Organizational Theory - Science topic

No, I wouldn't see it as synonymous. In my view, institutional theory should be seen at a higher level of abstraction than organizational theory. Best regards, Christian Pirker

Measuring complexity requures a detailed knowledge of the concept of entropy and information entropy developed by Boltzmann and Shannon, respectively.

When interested about a easy to understand introduction, it is possible to read my research paper on prediction of arrhythmias from 2020. It goes from zero to a quite advanced levels.

It is good to provid theoritical assertions. Then it will be strengthening the conceptual framework. But it is not mandatory

You Should Also Learn About The different Type Of Communication inside The Company and i can help you with because it was my project but i did it with French language so we gone find some problemes to translate

Org. design should fulfill one critical objectives - it should support the implementation of a firm's strategy. If an organizational system develops organically, it will be a slow adaptation to critical external contingencies, without clear strategy and leadership, which may lead to chaos and wasting org. resources, when exogenous conditions change rapidly.

Dear paradox enthusiasts,

In my doctoral thesis I am working on the topic of "Management of Paradoxes" and "Paradoxical Thinking" with a focus on family firms. In this context, I came across this exciting thread. Have any of you come across a scale? Although Ingram et al 2016 is a good start, I would go deeper in my consideration and develop my own scale if necessary.

I am looking forward to your answers.

Kind regards and stay healthy

Clemens

I believe the following article would be beneficial for your readings in this topic:

- ANDREW H. VAN DE VEN, EVERETT M. ROGERS (1988) Innovations and Organizations: Critical Perspectives, Communication Research, Volume: 15 issue: 5, page(s): 632-651, https://doi.org/10.1177/009365088015005007

I think the direction of your study drawing from your research questions and objectives are critical in determining your theoretical frame. For instance, if your study intend to probe the status quo of the family institution vis-a-vis the changes it effect or trigger, conflict theory, political economy theory or critical theory would be more appropraite for your study. But on the contrary, functionalist or system theory can be adopted for your study.

I have the same question? Did any body find a solution?

It is necessary to make more active research on: Applied behavior analysis (АВА),

Organizational citizenship behavior (OCB).

Attention deserves issues of risk management to reduce stakeholder loyalty.

Dear Ann:

I remember an author whose name is Quinn who coined the name "incremental strategy" (in spanish "estrategia incremental"). You can read some book by himself or several readings by Scholes/Whittington/Johnson or Mintzberg et al in "Strategy Safari". According to Quinn, managers have an initial strategy they pretend to use, while developing it they realize certain problems so they have to adapt it. These steps are small compared to the first one, so that´s why he speaks about "incremental strategy".

Regards

Gustavo Concari

where will you apply the questionnaire ?

Individual motivational and hygiene factors are self determined ; while the knowledge, skill and capability oriented factors are functionally oriented. Naturally all SOBC model applied researches will fall in this segment and offer you inputs.

Best wishes

Regards

Krishnan Umachandran

Organizational Behavior is the study of the human aspects of organizations. Organization Theory is a broader concept and, apart from the human aspects, it is interested in the purpose of the organizations, their interaction with the external environment, the use of the technology and the economic aspects.

Although they also belong to the scope of Organization Theory, because this is a broader concept, specific to the Organizational Behavior are the subjects related to the individual (diversity, personality, values, attitudes, emotions, motivation), the group (group dynamics, teams, communication, leadership), human resources policies and stress management.

Topics common to Organization Theory and Organizational Behavior are those related to power and politics, organizational culture, innovation and change, organizational design and structure, decision-making and ethics.

Some authors distinguish between Micro-Organizational Behavior and Macro-Organizational Behavior. In this case, to the field of study of Micro- Organizational Behavior belong the subjects related to the individual and the group and to the field of study of Macro-Organizational Behavior the topics related to organizational processes, interaction of organizations with the external environment and use of technology. According to these criteria, there is little difference then between Organization Theory and Organizational Behavior; Practically only the classical administrative theories and the economic theories of the organization belong exclusively to the Organization Theory.

