Towards an assessment for organizational participatory research health partnerships: A systematic mixed studies review with framework synthesis

Within the health sciences, organizational participatory research (OPR) is defined as a blend of research and action, in which academic researchers partner with health organization members. OPR is based on a sound partnership between all stakeholders to improve organizational practices. However, little research on the evaluation of OPR health partnership exists. This systematic mixed studies review sought to produce a new theoretical model that structures the evaluation of the OPR processes and related outcomes of OPR health partnerships. Six bibliographic databases were searched together with grey literature sources for OPR health partnership evaluation questionnaires. Six questionnaires were included, from which a pool of 95 OPR health partnership evaluation items were derived. The included questionnaires were appraised for the quality of their origin, development and measurement properties. A framework synthesis was performed using an existing OPR framework by organizing questionnaire items in a matrix using a hybrid thematic analysis. This led to our proposed Organizational Participatory Research Evaluation Model (OPREM) that includes three axes, Trust, Collective Learning and Sustainability (with specific dimensions) and 95 items. This model provides information to help stakeholders comprehensively structure the evaluation of their partnerships and subsequent improvement; thus, potentially helping to improve health organization practices.     

Hypothesis Testing of CNA Perceptions of Organizational Culture in Long Term Care

This commentary for the special issue on research that went wrong describes a study that explored factors that contribute to variability within Certified Nursing Assistants (CNAs) on organizational safety culture. We know from previous research that CNAs provide most direct care in nursing homes and that direct care workers often experience agency culture differently from agency management (Wolf et al., 2014). We were looking for factors that nursing homes could alter to improve the culture for CNAs, and thus, residents. We conducted a secondary analysis of data collected via a multi-component paper survey of CNAs employed in long term care. We used results from the Nursing Home Survey on Patient Safety Culture and primary shift, type of unit, and years as a CNA to identify modifiable characteristics that would explain variability in the perceptions of patient safety culture. The final sample included n = 106 from three nursing homes. Dimension scores were compared using bivariate tests appropriate to the scale and ordinal logistic regression. Despite support in the literature for the hypothesis, we found few significant differences on the total scale within groups. Differences in perceptions have implications for quality of care and the experiences of residents within nursing homes.     

Interactive profit-planning systems and market turbulence: A dynamic capabilities perspective

This article describes, theorizes and empirically investigates the concept of interactive profit-planning systems (PPS) through the lens of the dynamic capabilities logic. With this conceptualization: interactive PPS capabilities comprise budgeting, forecasting and results-reporting routines, in which top and middle managers interact to create knowledge for sensing, seizing, and business model reconfiguring (to manage strategic business change). Survey data from 331 Australian firms is analyzed employing partial least squares structural equation modeling. The data provides support for two hypotheses: (1) greater market turbulence strengthens the positive effect of interactive PPS capabilities on business unit performance; and (2) greater market turbulence strengthens the positive effect of flexibility values (of organizational culture) on interactive PPS capabilities. Our findings show that interactive PPS capabilities function according to the salient tenets of the dynamic capabilities logic, and clarify the beneficial roles of formal cybernetic control systems and the intertwined involvement of top and middle managers in using dynamic capabilities.     

Strategic Shared Leadership and Organizational Dynamic Capabilities

We propose that the purposeful sharing of strategic decisions and the process of making and taking those between the dominant coalition of an organization (Strategic Shared Leadership or SSL thereafter), initiated and supported by a focal strategic leader or small team, engenders Organizational Dynamic Capabilities (ODCs) though the transfer of individually-residing DCs within the SSL team, the transformation -co-creation of novel ones and their embeddedness-institutionalization within the organization. It also enhances organizational cognition which mediates the relationship by enriching co-created ODCs and their capacity to deliver reliably change through sensing, seizing and reconfiguring. Accordingly, SSL serves as a co-creator and key predictor of the emergence of ODCs. This helps address the challenges of DCs to marry stability with change, be predictable and to be capable of predicting.     

