Introduction to the Special Issue

Organizational innovation is now widely seen tobe a major source of competitive advantage for firms,along with product and process innovation. One of themajor intellectual sources for the upheavals, in which firms strive for some formof international best practice, is thesociotechnical systems tradition, which traces its rootsback to innovations such as semi-autonomous work teamsin manufacturing in the 1960s, associated with the work of theTavistock Institute. An international Colloquium wasstaged in Melbourne, Australia, in May 1995, to explorethe current relevance and contributs to organizational innovation.     

Agencies,normative personalities and the Viable Systems Model

Abstract

Modelling the organization to enable purposeful analysis and diagnosis of its ills is often problematic. Beer's use of the Viable Systems Model (VSM) and its development as a methodology for analysis and diagnosis of organizational pathologies has been successful in exploring this, but viewing the organization as a personality provides additions control perspectives that are distinct from those identified by Beer. In this article the notion of normative personality is defined in terms of socio-cognitive processes operating through trait controls, and the resulting model is then related to the VSM.     

The Effects of Congressional Appropriation Committee Membership on the Distribution of Federal Research Funding to Universities

Does congressional representation of a university affect the distribution of research funding to universities? This article studies two types of congressional representation: district representation, reflecting interests related to the politician's constituents, and alma mater affiliation, reflecting the politician's personal interests. I find that both types of representation matter and lobbying efforts by public and private universities may differ. Thus this article suggests politics plays a role in diverting funding that might be given to other institutions based under a more objective process, reducing the potential effectiveness of the funding on research activities.     

The Mechanistic Structure Shift and Strategic Reorientation in Declining Firms Attempting Turnarounds

Past researchers have observed that decliningorganizations often experience mechanistic structuralchanges that centralize authority, increase reliance onformalized procedures, and reduce the amount of information flowing to top managers. Many haveproposed that this “mechanistic shift” indeclining organizations reduces their adaptivecapability by making innovative organizational change in response to decline less likely. However,despite much research on declining firms and theirturnaround attempts, many questions about mechanisticshifts remain, such as: (1) To what extent do declining firms become systematically mechanistic whentrying to recover from decline? (2) What aspects ofdeclining firms' situations make mechanistic shifts morelikely? (3) Do mechanistic shifts reduce the likelihood of large-scale strategic reorientation asdeclining firms attempt to recover? We sought answers tothese questions through an analysis of data fromin-depth interviews with top managers (mostly CEOs) at 29 U.S. firms attempting turnarounds fromdecline. Our primary finding was that mechanisticstructure shifts did restrict firms' abilities to changetheir strategic orientations in response to decline. Highlighting the important role of the contextof turnaround attempts, we further found the averagedeclining firm attempting a turnaround did not becomemore mechanistic, but that turnaround attempts launched from financial crises were significantly morelikely to lead to mechanistic shifts. Also, we foundthat the common practice of replacing the firm's CEOduring turnaround attempts had conflicting andparadoxical effects on firms' abilities to enact strategicreorientations.     

Organizational Support in the Workplace: The Case of Korean Hospital Employees

This paper tests three hypotheses on who getsmore support from his or her work organization: (1) Thevalidation hypothesis predicts that employees withgreater social support from their co-workers and supervisors receive more organizationalsupport, because their support validates or legitimizesorganizational support; (2) the positive affectivityhypothesis predicts that employees high on positiveaffect receive more organizational support, becausethey are more likable; and (3) the moderation hypothesispredicts that positive affect and social support do notgenerate organizational support independently, but each acts on the other to affectorganizational support. An assessment of the hypothesesover a sample of 1882 hospital employees in Koreaprovided strong support for the validation hypothesisand partial support for the moderation hypothesis. Contraryto the positive affectivity hypothesis, employees' gooddisposition in itself works against the bringing forthof relevant organizational support, net of support from their supervisors and co-workers.Additional findings related to the unique features ofthe current hospital employees in Korea are alsoreported. Finally, we discuss cross-cultural research implications of the study in moredetail.     

