Turning bad into good: How resilience resources protect organizations from demanding work environments

An organization’s survival and its performance are often connected to employees’ well-being, which in intensive work conditions can be compromised by employee exhaustion. To date, the last economic crisis has forced several companies to downsize and leave the remaining employees facing higher job demands and vulnerability toward job exhaustion. The present study investigates whether resilience together with other personal resources can function as a psychological shield through a mediation and/or moderation process that mitigate the emergence of burnout. Based on a sample of employees from three different Italian companies (N?=?208), our results confirmed that “resilience resources” (i.e., resilience, self-efficacy, self-regulation) mediated the relationship between job demands, exhaustion, and task performance (i.e., energetic process). These results suggest that organizational environments characterized by challenging demands are likely to foster the development of resilience resources to cope with the emergence of potentially harming processes.     

Sacred time: Ensuring the provision of excellent supervision

In this study, the authors explore the beliefs and attitudes regarding what constitutes “excellent supervision” from the perspectives of frontline workers and supervisors employed by one voluntary services organization in Northern Ireland. Several themes emerged from focus group narratives, regardless of participants’ agency position, and a concept map provides an understanding of the relationships of the identified themes. This study reflects the important role of organizational context and culture in relation to staff’s ability to provide excellent supervision, as well as in sustaining organizational change efforts regardless of organizational setting. The potential of peer and/or group supervision to address improving staff support with limited resources is also suggested.     

Mission and Advocacy Structure: A Perspective from Human Service Organizations

Nonprofit organizations are expected to advocate for the needs of their clients. However, advocacy is often not part of organizational structure, which can create reactive rather than proactive responses. To explore this issue, this qualitative study examined the macro advocacy practices of a small group of organizations committed to advocacy. Using a mission-driven perspective, results showed that they had a common perception of advocacy, advocacy was implicit in their mission, and that while structure was elusive, decision making around advocacy was clear and issue selection was broadly informed. Recommendations such as harnessing the value placed on advocacy to create structures that can ensure it takes place and giving the charge to do advocacy to a specific staff person are included.     

Pathways to sector selection: A conceptual framework for social enterprises

As hybrid organizations with financial and social objectives, social enterprises must balance competing logics for governance, stakeholders, and outcomes when considering organizational design and structure. The existing legal landscape for organizations exacerbates this dilemma by forcing social enterprises to incorporate as either a nonprofit or for‐profit organization. This research examines the entity formation process for social enterprises by presenting sector choice as an interaction among four factors: equity financing, organizational lineage, human capital, and funding environment. Using a qualitative comparative case analysis, this research demonstrates that contingent factors drive sector choice when legal incentives and institutional pressures are unclear. For those choosing nonprofit forms, the status of the parent organization—the organizational lineage—is determinative. For those operating in the for‐profit context, human capital is predictive. The resulting conceptual framework contributes to existing organizational theory on hybrid organizations by presenting the sector selection process as independent of the motives or legal incentives typically associated with sector choice. This research concludes with a discussion on the advantages of delaying the formal sector declaration process.     

Exploring a model of servant leadership,empowerment, and commitment in nonprofit organizations

This study examined a model of servant leadership's relationship to organizational commitment through structural and psychological empowerment, focusing on leader–follower dyads in a nonprofit organization. Survey data was collected from 128 employees of a nonprofit organization in a northeastern U.S. city. After model re‐specification, a well‐fitting model emerged, indicating that structural empowerment mediates the relationship between servant leadership and organizational commitment. Moreover, the model suggests that structural empowerment's effect on organizational commitment is both direct and indirect—the latter occurring through the meaning dimension of psychological empowerment. This study provides initial support for structural empowerment being a mechanism through which servant leadership impacts organizational commitment in nonprofits. In addition, the role of meaningful work is highlighted as an antecedent to organizational commitment for nonprofit employees. Servant leaders are suggested to create structurally empowering working environments, which support employees' stronger commitment to the organization.     