Am not sure if this answers your question but I did a longitudinal study of web traffic to an NGO (Nelson Mandela Foundation) see as well as an earlier study on how web visitors search and find the website of the particular NGO see

Identified research gaps in green HR

Many thanks, Amir.

Hello Chris,

I share two references, both by me. I am new to RG and do not yet know how to upload papers for general use without violating any copyrights. If you can not find these papers and want them, send me your email and I will send a copy for personal educational use.

Core Issues. Understanding the emergence of creativity in people, over many thousands of years.

 1. A Reasonably Accurate History of Man: And The Next Age Article in Creativity and Innovation Management 2(3):188 - 196 · October 2006

DOI: 10.1111/j.1467-8691.1993.tb00095.x

"current state" on what blocks creativity in people

2. What Blocks Creativity – A Manager Perspective , Sep 1999, Creativity and Innovation Management, John Groth and John Peters

Good luck.  John kari01@tamu.edu

This will be a very non-academic response.  My first management position was at a retail store and I was 18.  Basically, all of management quit and I had the longest tenure (2 years).  I was promoted and, sadly, I was a jerk.  Pure and simply immaturity.  Arrogance is a dangerous thing when coupled with authority.  Many years later (after college, marriage and two kids and 15 more years of work experience), I earned/was given a promotion to middle management in a Fortune 500 Company.  With mentors, time and a whole lot of experience under my belt, I would like to think I settled a bit more in my skin and was less reactive to things. 

Now I own my own business and have 5 employees (all of whom have been with me for over 10 years).  I am the owner but I am very "hands on" in with my business so I am also the manager.  I don't pay all that well, but still they stay.  If you ask them why, they will tell you because I am fair and have provided them a place to be successful.  It  really is simply me getting out of their way. 

When I see an employee who can look with love and kindness toward their fellow employees and when they do all they can to help that person be successful, then I know they are ready for management in my company.

I am not sure if this is the kind of info you were looking for, but thought I would toss is out there in case it was helpful.  Good luck with your research.

Jenny

expatriate management, cross cultural issues like CCQ, CCA, Cultural shock etc.

No, I am quite committed to the value provided by an integrated excellence model.

A Social Media could impact and influence on employee engagement by applying Psychological Roles including: Attitude, Perception, Personality and even relevant Culture, and Learning. The most suitable reference in this reason for guidance of your study is the book titled "Organizational Behavior" by Stephen Robbins.

An attitude includes a long lasting way of believing , feeling, and intending to behave toward an object, idea, person, or group of persons. It has three components such as cognitive, affective, and behavioural tendency. Basically your attitude about someone or something may be positive or negative. For example, you (assume you are a departmental manager) can have a positive attitude about trade unions in your organization. In other words, you believe in, feel positively and intend to behave positively toward trade unions. 

Behaviour is actual action one has done. It is the way one has acted in a particular way. It is not an attitude but it affects attitude. For example, assume that the trade union of an organization has requested to provide a canteen facility within the organization which is not having that facility now. You are the HR Manager and you decided to have a meeting with the relevant union leaders. Your decision to have a meeting with the union leaders is your behavior.   

Trait is defined as a special quality or characteristic possessed by a person. It may be even a genetically determined characteristic. Intelligence, alertness to the needs of others, appearance, creativity, flexibility, and integrity are examples of traits. 

State is defined in this context as a particular situation. It is a particular condition in which one is at a particular time. 

If an attempt is made to find relationships among the above concepts or variables, it is possible to view that attitude is an independent variable and behaviour is a dependent variable while trait and state are moderators. There is attitude-behaviour link. Generally attitudes predict behavior and, therefore attitudes and behaviours are linked.  Example: Mrs R has a positive attitude toward democratic leadership. Her leadership style (behaviour) becomes democratic. 