Asylum,Participation and the Best Interests of the Child: New Lessons from Norway

This article discusses Norway's implementation of the Convention on the Rights of the Child (CRC) in relation to the field of asylum. In particular, we explore the dilemmas and challenges posed by efforts to realise children's right to express their views and have these views given due weight in decision‐making processes as stipulated in Article 12 of the CRC. The Norwegian authorities have sought to uphold this right through the introduction of ‘child conversations’ within the asylum process. As we explain, children's participation may be crucial in terms of revealing persecution and thus the need for protection in accordance with the 1951 Refugee Convention. However, the early experience of implementing child conversations suggests limited usefulness—indeed the practice may be questioned in the light of the primary obligation of states parties to the CRC to attend to children's best interests. Drawing upon experience from Sweden, the article offers suggestions for how the pursuit of children's participation within the Norwegian asylum system might be developed to ensure that it genuinely serves their best interests.     

A Study of the Determinants and of the Impact of Flexibility on Employee Benefit Satisfaction

The purpose of this study was to examine the influence of individual characteristics and organizational justice on employee benefit satisfaction, and to explore the role of flexible benefit plans. Employees from three Canadian organizations were surveyed. A total of 285 usuable questionnaires were returned, for a response rate of 42%. The variables in the model accounted for more than 40% of the variance in benefit satisfaction. The findings showed that while distributive and procedural justice were useful in predicting benefit satisfaction, the concept of process justice had the greatest effect on satisfaction. Among the variables, communication had the greatest impact. The effect of flexibility, although significant, was ambiguous. Sociodemographic factors had a very limited effect when perceptual variables were introduced into the equation. The paper also sets out the limitations of the study and its practical implications, and makes some suggestions for future research.     

Organizational Hope: Reaffirming the Constructive Task of Social and Organizational Inquiry

This paper develops the construct oforganizational hope as a methodological imperative forstudying and strengthening organizations. It calls onorganizational scholars and practitioners to move beyond the critical impulse by advancing texturedvocabularies of hope that affirm the best and mostpromising dimensions of social and organizational lifeand provide a moral image of the future to guidecollective action. This can be accomplished by defininghopeful research agendas and choosing methods of inquirythat explore and illuminate the hopes and aspirations ofa broad range of organizational members. After clarifying the concept of textured vocabulariesof hope, this paper undertakes a thorough analysis ofhope by tracing the construct throughout the Westernintellectual tradition, highlighting four of hope'senduring qualities, and offering a set of propositionsthat extends the implications of organizational hope toour task as scholars and practitioners.     

Explaining the motivational forces of (<Emphasis Type="Italic">dis</Emphasis>)Respect: How self-focused and group-focused concerns can result in the display of group-serving efforts

The current article explains the motives underlying respect-and disrespect induced group-serving efforts. Research showed that intra-group respect increases individuals’ engagement with their group and subsequent intentions to show group-serving efforts. We refer to this process as ‘the group-focused motive’. Based on a recent program of research on actual effort and performance evaluations, we conclude that respect-induced group-serving efforts are not only due to enhanced engagement with the group. In addition, we posit that behavioral motivations can also stem from self-focused concerns — we refer to these as ‘self-focused motives’. We argue that the perception of being respected boosts the self-evaluation of individual group members. Maintenance of this positive self-evaluation, together with respect-induced enhanced self-confidence, can cause individuals to show more contextual performance. Finally, when individuals are disrespected, this impacts negatively on their self-perception. As a result, these individuals show group-serving efforts in an attempt to re-establish their self-worth, and this occurs relatively independently of improvement concerns for the group. Dick de Gilder (TC.de.Gilder@fsw.vu.nl) currently is associate professor of organizational behavior at the VU University in Amsterdam. He studied at the University of Amsterdam and received his Ph.D. from the University of Groningen, The Netherlands. His research interests include organizational commitment, error management, and research management.     

Johnson and Johnson phantom recall: A fall from grace or a re-visit of the ghost of the past

This paper addresses and evaluates the case of Johnson and Johnson's crisis management. In an attempt to analyze the case, the paper overviews Johnson and Johnson's Tylenol product tampering in the 1980s and its recent phantom recall of Children's Motrin. The assessment of the company's crisis management was done using the anticipatory model of crisis management (AMCM). Conclusions drawn from this assessment put Johnson and Johnson in a different spotlight than it had enjoyed during its earlier crisis management efforts. Implications for organizational crisis management efforts are also presented.     

