A feminist poststructuralist analysis of HRD: why bodies,power and reflexivity matter

A burgeoning amount of scholarship has attempted to unravel critical approaches to investigating human resource development (HRD). There are limited critiques, however, of gender, diversity and the intersections of these deliberations within HRD theorizing. Adopting a feminist poststructuralist approach, this paper advances critical understandings of HRD by challenging epistemological and dominant theorizing in HRD. The author examines what it means when HRD writings are said to be gendered; how the political and processual dynamics of doing HRD can be understood; how the differences for doing gender, doing HRD and embodying HRD can be unravelled; and how feminist modes of inquiry can engender the value of embodied reflexivity. Weaving together literature strands from gender and education, gender and organization, and women's studies and feminist writings, the paper provides a foundational framework for how HRD scholars can re-imagine new knowledge and inject notions of the feminine and difference in HRD writings. The analysis focuses on three interrelated areas and their implications for feminist critique: the importance of examining language and discourse in HRD; the performing body in HRD; and, finally, feminist embodied reflexivity. It is argued that the HRD scholarly community should consider critical modes of inquiry to refresh and renew HRD theory building, specifically that we should examine conceptualizations of the feminine and difference in HRD writings in order to aid transformational practice.     

Shades of Grey: Guidelines for Working with the Grey Literature in Systematic Reviews for Management and Organizational Studies

This paper suggests how the ‘grey literature’, the diverse and heterogeneous body of material that is made public outside, and not subject to, traditional academic peer‐review processes, can be used to increase the relevance and impact of management and organization studies (MOS). The authors clarify the possibilities by reviewing 140 systematic reviews published in academic and practitioner outlets to answer the following three questions: (i) Why is grey literature excluded from/included in systematic reviews in MOS? (ii) What types of grey material have been included in systematic reviews since guidelines for practice were first established in this discipline? (iii) How is the grey literature treated currently to advance management and organization scholarship and knowledge? This investigation updates previous guidelines for more inclusive systematic reviews that respond to criticisms of current review practices and the needs of evidence‐based management.     

Action Research: Exploring Perspectives on a Philosophy of Practical Knowing

In the context of management and organization studies, the potential of action research for generating robust actionable knowledge has not been yet realized. While there are historical reasons for this with roots in different philosophies of social science, there are areas of common ground that may be explored fruitfully. This paper works from the insight that there are two key perspectives on action research: one from inside the action research community and one from outside. It explores how action research is a form of science in the realm of practical knowing and that this perspective provides an insight into how the views of action research from inside and from outside may be engaged. It proposes a general empirical method and the notion of interiority, based on the operations of human knowing, with a focus on how we know, rather than on what we know, as a synthesis, whereby the two perspectives on action research may be engaged.     

The panopticon,an emblematic concept in management and organization studies: Heaven or hell?

The well-known metaphor of ‘panopticon’, derived from Bentham's project and popularized by Foucault, has long informed scholarly conversations in management and organization studies (MOS). Herein, we question the power of this emblematic metaphor. Through an in-depth literature review specifying its form, principle and goal, coupled to an investigation of Bentham's original writings, we identify two readings of the panopticon. First, we disentangle the uses of this concept in MOS literature and highlight a rather uniform and negative interpretation of the panopticon as a mechanism of social control and surveillance (first reading). Beyond this dominant interpretation, we contend that the panopticon is a richer concept than MOS literature acknowledges. Going back to Bentham's initial project, entailing not only one but plural types of panopticons, we propose a more comprehensive conceptualization of the panopticon (second reading) as: (1) a rewarding functional dispositive based on freedom and autonomy (form); (2) relying on information sharing, transparency and visibility (principle); and (3) striving for harmony and efficiency as ultimate ends (goal). In doing so, we generate a new way of seeing the panopticon in MOS research. We also reveal an inherent tension between both readings, interpreted as dystopia and utopia, and show that their combination allows grasping the ambivalence of panopticism in practice in ways that can inform further research on liberal management. As a practice of freedom, panopticism in practice might indeed turn into an instrument furthering control. To conclude, we highlight some analytical paths to help MOS scholars disentangle such ambivalence.     