Trait can be considered as a moderating variable which will cancel the relationship between attitude and behavior. Example: Mr. Manoj believes that government university teaching is a great thing and likes very much to do it. He has a positive attitude toward government university teaching. Will he do government university teaching? In other words will his attitude be consistent with his behavior? Assume that he does not have traits such as intelligence, creativity, and communication; and has never done any research. Hence, he does not do government university teaching.  Thus, trait is a factor on which attitude-behaviour link depends. 

State is another factor affecting attitude-behaviour link. Assume that Mr.Lal has a negative attitude about women in management. He joins a new company where his superior is a female. However, he finds that his peers behave positively with the superior. Consequently he has to respond positively to his female superior (even though his behavior is inconsistent with his attitude).

Best wishes!

The core strength of the organization must be coupled to the desired goal. Organizational knowledge predominantly resides in human resource. It is essential to assimilate, create, store and transfer knowledge, in order to leverage the same for organizational growth and development. The comprehensive process of creating a knowledge-intensive organization is knowledge management.

Why not using a framework linking Social regulation theory (within organizations, producing routines) to neo-institutionalism? That is what has been proposed in :

-https://alfresco.uclouvain.be/alfresco/service/guest/streamDownload/workspace/SpacesStore/a16f5c09-ad62-4587-a9aa-6905e58d7ddf/WP%20ISPOLE%201_2012.pdf?guest=true (I can send you the file if required)

-Schiffino, N., Taskin, L., Donis, C. & Raone, J. (2015) Crises et risques sociétaux :

quelles logiques d’apprentissage dans les organisations publiques ? Récit d’une aventure interdisciplinaire par comparaison d’études de cas. Louvain-la-Neuve : Presses Universitaires de Louvain.

-Donis, C., Raone, J., Schiffino, N. & Taskin, L. (2015) Understanding organizational learning from societal risks. A typology for assessing organizational coherence. In Schiffino, N., Taskin, L., Donis, C. & Raone, J. (Eds.) Organizing after crisis: The challenge of learning, 207-234. Brussels: Peter Lang Publishing, coll. Public action, vol. 13.

I can send you the chapters if required.

Good luck!

Laurent

You are correct to infer that the two have some core similarities, although as you implied, there are also some important differences, with PO having more of an identity bent as compared to OC. (Anecdotally, imagine the employee who is highly committed to remaining with his/her company - possibly for a myriad of reasons - but does not necessarily personally identify with the company).  Some research has indicated that PO may be predictive of OC (see Han et al., 2010; Liu et al., 2012).  There is a good recent review of PO in JOB (Dawkins et al., 2017) that will point you toward some more relevant studies including those I noted above.

Delegating in the Workplace, available at https://www.researchgate.net/publication/266478092_Delegating_in_the_Workplace,  reproduces on page 4 a continuum of delegation that surely lends itself to the questionnaire/scale the question refers to.

Hi Durga

Inventory management, optimal order quantity, reorder point, shortage and how to deal with it... are well known issues in inventory and SCM. there are large number of models and techniques that can help you here.

you need to determine your system characteristics, causes of Shortage  to select the right model/technique that fit with your system.

Best Regards

Dear Maram,

I am very in tune with Ray, You can observe and next can measure the behavior itself and the factors that affect it if you distinguish four types of knowledge sharing

-- with bosses

-- with colleagues

-- with subordinates

-- with business partners.

In the first three cases you must deal with power, time, necessity, teaching skills, the proportion between codified (possible to be expressed in written or oral form) and non-codified (possible to be transmitted only through direct observations and action learning) knowledge to be transmitted and, indeed, acceptance in the specific culture of particular actions (like acceptance of teaching your boss). The the last case (knowledge sharing with business partners) you must create win-win situations for your business partners to absorb your knowledge.

Once you figure out which one of the four types of knowledge sharing you wish to study, you will be able to develop your own metrics, without looking at sometimes very strange "pseudo-academic" sources.