Disciplines of Organizational Learning: Contributions and Critiques

The paper argues against attempts to create asingle framework for understanding organizationallearning. Relevant literature is reviewed from sixdisciplinary perspectives: psychology and OD; management science; sociology and organizational theory;strategy; production management; and culturalanthropology. It is argued that each discipline providesdistinct contributions and conceptions of problems.Furthermore, a basic distinction between organizationallearning and the new idea of the learning organizationis noted. Whereas the former is discipline based andanalytic,the latter is multidisciplinary and emphasizes action and the creation of anideal-type of organization. Due to thediversity of purpose and perspective, it is suggestedthat it is better to consider organizational learning asa multidisciplinary field containing complementary contributions andresearch agendas.     

Ambivalence and Control: State Action Against the Civil Rights-Era Ku Klux Klan

Models that purport to explain the interplay between dissidents and the state generally assert, either explicitly or implicitly, that the path from state interests to action to outcomes is a linear one. Using the case of the United Klans of America (UKA) in North Carolina, I argue that state efforts to exert social control upon a perceived threat are shaped by a range of internal and external contingencies. In particular, I undertake a comparative analysis of two state agencies to demonstrate how a particular mechanism—ambivalence, here conceptualized as the relational consequence of a mismatch between organizational culture and organizational goals—leads to distinct, and sometimes heterogeneous, actions and outcomes not directly traceable to organizational mandates. Findings lend insight into how endogenous organizational processes shape contentious political outcomes in potentially divergent ways.     

Transnational social movements and changing organizational fields in the late twentieth and early twenty‐first centuries

Recent decades have seen dramatic changes in the global political arena, including shifts in geopolitical arrangements, increases in popular mobilization and contestation over the direction of globalization, and efforts by elites to channel or curb popular opposition. We explore how these factors affect changes in global politics. Organizational populations are shaped by ongoing interactions among civil‐society, corporate and governmental actors operating at multiple levels. During the 1990s and 2000s, corporate and government actors promoted the ‘neoliberalization of civil society’ and the appropriation of movement concepts and practices to support elite interests. Not all movement actors have been passive witnesses to this process: they have engaged in intense internal debates, and they have adapted their organizational strategies to advance social transformation. This article draws from quantitative research on the population of transnational social movement organizations (TSMOs) and on qualitative research on contemporary transnational activism to describe changes in transnational organizing at a time of growing contention in world politics. We show how interactions among global actors have shaped new, hybrid organizational forms and spaces that include actors other than states in influential roles.     

Bringing Business into Sociotechnical Theory and Practice

Current developments in the sociotechnical framework address a number of vital issues that failed to occupy the high ground in its formative years. These include: (i) the purpose of the systems, to create customer value under social and resource constraints, (ii) the context or external business environment, and (iii) the dynamics of the sociotechnical system. Due attention to the dominant issues of purpose, context, and their dynamics make it more meaningful to speak of sociotechnical business systems (STBS) and organizational learning instead of sociotechnical systems (STS) and individual learning. In STBS each unit in an organization has business responsibilities and goal-based couplings with its environment and focuses on the creation of customer value. The implications of this shift from STS to STBS are discussed and illustrated with current research and two summary case studies.     

Social Defenses Against Organizational Learning

It is argued that for organizational learning to occur maladaptive social defenses within the organization have to be altered. The origins of the concept of social defenses are traced through the work of Jaques and Menzies. A new concept of system domain, and related concepts of system domain fabric, and system domain defenses, are proposed in order to account for the difficulties in sustaining organizational change in organizations that share a similar primary task. Organizational learning is defined as occurring when there is co-evolution of organizational container and contained. The article distills variables from three successful consultancy/action research projects which are characteristic of organizations that are learning, and it is hypothesized that the creation of organizational awareness is necessary for organizational learning to occur.     