企业开放式创新实施机制:项目管理视角

开放式创新是目前理论界和企业界关注的热点,从项目层面研究企业开放式创新管理对于企业更具指导意义。选取中控EPA项目作为研究对象,运用项目管理分析框架,从项目概念形成和项目实现两个阶段对EPA项目的具体运作进行了详细阐释。研究显示,成功的项目需要同时获得企业高层管理人员和项目成员的大力支持;企业的开放式创新应该根据创新项目流程进行有选择性开放;在项目运作过程中,应综合使用内向和外向开放式创新模式;发展中国家的高技术企业应积极争取政府支持,特别是在一些关系产业发展的重大项目开发上。     

基于组织学习的知识型员工管理研究

组织学习是一个组织知识不断产生、不断传播、不断应用的循环上升过程。企业中知识的创造与应用离不开知识型员工,对知识型员工的有效管理将直接影响到企业知识管理水平以及获得核心竞争优势的能力。在分析组织学习与知识型员工管理的关系的基础上,从组织学习的视角探讨了知识型员工的管理的策略。     

中国管理心理学25年发展回顾与展望

文章以1980年中国心理学工业心理学专业委员会的成立,作为中国开始系统引进和发展管理心理学的标志,回顾了我国管理心理学25年来的发展历程,并指出了管理心理学所面临的研究前景:社会经济转型中的组织变革与发展,人力资源系统的开发,组织文化与学习模式的研究,经济心理与国家金融安全的研究。另外,还对我国管理心理学的发展提出了建议:重视理论问题的研究,加大研究投入,走理论创新与应用开发相结合的道路;走中国化的道路;管理心理学家应加强与其他领域专家合作。     

农村合作经济组织的组织形式、问题及对策

中国农村合作经济组织良好的发展势头,已经开始把农业产业中的一部分弱势群体带动起来,使长期困扰中国农业和农村经济发展中的一些困难和问题有了新的解决思路。文章在大量的调查研究和项目实践的基础上,对我国当前农村合作经济的组织形式以及各类组织建设中存在的共性问题和个性问题进行分析,以探讨解决这些问题的对策。     

Leader-member exchange as a linking pin in the idiosyncratic deals - Performance relationship in workgroups

In the current investigation, idiosyncratic deals (i-deals; individualized work arrangements) are modeled as differentiated resources that shape leader-member exchange (LMX) relationships in workgroups. We integrate literature on leader-member exchange (LMX) with research on i-deals to argue that employee evaluations of i-deals received from the grantor –typically the leader- enhance employee perceptions of LMX, which in turn become instrumental in generating positive performance outcomes. Furthermore, because workgroup characteristics have potential implications on the relationship between a deal grantor and the deal recipient, drawing upon social identity theory of leadership, we reason that the i-deals-LMX relationship is affected by the overall value congruence among the group members. Cross-level moderated mediation analyses on multi source data obtained from 289 employees nested in 60 workgroups showed that the mediational role of LMX in the i-deals to performance outcomes relationship was weaker in high value congruence groups.     

Transparency tested: The influence of message features on public perceptions of organizational transparency

The concept of transparency has been promoted within the public relations and business literature as both ethical and advantageous; however, the effectiveness of transparency is seldom empirically put to the test. In particular, the use of clarity, disclosure, and accuracy in organizational messages needs to be empirically examined. To this end, we conducted an online experiment using a 2 (high vs. low message transparency) x 2 (news story placed before or after an organizational statement) between-subjects design. Participants (n?=?357) perceived organizations as more transparent and credible when exposed to messages exhibiting greater levels of clarity, disclosure, and accuracy as opposed to messages that did not. Placement of an information anchor in the form of an objective news story before the organizational message increased the perceived organizational transparency when messages employed transparent design features and decreased the perceived organizational transparency when messages did not use these features. These results provide significant implications for practitioners attempting to convey organizational transparency at the tactical level through message features.