Bests,

Igor

I would suggest that stakeholder satisfaction can be one correlate of Organizational Performance, which would be defined in terms of the mission and purpose of the organization. I do not believe stakeholder satisfaction alone is a comprehensive or exhaustive indicator of Organizational Performance. 

The formulation of this question (and the quality of the responses it is then likely to elicit) will be improved if it made clear that hierarchical forms of organizations are the exclusive subject of inquiry. This is because there are also market and—increasingly—networked forms, with growing hybridization of configurations.

PS: Not to forget, tribalism still exists in certain regions but also, more prevalently, in such social expressions as civic interest groups, cultural festivities, fan clubs, sports, and nationalism. Some hold kinship to be so fundamental to human nature that tribalism is the primary fallback option when other forms of organization fail.

PPS: One way to structure a questionnaire to measure a (hierarchical) structure`s change toward a "flatter" form might be to compare and contrast some of the main, stylized features of organization. A long list would include purpose, agent of governance, locus of decision making, type of product and service, basis of control, basis of relations, basis of transactions, nature of transactions, basis of tasks, degree of dependence among parties, degree of vertical integration, degree of commitment of parties, assets and resources, nature of organizational boundaries, approach to conflict resolution, culture, tone, nature of incentives, and approach to information gathering.

The American Institute of Certified Public Accountants (AICPA) defines accounting as the art of recording, classifying, and summarizing in a significant manner and in terms of money, transactions and events which are, in part at least of financial character, and interpreting the results thereof. 

Accounting is a science and art at the same time, therefore, I may say that culture can affect accountants.

One of the references on process innovation to be consulted 

Mona Ashok , Rajneesh Narula , Andrea Martinez-Noya , (2016) "How do collaboration and investments in knowledge management affect process innovation in services?", Journal of Knowledge Management, Vol. 20 Iss: 5, pp.1004 - 1024

dear Yevgen, take a look at scale suggested by Leach et al. (2008) in Journal of Personality and Social Psychology, and our 2013 paper in British Journal of SP (Postmes, Haslam, & Jans, 2013, see also https://www.researchgate.net/publication/258509180_SISI_social_identification for recommendations on how to implement & measure this). For older scales that are interesting and relevant you could check out Mael & Ashforth's org.identification scale as well as Meyer & Allen's work on org. commitment.

Finally, you may be interested in a new measure of identity content we developed: Turner, Postmes, & Van Zomeren, 2015. http://journals.plos.org/plosone/article?id=10.1371/journal.pone.0137879

Best, Tom

Number of independent variables multiplied by 10

They are not the newest ones but you can check the scales listed below:

Organizational Justice Scales

 Totally agree with the positive change approach.  On most organizations, there remains too heat an emphasis on the deficit paradigm and mindset. Look instead to strengths-based approaches within that context of positive change.  Building on strengths will take you much further than merely fixing what's wrong.

I suggest you focus on strengths-based design and build what should be.  Pay attention to behaviours.  A cultural audit that identifies behavioural strengths and development area would likely give you a much stronger basis for change and help select a new sales leader who can further develop the desired culture.

Hi Ilaria

I have attached a list of papers from my research collection on business continuity, corporate governance, corporate social responsibility, ethics, manufacturing, resilience, stewardship, and sustainability. There is a shift in corporate governance away from the traditional agency theory based approach to a more stewardship theory based approach, with greater emphasis being placed on sustainability, corporate social resonsibility, resilience, ethical behaviour, business continuity management. I don't know if the manufacturing references will be exactly what you are looking for, but you might as well have them.

You might want to check out the natural resource managment sectors, as they have been pretty much at the forefront of developing their businesses along sustainable lines, very much taking a stewardship view on everything they do. Have a read through these two books to get a good idea of their thinking:

[1] R. W. Y. Kao, Stewardship Based Economics. World Scientific, 2007.