Social media led co-creation of knowledge in developing societies: SME’s roles in the adoption,use and appropriation of smartphones in South Asia

Abstract

Social media supports the creative economy through its involvement in the adoption and appropriation of new innovation and accelerates economic growth. The current paper expands on this notion by identifying and analyzing the interaction between social media-based communities and small and medium enterprises (SMEs), as it examines how social media contributes to the knowledge co-creation and supports the adoption, use and appropriation of smartphones in South Asian countries, which are inhabited by approximately 1.6 billion people. The findings obtained through virtual ethnography (VE) provide insights into the dynamics and kinetics of knowledge co-creation and how that benefits large multinationals, small local businesses and consumers in developing societies. As such, we advance the knowledge management scholarship by presenting a holistic model of co-creation of knowledge involving multiple stakeholders.     

Accounting for the formation of scientific fields in organization studies

There are few qualitative organizational accounts that explore the constitution of scientific fields in management. We developed a methodology for understanding the academic modes of scientific knowledge production in management research from the perspective of the sociology of scientific knowledge (SSK) and actor-network theory (ANT). SSK and ANT offer a way to account for how scientific fields in organization studies are enacted. Key to this process are splitting and inversion of statements; credibility and network formation; and the concepts of credit, trajectory, and position. Specific statements making key knowledge claims (e.g., handbooks, special editions) are situated in academic practices that obscure those rhetorical strategies that enable the production of a network of knowledge that can act, organizationally, as a more or less unified sub-field. We take as a starting point a collection of texts, dated 2011, which sought to systematize the main currents of a disciplinary sub-field during the last decade, focusing on how statements are transformed into scientific certainty and how the question of credibility is established. The sub-field is that of organizational learning (OL). The particular language of OL relies on approaches that make its epistemic assumptions intelligible within a network. It is a language that tends to reify and naturalize specific practices that become accredited as organization learning. The material/textual artifacts that sustain these practices, instead of being reified, can be reframed as enacting a scientific field whose resignification acts upon the network that enabled its existence.     

The future of grand challenges research: Retiring a hopeful concept and endorsing research principles

Editorial notes in leading management journals have urged scholars to address Grand Challenges (GC) as an opportunity for producing knowledge that matters for society. This review explores whether current conceptualizations of GC support a productive path for management and organizational scholarship by guiding empirical inquiry, facilitating cumulative theory development, and informing practice. We systematically examine scholarly articles, calls for papers, and editorial notes published in management journals for consistency in how researchers use and define the concept of GC and the scope of associated phenomena and attributes. We find three prominent conceptual architectures in use: discursive, family resemblance, and phenomenon driven. The variety and incoherence of current uses of the GC concept and the lack of efforts to improve its analytical competence lead us to suggest its retirement. Instead, we propose building on the enthusiasm around GC research and using GC as a term to define research principles that collectively help align research efforts and improve theoretical development and practice. The principles we propose capture a genuine origin story for management research on GC.     

The War of the Woods: Facilitators and Impediments of Organizational Learning Processes

This study examines unfolding organizational learning processes at MacMillan Bloedel, a company which, after years of resisting stakeholder pressures for change, disengaged from the field’s dominant paradigm and developed a new solution. We elaborate the Crossan, Lane and White multi–level framework of organizational learning processes, finding support for the four feedforward learning processes they identified (intuiting, interpreting, integrating and institutionalizing), and adding two action–based learning processes: ‘attending’ and ‘experimenting’. We introduce the concept of a ‘legitimacy trap’ to describe an organization’s over–reliance on institutionalized knowledge when external challenges arise. The trapped organization rejects external challenges of its legitimacy when it perceives the sources of those challenges to be illegitimate. Feedforward learning is blocked as the organization escalates its commitment to its institutionalized interpretations and actions. Taking a grounded theory approach, we discuss how individuals attend to new stimuli and engage in intuiting about them, how groups interpret, experiment with and integrate new solutions, and how the firm validates and institutionalizes the successful solution. Facilitators and impediments of each of these learning processes are identified. Our additions to the model recognize the importance of context in organizational learning processes, and suggest how power may impact organizational learning.     

