approaches to the study of organizational discourse and suggest that they fall into two main categories: classifications by level of analysis and classifications by type of method. We argue that both of these approaches are inherently problematic and present an alternative way to understand the varieties of approaches to the analysis of organizational discourse based on within domain and across domain characterizations. We conclude with a discussion of the challenges that remain in the development of organizational discourse as an area of study and point to some of the opportunities for important and unique contributions to our understanding of organizations and management that this family of methods brings.     

Exploring the Predictors of Organizational Preparedness for Natural Disasters

There is an extensive body of research on the determinants of disaster preparedness at the individual and household levels. The same cannot be said for the organizational level. Hence, the purpose of this study is to shed light on the predictors of organizational preparedness for natural disasters. Since leaders of organizations have an incentive to overstate their level of preparedness and because surveys of organizational leaders suffer from selection bias and low response rates, we take the novel approach of interviewing employees about the organizations that employ them. Using an online survey, we collected information from a national sample of 2,008 U.S. employees and estimated the predictors of preparedness at the organizational level. We find, among other results, that organization size (facility level) is a consistent predictor of preparedness at the organizational level. We conclude with policy recommendations and outline an agenda for future research on organizational preparedness for natural disasters.     

Managing Change Across Boundaries: Boundary‐Shaking Practices1

To date, boundary spanning has primarily been conceived of as an activity relating an organization to its environment, including other organizations with which it cooperates and competes. In contrast, this study focuses on the boundary spanning practices of individuals acting as change agents to implement boundary‐shaking change initiatives across intra‐organizational boundaries. These boundary‐shaking individuals all work for blue‐chip organizations in sectors as diverse as pharmaceuticals, consultancy and automotive. The change initiatives are equally diverse, including post‐merger integration, exploitation of across‐business synergies and implementing more integrative structures. Through our examination of boundary‐shakers we are able to extend what we know about internal change agency and change agent skills and practices. Our starting point is that organizations are comprised of networks of people with a degree of common interest. Our research shows our research subjects to be active movers and shakers in these networks, using their knowledge of the organizational political context and the motivations of others to create new networks (or new meanings within old networks), which then enables them to pursue their change objectives.     

Do leaders reap what they sow? Leader and employee outcomes of leader organizational cynicism about change

Despite increased attention given to the attitude of organizational cynicism, few studies have examined the impact of leader cynicism in organizations. The present study sought to investigate relationships between leader cynicism about organizational change (CAOC) and outcomes relevant to both the leader (performance and organizational citizenship behavior ratings) and his/her employees (employee organizational commitment and CAOC). Using data from 106 manufacturing managers, leader CAOC was found to negatively influence both leader and employee outcomes. Of particular importance, transformational leader behavior was found to fully mediate these relationships and thus served as an important explanatory mechanism. A discussion concerning the potential consequences of these findings for organizations is provided.     

Safety and Aircraft Maintenance: A Moral Evaluation

In this article I will discuss the construction of safety in high reliability organizations. This construction is then evaluated from a moral point of view. I will argue that accidents happening to high reliability organizations make clear that we have to reconceptualize our notion of moral responsibility. This revised version was published online in July 2006 with corrections to the Cover Date.     

Ambidexterity as a dynamic capability: Resolving the innovator's dilemma

How do organizations survive in the face of change? Underlying this question is a rich debate about whether organizations can adapt—and if so how. One perspective, organizational ecology, presents evidence suggesting that most organizations are largely inert and ultimately fail. A second perspective argues that some firms do learn and adapt to shifting environmental contexts. Recently, this latter view has coalesced around two themes. The first, based on research in strategy suggests that dynamic capabilities, the ability of a firm to reconfigure assets and existing capabilities, explains long-term competitive advantage. The second, based on organizational design, argues that ambidexterity, the ability of a firm to simultaneously explore and exploit, enables a firm to adapt over time. In this paper, we review and integrate these comparatively new research streams and identify a set of propositions that suggest how ambidexterity acts as a dynamic capability. We suggest that efficiency and innovation need not be strategic tradeoffs and highlight the substantive role of senior teams in building dynamic capabilities.     

