Confidentiality,power relations and evaluation of potential harm in the study of the personal and organizational networks of travel agents in Moscow

Network research in organizational contexts faces ethical challenges related to revealing the identity of participants, managing power relations, and managing the interests and potential harms of the different stakeholders. In this article, we review the ethical issues associated with the investigation of the personal and organizational networks of travel agents in Moscow. In our case study, we interviewed 32 tourism agents from Moscow and its region, obtaining information on 45 people with whom they have regular relation as part of their work; and relational data, with a 2-mode matrix, on 15 organizations with which the agency could be linked in the Russian-Andalusian tourism market. Our results highlight the utility of presenting the information of personal networks in an aggregate manner. It also demonstrates the value of cultural adaptation strategies and adjustment to the characteristics of the community. Moreover, the central role of power relations in organizations, within a cultural context with a greater distance to authority was also found.     

Critical Components in Implementing Evidence‐based Practice: A Multiple Case Study of Individual Placement and Support for People with Psychiatric Disabilities

When developing Community Mental Health Services to support people with psychiatric disabilities, European countries are advocating evidence ‐based practice (EBP ). Individual Placement and Support (IPS ) is an evidence ‐based model designed to support people in acquiring and maintaining competitive employment. Implementation science is a growing research field, with a focus on components that impact the process of implementing EBP programmes. In this multiple case study, we have followed three IPS demonstration sites for two years, in order to describe and analyze barriers and facilitators for implementation, according to constructs described in the Consolidated Framework for Implementation Research (Damschroder et al. 2009 ). The results highlight the importance of strategic networking, as well as the need for planning and preparations carried out before the start of an EBP programme, since deficiencies related to these constructs are difficult to compensate for.      

Intergenerational resource tensions in the workplace and beyond: Individual,interpersonal, institutional,international

The workforce is rapidly aging. Already at record highs, labor force participation rates of both over-55 and over-65 age segments are expected to nearly double in the immediate future. The current chapter describes how these sweeping demographic changes necessitate both the unprecedented utilization of older workers and intergenerational collaboration, but also present the danger of heightened generational tension. We describe the specific risk factors for such tensions, highlighting the presence of generational boundaries at multiple levels: (a) individual, (b) interpersonal, (c) institutional, and (d) international. Drawing from our own work and relevant management literature, we then identify three broad domains within which intergenerational tensions are particularly salient at each of these levels: active Succession tensions over enviable resources and influence (e.g., employment), passive Consumption tensions over shared asset usage (e.g., healthcare) and symbolic Identity tensions over figurative space (e.g., cultural fit) (SCI). We conclude with suggestions for potential interventions, and major open areas for future organizational research, both of which should focus on how to maximize the utility of unprecedented intergenerational collaboration.     

Looking Inwards,Looking Outwards: Dismantling the “Berlin Wall” Between Health and Social Services?

This paper argues that at a time when policy guidance urged closer collaboration and joint working between health and social services, the long-established cultural and professional gaps were widening and deteriorating. Drawing on data from four research sites, the paper argues that the deterioration was rooted principally in practitioners' preoccupations with changes within their own organizations and daily work, resulting from a major period of change in both health and social services, which, ironically, was at the expense of the joint working which the "Caring for People" reforms required. As the policy environment changes again, under the Labour government, it is likely that health and social care practitioners will be working within further organizational turbulence and change. It will be crucial that those changes are managed in such a way that they avoid the very real danger of compounding the problems which our respondents identified.     

Learning How and Learning What: Effects of Tacit and Codified Knowledge on Performance Improvement Following Technology Adoption

This paper examines effects of tacit and codified knowledge on performance improvement as organizations gain experience with a new technology. We draw from knowledge management and learning curve research to predict improvement rate heterogeneity across organizations. We first note that the same technology can present opportunities for improvement along more than one dimension, such as efficiency and breadth of use. We compare improvement for two dimensions: one in which the acquisition of codified knowledge leads to improvement and another in which improvement requires tacit knowledge. We hypothesize that improvement rates across organizations will be more heterogeneous for dimensions of performance that rely on tacit knowledge than for those that rely on codified knowledge (H1), and that group membership stability predicts improvement rates for dimensions relying on tacit knowledge (H2). We further hypothesize that when performance relies on codified knowledge, later adopters should improve more quickly than earlier adopters (H3). All three hypotheses are supported in a study of 15 hospitals learning to use a new surgical technology. Implications for theory and practice are discussed.     