Management Consulting: Towards an Integrative Framework of Knowledge,Identity, and Power

This paper reviews the past 28 years of scholarship on management consulting to synthesize the field and establish more broadly its contribution to management research. Through a systematic review of 219 articles, we identify three core conceptual themes – knowledge, identity, and power – that have dominated the literature to date. Through a thematic inductive analysis of a subsection of articles, we then investigate how these themes have been defined, used, and linked. This allows us to uncover and problematize the relationships between these themes. In making explicit underlying theoretical assumptions and relationships between knowledge, identity, and power, we induce a unique framework that can guide and support future studies, instigate metaparadigmatic dialogue, and thus help consolidate the field.     

More Formally: Rediscovering the Missing Link between Formal Organization and Informal Social Structure

Abstract

Although foundational organization theory recognized the role of both formal and informal elements, for the past two decades scholarship appears to have primarily attended to the role of informal social structures (i.e. social networks) in explaining organizational functioning. This trend, however, has left a disconnect between the literatures on formal organization and informal social structure such that crucial questions and problems at the intersection of the two streams of research have been neglected. In this essay, we make the case for rediscovering the inherent interplay between formal organization and informal social structure given their common basis of interactions in organizations. We argue that by bridging the gap between formal organization and informal social structure scholarship we can advance our understanding of both the origins and evolution of social networks and the design and effective functioning of organizations. As a first step towards achieving greater integration of research on formal organization and informal social structure we: consolidate existing scholarly understanding in this area, profile the few studies that have begun to bridge the disconnect between formal and informal elements, identify conceptual logics for linking formal and informal elements, and propose an agenda for future research.     

Probability and Possibility‐Based Representations of Uncertainty in Fault Tree Analysis

Expert knowledge is an important source of input to risk analysis. In practice, experts might be reluctant to characterize their knowledge and the related (epistemic) uncertainty using precise probabilities. The theory of possibility allows for imprecision in probability assignments. The associated possibilistic representation of epistemic uncertainty can be combined with, and transformed into, a probabilistic representation; in this article, we show this with reference to a simple fault tree analysis. We apply an integrated (hybrid) probabilistic‐possibilistic computational framework for the joint propagation of the epistemic uncertainty on the values of the (limiting relative frequency) probabilities of the basic events of the fault tree, and we use possibility‐probability (probability‐possibility) transformations for propagating the epistemic uncertainty within purely probabilistic and possibilistic settings. The results of the different approaches (hybrid, probabilistic, and possibilistic) are compared with respect to the representation of uncertainty about the top event (limiting relative frequency) probability. Both the rationale underpinning the approaches and the computational efforts they require are critically examined. We conclude that the approaches relevant in a given setting depend on the purpose of the risk analysis, and that further research is required to make the possibilistic approaches operational in a risk analysis context.     

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.     

Uncertainty,pluralism, and the knowledge-based theory of the firm: From J.-C. Spender’s contribution to a socio-cognitive approach

J.-C. Spender’s award-winning, knowledge-based theory of the firm is based on four premises: (1) The firm can be sufficiently understood as a system of knowledge, (2) explicit and implicit knowing can be clearly dissociated, (3) organizations are conceived as cognizing entities, and (4) intuition shaped by shared cultural practices is a superior source of managerial knowledge. This line of reasoning represents a social constructionist view of the enactment, transfer, and storage of knowledge according to which managerial knowledge is largely tacitly shaped by industry recipes and the firm’s socio-cultural conventions and other social processes. Although comprehensive in scope, we argue that a knowledge-based theory of the firm needs to integrate a cognitivist approach that includes the synergetic production of tacit and explicit knowledge, the role of reflective thinking in resolving strategic uncertainties, and the interaction between the individual and the social. This socio-cognitive theory of the firm posits that sustained competitive advantage of a firm is founded on the ability to align knowledge internally within the firm as well as externally with its stakeholders through the individual sense-making of feedback from other individuals.     

Uncertainty Analysis in Fault Tree Models with Dependent Basic Events

In general, two types of dependence need to be considered when estimating the probability of the top event (TE) of a fault tree (FT): “objective” dependence between the (random) occurrences of different basic events (BEs) in the FT and “state‐of‐knowledge” (epistemic) dependence between estimates of the epistemically uncertain probabilities of some BEs of the FT model. In this article, we study the effects on the TE probability of objective and epistemic dependences. The well‐known Frèchet bounds and the distribution envelope determination (DEnv) method are used to model all kinds of (possibly unknown) objective and epistemic dependences, respectively. For exemplification, the analyses are carried out on a FT with six BEs. Results show that both types of dependence significantly affect the TE probability; however, the effects of epistemic dependence are likely to be overwhelmed by those of objective dependence (if present).     