Emotional contagion in organizational life

Leveraging the wealth of research insights generated over the past 25 years, we develop a model of emotional contagion in organizational life. We begin by defining emotional contagion, reviewing ways to assess this phenomenon, and discussing individual differences that influence susceptibility to emotional contagion. We then explore the key role of emotional contagion in organizational life across a wide range of domains, including (1) team processes and outcomes, (2) leadership, (3) employee work attitudes, (4) decision-making, and (5) customer attitudes. Across each of these domains, we present a body of organizational behavior research that finds evidence of the influence of emotional contagion on a variety of attitudinal, cognitive, and behavioral/performance outcomes as well as identify the key boundary conditions of the emotional contagion phenomenon. To support future scholarship in this domain, we identify several new frontiers of emotional contagion research, including the need to better understand the “tipping point” of positive versus negative emotional contagion, the phenomenon of counter-contagion, and the influence of computer mediated communication and technology within organizations and society on emotional contagion. In closing, we summarize our model of emotional contagion in organizations, which we hope can serve as a catalyst for future research on this important phenomenon and its myriad effects on organizational life.     

Integrating Knowledge through Information Trading: Examining the Relationship between Boundary Spanning Communication and Individual Performance*

With the global penetration of Internet technologies, individuals may now cross organizational boundaries to communicate efficiently with others regardless of time and space. Thus, when looking for help in solving work tasks, knowledge workers may just as easily contact individuals in rival firms across the globe as a coworker sitting at the next desk. As a result, management faces questions such as (1) How should firms manage employees' knowledge‐sourcing activities when they span both intra‐organizational and extra‐organizational boundaries, and (2) What is the relationship between different knowledge‐sourcing activities and individual performance? Grounded in the knowledge‐based view of the firm, we investigate these questions using data from Europe's largest information technology (IT) services and management consulting company. Our results provide evidence that organizations should support boundary spanning and knowledge sourcing from both internal and external sources. Results suggest (1) a positive relationship between boundary spanning communication and creativity and general performance, and (2) a negative relationship between a reliance on colocated coworkers as knowledge sources and creativity.     

Freeing organizational behavior from inhibitory constraints

Many organizational policies and practices are based on the view that people's behavior needs to be inhibited to protect against their selfish basic nature. Indeed, a fundamental assumption of theories ranging from social exchange to economic models of organizational behavior is that individuals are primarily oriented to gain good outcomes for themselves. This chapter describes a program of research that raises serious questions about these ideas by showing that disinhibition—prompted by reminding people of times when they behaved without worrying about what others thought—can often lead to more helping behavior, decisions for the greater good in response to dilemma problems, and greater rejection of self-advantageous unfairness. These findings suggest that most people are fundamentally pro-social, interested in securing good outcomes for both themselves and others. This pro-social attitude manifests itself more readily in actual behavior and attitudes when the person in question is freed from some of his or her inhibition. These findings have implications for how one might enhance the full potential of employees in organizations, stimulate helping and creative behavior in teams, improve decision making in organizations, and how we should understand reactions to organizational change.     

That Unwanted Feeling: A Psychodynamic Study of Disappointment in Organizations

This paper explores the emotion of disappointment in organizations and develops a new line of theorizing inspired by psychoanalytic object‐relations theory. Existing literature frames disappointment as a threat to organizational effectiveness, as both a response and an anticipation of failure and as an emotion that needs to be managed in order to prevent it from damaging organizational morale and performance. This only captures part of the complexity of disappointment and leaves unexplored its potential contribution to organizational and individual learning and even creativity. The paper develops a theoretical framework which depicts disappointment in three configurations or positions, and it establishes the potential of disappointment acting as an integrative emotion within organizations. The framework accounts for an apparent contradiction in organizational members' experience of disappointment – that it is, at the same time, seen as ‘of little concern’ to individuals, and yet viewed as capable of undermining stability and destroying positive feelings. The paper shows how disappointment is connected to the dynamics of blame in organizations but, when fully appreciated, can offer a way of moving beyond these dynamics by recognizing partial failure within an organization and turning it into the basis for organizational learning.     