Organizational change: The role of climate and job satisfaction in child welfare workers' perception of readiness for change

BackgroundWhen organizations embark on deliberate efforts to increase effectiveness through organizational-level changes, those that demonstrate greater readiness for change tend to have better outcomes. In contrast, when the organization is not ready, a change effort may result in resistance, conflict and, eventually, failure. However, studies addressing how agency climate and job satisfaction influence workers' perception of the organization's readiness for change in child welfare or human service organizations are scarce.MethodsData for this study was obtained from a sample of 356 direct care and clinical child welfare workers employed at eight not-for-profit child welfare agencies under contract to provide a variety of services in a large northeastern state. Workers were surveyed on their agency's readiness for change, organizational climate, and job satisfaction. The Spector Job Satisfaction Survey measured nine subscales and Parker Organizational Climate survey measured four primary domains: role, job, supervision, and organizational dimensions. A confirmatory factor analysis was conducted on nine questions derived from the Organizational Readiness for Change survey that measured workers' perceptions of organizational readiness for change. Structural Equation Modeling (SEM) was utilized to determine climate and satisfaction influences on voluntary child welfare workers' readiness for change.ResultsThe results of SEM confirmed that the exogenous independent indicators of role ambiguity, supervisor goal emphasis, organizational innovation, satisfaction with communication, and the number of years in current position were predictive of workers' perception of readiness for change with significant positive coefficients.ImplicationsThis study highlights the importance of certain organizational climate and job satisfaction factors that child welfare workers' identify for the success of agency change efforts. Workers perceive that organizations may have a higher level of readiness to implement successful change initiatives when: (1) workers feel their role is clear, supervisors articulate change goals, and job performance is held to a high standard and is measurable; (2) agency leaders establish organizational communication that is explicate, and they encourage workers to develop ideas and try new ways of doing the job; and (3) the greater the number of years workers are in their current position, the more likely change initiatives are perceived to be successful. Most importantly, this study suggests that not all organizational climate or job satisfaction factors are recognized by workers as supporting change equally.     

Organizational structure and strength and transnational campaign outcomes: a comparison of two transnational advocacy networks

In this article I address the question of why some transnational advocacy networks (TANs) are better able to influence policy outcomes than others. How do we explain the variation in the political impact of TAN campaigns? Drawing on some of the theoretical formulations developed by social movement and international relations scholars, I argue that organizational structure and organizational strength can help us understand this variation. A comparison of a highly influential and successful TAN, the International Campaign to Ban Landmines, with a less successful TAN, the International Action Network on Small Arms, demonstrates that such networks can mobilize a large number of diverse civil society groups. However, a coherent and well‐coordinated campaign with a clear political message provides the major explanation as to why some TANs are more likely to shape the global policy process than others.     

Constituency Building: Determining Employees' Willingness to Participate in Corporate Political Activities

Employing a sample drawn from employees of Fortune 500 companies, this study helps define which employees are likely to participate in corporate constituency building efforts and the relation between the variables leading to participation. Supporting and expanding findings by J. E. Grunig (1989) and Baysinger, Keim, and Zeithaml (1985), the present study revealed that employee political activity can be predicted by a model that features employee organizational commitment (based on each employee's position in the corporate organizational hierarchy, amount of company stock owned, and tenure with the company), prior record of noncompany political activism, amount of information seeking to become informed on public policy matters, degree of cognitive involvement, and willingness to support corporate public policy efforts. These findings can assist public relations practitioners who seek to create employee constituency efforts in the most feasible and efficient manner.     

From evidence to action: Applying gender mainstreaming to pay gaps in the Welsh public sector

Progress on reducing gender disparities remains painfully slow, despite efforts to identify the determinants of gender pay gaps and specify size and shape. Recent studies highlight the need for a more nuanced account of the way that public policy shapes organizational responses and insights into the types of organizational practices that diminish pay disparities. In response, this research reports on an action research intervention in three large Welsh public organizations, subject to a unique statutory equality duty. Data demonstrate how an evidence‐based gender mainstreaming approach facilitated the development of a ‘no blame’ strategy, which legitimized organizational proactivity through collaborative and empowering change management processes. The research contributes to the study of gender pay gaps by demonstrating that gender mainstreaming, with facilitative local conditions and supportive public policy, shapes action on gender segregation, with particular success in women's low‐paid employment. Conclusions highlight theoretical and policy implications arising from the research.