Habitus and social movements: how militarism affects organizational repertoires

2010–2012 were years of global protests. This wave of mobilization has been celebrated for its horizontal, leaderless, and participatory character. But this was not the case in all countries. In Israel, which saw the largest social contention in its history, the protest was marked by a dominant and centralized leadership and by cooperation with institutional actors and corporate media. Based on the study of the Israeli case, this research seeks to contribute to explanations of how movements’ organizational forms develop. Social movement scholars have shown that activists’ forms of organization are limited to a familiar repertoire of action. Building on previous scholarship, I argue that activists’ organizational repertoires are shaped by a habitus that familiarizes and routinizes certain practices. But while existing scholarship focuses on how organizational habitus develops within the field of activism, I expand the applicability of habitus and show how movement repertoires are also influenced by habit in fields unrelated and even antagonistic to activism. Based on participant observations and interviews, I show how in the Israeli case, militarism formed part of activists’ organizational habitus and contributed to the 2011 protests’ centralized and hierarchical character.     

Intentions to leave supervision among social work supervisors: contributing factors

The study shows the evolution of intentions to leave supervision among students’ supervisors in their first year of supervision. A total of 168 social work supervisors in 10 academic institutions in Israel, during their first year of supervision, answered the questionnaires at the beginning (October 2014) and end (June 2015) of their supervisors training course. The findings indicate that the most powerful predictor of intentions to leave supervision at T2 was intentions to leave supervision at T1. This interesting finding shows that the supervision course does not necessarily address the issue of long-term commitment to supervision, and it is crucial that more attention be paid to this issue. Furthermore, we also found a significant contribution of organizational climate at T1 and of role overload at T2. Practical implications challenge the current structure of supervision courses, in order to encourage students’ supervisors to retain their supervisory role over time.     

Institutional Pathology and the Death of Dan Markingson

In the spring of 2015, 11 years after a mentally ill young man named Dan Markingson stabbed himself to death in an industry-sponsored drug study, officials at the University of Minnesota suspended recruitment of subjects into drug trials in its Department of Psychiatry. University officials agreed to act only after a scathing investigation by Minnesota Office of the Legislative Auditor found damning evidence of coerced recruitment, inadequate clinical care, superficial research oversight, a web of serious, disturbing conflicts of interest, and a pattern of misleading public statements by university officials aimed at deflecting scrutiny. In this article, I examine the larger institutional factors leading up to Markingson’s suicide and prevented corrective action for so long.     

构造组织观念:自我检查和审干(1952-1960)

根据江南某地在20世纪50年代部分干部的思想检查、工作报告、年终总结、组织审干汇报等档案材料,本文探索国家政权建设的历史。文章关注的重点,在于认识政权转换时期,国家如何构造新的治理结构。通过梳理相关的历史文献,本文表明,国家运用特有的组织化权力,针对干部群体开展了一系列治理活动：干部轮流下放劳动、进行自我思想清理、组织小组交流学习,实施系统的组织审干程序,将审理出的干部思想表现进行分类,形成文字材料,建立干部行为的新档案,并制度化为组织上人事工作的备参依据。上述过程也被运用在城市干部群体中,广泛推行了新的行为要求和用人标准,构造了干部与治理组织的新关系,确立了组织观念在干部使用中的原则地位。其对于社会治理的重要意义在于,不仅为组织化的治理权威的树立奠定了人事基础,而且对干部的行为及表达之整体特征,产生了深远影响。     

Does diversity matter? exploring workforce diversity,diversity management,and organizational performance in social enterprises

This study explores the dynamics of workforce diversity, diversity management, and organizational performance in social enterprises. Semi‐structured in‐depth interviews were conducted with 14 individuals working in the social enterprise sector in Los Angeles, California, including both top management and regular employees. Data were analyzed using thematic analysis rooted in grounded theory. Overall, high levels of diversity in gender, race/ethnicity, education, and sexual orientation were identified in social enterprises, while low levels of age and value diversity were found. Workforce diversity and diversity management were reported to be crucial factors that positively influence organizational performance. Although interviewees considered diversity management to play an important role in promoting organizational performance, they were less likely to implement diversity management themselves. By providing important insights into workforce diversity, diversity management, and organizational performance in social enterprises, this study contributes to an understanding of the dynamics and provides suggestions for sustainability in social enterprises.