Resurrecting organization without renouncing society: A response to Ahrne,Brunsson and Seidl

In a recent article in this journal, Ahrne, Brunsson, and Seidl (2016) suggest a definition of organization as a ‘decided social order’ composed of five elements (membership, rules, hierarchies, monitoring, and sanctions) which rest on decisions. ‘Partial organization’ uses only one or a few of these decidable elements while ‘complete organization’ uses them all. Such decided orders may also occur outside formal organizations, as the authors observe. Although we appreciate the idea of improving our understanding of organization(s) in modern society, we believe that Ahrne, Brunsson, and Seidl's suggestion jeopardizes the concept of organization by blurring its specific meaning. As the authors already draw on the work of Niklas Luhmann, we propose taking this exploration a step further and the potential of systems theory more seriously. Organizational analysis would then be able to retain a distinctive notion of formal organization on the one hand while benefiting from an encompassing theory of modern society on the other. With this extended conceptual framework, we would expect to gain a deeper understanding of how organizations implement and shape different societal realms as well as mediate between their particular logics, and, not least, how they are related to non-organizational social forms (e.g. families).     

Ethical and despotic leadership, relationships with leader's social responsibility, top management team effectiveness and subordinates' optimism: A multi-method study

In this multi-method study, we examined the relationships of leader's social responsibility with different aspects of ethical leadership (morality and fairness, role clarification, and power sharing) as well as with despotic leadership. We also investigated how these leadership behaviors relate to effectiveness and optimism, using multiple-source ratings. Interviews with CEOs (N = 73) were coded for the presence of leader's social responsibility and its facets. Also, using questionnaires, direct reports rated each CEOs' leader behavior (n = 130) and a second group of direct reports (n = 119) rated effectiveness and optimism. As expected, leaders high on social responsibility were rated higher on ethical leadership and lower on despotic leadership. Ethical leadership was also positively related to perceived top management team effectiveness and subordinates' optimism about the future of the organization and their own place within it.     

Righting the balance: Understanding introverts (and extraverts) in the workplace

Since being introduced over a century ago, trait extraversion and introversion have generated substantial research. However, this research has focused primarily on extraversion, with introversion being relatively neglected. Accordingly, the purpose of this paper is to take stock of extraversion and introversion research in the workplace. Doing so allows us to propose a shift in focus away from extraversion to the study of introversion and its potential positive benefits. First, we briefly review the traits’ evolution during the past century and then examine 10 commonly used trait extraversion scales to better understand how extraversion and introversion are studied. Thereafter, we review 10 years of scholarship (2009–2019) appearing in 12 leading management journals. Overall, we find that there is a positive bias towards extraversion and its positively valenced characteristics such as positive affect, outgoingness and socialness. In contrast, our review reveals that introversion is treated as ‘low extraversion’ and often imbued with negatively valenced characteristics such as social awkwardness and low social self-esteem. Based on our multilevel review of the literature, we propose a working list of positively valenced characteristics of introversion and suggest how these introversion characteristics might be beneficial at multiple levels in organizations. In doing so, we hope that our paper will generate new ways of seeing introversion and extraversion alike, which should help right the balance in our shared understanding of how extraversion and introversion can positively shape workplace outcomes.     

Organizational Memory: From Expectations Memory to Procedural Memory

Organizational memory is not just the stock of knowledge about how to do things, but also of expectations of organizational members vis‐à‐vis each other and the organization as a whole. The central argument of this paper is that this second type of organizational memory –organizational expectations memory– is a necessary precondition for successfully creating and maintaining organizational procedural memory, which is at the basis of organizational performance. If members of organizations have fewer expectations of being rewarded beyond what is stipulated in formal contracts, these individuals are less likely to risk investing in collective tacit and firm‐specific knowledge resources and more likely to focus on building individual and mobile knowledge resources that have value outside the boundaries of the organization. A case study of latent organizations in the Dutch film industry is presented to support the central argument and suggests further avenues of research, in particular concerning the effects of labour mobility on organizational expectations memory.