Acting globally but thinking locally? The enduring influence of local communities on organizations

We develop an institutionally oriented theory of how and why local communities continue to matter for organizations in a global age. Since globalization has taken center stage in both practitioner and academic circles, research has shifted away from understanding effects of local factors. Our approach runs counter to the idea that globalization is a homogeneity-producing process, and to the view that society is moving from particularism to universalism. We argue that with globalization, not only has the local remained important, but in many ways local particularities have become more visible and salient. We unpack the market, regulative, social, and cultural mechanisms that result in this enduring community influence while reviewing classic and contemporary research from organizational theory, sociology, and economics that have focused on geographic influences on organizations. In this paper, our aim is to redirect theoretical and empirical attention back to understanding the determinants and importance of local influences. We suggest that because organizations are simultaneously embedded in geographic communities and organizational fields, by accounting for both of these areas, researchers will better understand isomorphism and change dynamics.     

The Effects of Transformational Leadership on Organizational Performance through Knowledge and Innovation*

Today's information and knowledge society requires new leaders who can confront a reality based on knowledge and foster innovation to achieve improvements in organizational performance. However, organizations sometimes fail to achieve sustainable competitive advantage due to their limited understanding of the relationships between these strategic variables. To date, very little research has analysed the direct and indirect relationships between these variables. Our study seeks to fill this research gap by analysing theoretically and empirically how the leader's perceptions of different intermediate strategic variables related to knowledge (knowledge slack, absorptive capacity, tacitness, organizational learning) and innovation influence the relation between transformational leadership and organizational performance. Based on the literature, we develop a theoretical model that shows the interrelations between these variables. We then test the model using data from 408 Spanish organizations, discuss the findings and provide several implications for business practitioners.     

Flexibility, Hierarchy, Markets

The conclusion that organizations need to become more strategically flexible as a response to increasing environmental dynamism and uncertainty has been an important feature of recent contingency theories of organization design. In this literature organizations have been analysed from the perspective of the development of networks of organizations concentrating on their core competencies and contracting among themselves on a stable long-term basis. This model of inter-firm relationships provides an alternative mode of organizational structuring to that arising from vertical integration, which, by contrast, is seen as fostering strategic inflexibility. In the literature on corporate restructuring and changes in ownership form arising from the markets and hierarchies perspective, we see a similar emphasis on the dysfunctional consequences of large-scale bureaucratic organization. Changes in ownership form are seen as a major means of providing more effective managerial control. In this paper we argue that linking the literature on flexibility emanating from contingency theories of organizational design and the markets and hierarchies perspective provides important new insights into current and emerging forms of organization.     

Structural impacts on the occurrence and effectiveness of transformational leadership: An empirical study at the organizational level of analysis

This article empirically investigates the role of organizational structure in the transformational leadership (TFL) process. We examine organizational centralization, formalization, and size as antecedents of an organization's TFL climate, and as moderators of the relationship between TFL climate and productive organizational energy (POE). Hypotheses are tested using a sample of 125 organizations. Results show that both the centralization and size of an organization are negatively related to its TFL climate, whereas formalization has a positive association. Further, while there is a positive linkage between TFL climate and POE, both centralization and formalization moderate this relationship. The TFL climate–POE linkage is diminished under conditions of high centralization, and it is enhanced under conditions of high formalization. These findings point to the role of organizational structure as a boundary condition for both the occurrence and the effectiveness of TFL in organizations. The paper concludes by acknowledging its limitations and discussing its implications for practice and research.     

More (new) products,more problems? A systems perspective on increased capability deployment and organizational errors

The capabilities-based view postulates that organizational capabilities are a key driver of competitive advantage. However, while increasing the pace of deploying organizational capabilities, such as new product development (NPD), may enable alignment with changing environments, it may also have unintended consequences. In this study, we advance theory on these unintended consequences by investigating how the increased deployment of NPD capability leads to organizational errors. Borrowing from organizational research employing systems theory, we argue that an increase in NPD deployment may increase the likelihood of routine discoordination and, thus, the incidence of intra-firm and interfirm errors. However, we also proffer that firms can mitigate errors from increases in NPD capability deployment by engaging in distinct internal and external activities that enable the accumulation of knowledge on how to coordinate systemic change. We distinguish between internal and external errors, demonstrating that in the context of increased NPD deployments, internal voluntary investigations ameliorate internal manufacturing errors, while supplier alliances mitigate outsourced component errors. We find support for our predictions using data from new product introductions and recalls in the U.S. automotive industry. This study sheds light on the tension inherent to accelerating the deployment of patterned organizational activities and suggests that the outcomes of deploying an organizational capability are best viewed holistically within the milieu of organizational systems the capability spans.     