Managing the International Strategic Sourcing Process as a Market-Driven Organizational Learning System*

This study examines the effects of market-driven organizational learning on a select set of strategic sourcing outcomes involving the sourcing function of a Fortune 500 multinational corporation. The focus is on the dyadic activities and relationships between the domestic and international strategic business units (SBUs) and the corporate buying center. The hypothesized relationships are tested on the overall sample and based on a two-by-two matrix framework defined by international versus domestic settings and frequent versus infrequent sourcing scenarios. Based on a sample of 179 domestic and 167 international SBUs, the results suggest that market-driven organizational learning in the strategic sourcing units influences customer satisfaction, relationship commitment, and cycle time of the sourcing process. However, while the set of learning orientations appears to be strategically robust across the four quadrant scenarios (moderator settings), the sourcing situations differ somewhat in the specific tactical learning orientations preferred.     

Designing Lateral Organizations: An Analysis of the Benefits,Costs, and Enablers of Nonhierarchical Organizational Forms*

Twenty-first century organizations will require designs that enable them to cope with turbulent environments. Organizations have experimented with lateral organizational designs for this purpose, but research evidence concerning these forms is sparse. We analyzed data obtained from 512 employees within eight diverse organizations implementing flexible lateral organizations. Using a sequence comparison methodology, we were able to identify and categorize the major costs, benefits, and enablers associated with implementing these forms of complex organizations. Propositions for effectively managing lateral relations were tested and managerial implications were explored.     

Organizational Learning in Global Purchasing: A Model and Test of Internal Users and Corporate Buyers*

This research examines a model centered on organizational learning in purchasing. Two different studies are conducted to test the hypotheses among purchasing users (Study 1) and buyers (Study 2). The user sample consists of users representing 355 strategic business units of a Fortune 500 multinational corporation. The buyer sample consists of corporate buyers of 200 multinational corporations drawn from the membership directory of the National Association of Purchasing Management (NAPM). In each study, the focus is on the learning relationships between corporate buyers and internal users in the purchasing organization. Based on the two studies, the results suggest that organizational learning in the purchasing process is influenced by the organizational culture factors of localness, transformational leadership, and openness. Organizational learning has a positive effect on information processing in the purchasing system, which, in turn, has a positive influence on the cycle time of the purchasing process.     

Organizational Silence and Whistle‐Blowing on IT Projects: An Integrated Model*

An individual's reluctance to report bad news about a troubled information technology (IT) project has been suggested as an important contributor to project failure and has been linked to IT project escalation as well. To date, information systems researchers have drawn from the mum effect and whistle‐blowing literature to gain a better understanding of the factors that influence bad news reporting. More recent theoretical work in the area of organizational silence offers a promising new conceptual lens, but remains empirically untested. In this research note, we integrate key elements of Morrison and Milliken's (2000) model of organizational silence, which has never been empirically tested, with the basic whistle‐blowing model adapted from Dozier and Miceli (1985) . Using a role‐playing experiment, we investigate how organizational structures/policies, managerial practices, and degree of demographic dissimilarity between employees and top managers create a climate of silence and how this climate, in turn, affects an individual's willingness to report. Our results show that all three types of factors contribute to a climate of silence, exerting both direct and indirect influence on willingness to report, as hypothesized. The implications of these findings and directions for future research are discussed.     

基于技术预见的区域产业优先选择评价指标探讨

技术预见工作受到世界各国的高度重视,区域技术预见主要是为产业发展服务的,它有别于国家技术预见,对产业领域进行优先选择是区域技术预见的基础。以青岛市为背景,产业优先发展选择评价应遵循城市定位与产业一致性等多项原则,并从产业贡献、产业竞争、产业发展潜力三个方面,建立起优先发展选择评价的层次指标体系。