10 Sociomateriality: Challenging the Separation of Technology,Work and Organization

Abstract

We begin by juxtaposing the pervasive presence of technology in organizational work with its absence from the organization studies literature. Our analysis of four leading journals in the field confirms that over 95% of the articles published in top management research outlets do not take into account the role of technology in organizational life. We then examine the research that has been done on technology, and categorize this literature into two research streams according to their view of technology: discrete entities or mutually dependent ensembles. For each stream, we discuss three existing reviews spanning the last three decades of scholarship to highlight that while there have been many studies and approaches to studying organizational interactions and implications of technology, empirical research has produced mixed and often‐conflicting results. Going forward, we suggest that further work is needed to theorize the fusion of technology and work in organizations, and that additional perspectives are needed to add to the palette of concepts in use. To this end, we identify a promising emerging genre of research that we refer to under the umbrella term: sociomateriality. Research framed according to the tenets of a sociomaterial approach challenges the deeply taken‐for‐granted assumption that technology, work, and organizations should be conceptualized separately, and advances the view that there is an inherent inseparability between the technical and the social. We discuss the intellectual motivation for proposing a sociomaterial research approach and point to some common themes evident in recent studies. We conclude by suggesting that a reconsideration of conventional views of technology may help us more effectively study and understand the multiple, emergent, and dynamic sociomaterial configurations that constitute contemporary organizational practices.     

Critical Theorist,Postmodernist and Social Constructionist Paradigms in Organizational Analysis: A Paradigmatic Review of Organizational Learning Literature

In an effort to clarify alternative approaches to organizational analysis, this paper is concerned to stimulate the debate on how an inquiry into organizational phenomena, in general, and organizational learning, in particular, can be accomplished. Encouraging attention to different aspects of various paradigmatic approaches, the paper focuses on critical theory, postmodernism and social constructionism and how these paradigms have contributed and can contribute to the research in the subject domain of organizational learning. To this end, a paradigmatic review of the literature on organizational learning is offered in this paper. Organizational learning, as the study of learning processes of, and within, organizations, has attracted significant attention in academe since the early 1980s. There is a plethora of studies on organizational learning, which offer rich material for a paradigmatic review. This study highlights the need for further development of the field from alternative paradigmatic perspectives, with a view to generating more insights into the multifaceted, complex and changing nature of learning in contemporary organizations.     

Discovering and Managing Interdependence with Customer‐Entrepreneurs

Research on inter‐organizational relationships has largely focused on the interdependence between formal organizations. In recent years, firms have encountered a new logic in which interdependent parties are not formal organizations but platform‐based ‘customer‐entrepreneurs’ that create value through illegal means. Drawing on a 5‐year‐long qualitative study, we examine how firms recognize and instantiate this new logic and, consequently, respond to their interdependencies with customer‐entrepreneurs. Viewed through the lens of institutional logic, we find that, with the benefit of hindsight, firms recognize the existence of the logic of customer entrepreneurship, which triggers organizational sensemaking that is made up of three elements: interpretation of legitimacy compatibility; interpretation of efficiency compatibility; and integration of stakeholder perspectives. This sensemaking results in either a determined account concluding on the compatibility calculus in a top‐down manner, or an open‐ended account avoiding the construction of a resolute, synthesized view. A determined account leads to a defiance strategy, by which firms attempt to remove the source of interdependencies with customer‐entrepreneurs, whereas an open‐ended account guides firms to espouse a decoupling strategy, whereby firms covertly resort to efficiency maximization enabled by the interdependence. Our results offer implications for the research on inter‐organizational relationships and institutional logic.     

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.