[2] F. S. Chapin, G. P. Kofinas, and C. Folke, Principles of ecosystem stewardship: Resilience-based natural resource management in a changing world. Springer, 2009.

In the UK, corporate goernance rules have evolved considerably during the past decades, with a noticeable shift towards stewardship happening 5 years ago.

I hope this will help you find something useful.

Regards

Bob

enc

I agree with the comments above regarding a combination of organizational design, governance, competencies, and values needs to drive the shift to customer-centricity.  I currently work within an organization that has done much work to shift to customer-centricity.  To give some real-life examples of what that entailed, the company made a comprehensive analysis of the customers that were contributing most significantly to revenue; that allowed a better prioritization by customer, country, and region on who these customers were.  From an organizational design perspective, our company shifted to a structure that simplified the interface with customers.  Instead of customers engaging with many different product managers who sometimes had different (even contradicting) approaches with the customer, the company placed Key Account Managers, who serve as the primary interfaces for the customer and address their different needs.  The Key Account Managers then pull on their colleagues within the company and provide a more integrated solution back to the customer.

I hope this provides some additional perspective.  Happy to discuss more.

Could you tell me your email to send you the instrument?

Dynamic capabilities are a transversal topic between strategy and organization. Therefore, it is first necessary to define organizational factors that are different from dynamic capabilities and then to study the type of reciprocal influence in my view. See 

 2012: “Dynamic capabilities: a still unexplored issue with growing complexity” V. Della Corte, G. Del Gaudio, Corporate Ownership & Control, Vol. 9 N. 4, pp. 327-338, ISSN: 1727-9232

Hello,

Some documentation that could help you to find the answers.

Best regards

Regrettably, I cannot think that Edgar Morin's seven complex lessons in education in the future ever became "current", meaning, popular, prevalent, or in vogue. [Particularly enlightened pedagogical systems would be needed to educate for a sustainable future by integrating in curricula tools, methods, and approaches to (i) detect error and illusion, (ii) grasp principles of pertinent knowledge, (iii) teach the human condition, (iv) work for an Earth identity, (v) confront uncertainties, (vi) understand each other, and (vii) take responsibility for ethics for the human genre.] The only decided step that I can think of, in the recent past, relates to the scrapping of subjects in Finnish schools and their replacement with "topics"; it is not by coincidence that Finland has been, for years, a by-word for successful education, with a national system perched at the top of international league tables for literacy and numeracy. In my opinion, this is congruent with Morin's idea that education must encourage "general intelligence", apt to refer to the complex in context in a multidimensional way, within a global conception. But I can find little supportive evidence of an uptake of Morin's philosophy elsewhere. Of course, this is not to say that his ideas are not pertinent: if anything, the approval of the Sustainable Development Goals by the United Nations in September 2015 underscores the need to act on the seven complex lessons promptly.

To my mind at least, and somewhat paradoxically I reckon given the holism he has aspired to, Morin's important accent on complexity may be limited by the binary complementarities he rightly identifies here and there, e.g., productive/destructive, sapiens/demens, etc. Multidimensional, integrative approaches to the challenges of the 21st century are welcome, nay, obligatory; but, they need actionable starting points. In computer science, to use an analogy, booting is the process of starting a computer, specifically in relation to starting its software; the process involves several stages, at each of which a (smaller) program loads then executes a (larger) program; it is in this sense that the computer "pulls itself up by its bootstraps". I wonder what it might take to boot Morin's seven complex lessons in our daily lives (and naturally in education). Understanding Complexity, available at https://www.researchgate.net/publication/266476979_Understanding_Complexity, may be of interest: that article illustrates what kinds of decisions need to be taken in response to danger signals in simple, complicated, complex, and chaotic circumstances.

Try to read the book written by Dawson, P. (1994). Organizational change: a processual approach. London: Paul Chapman. It may help you 

Candice,

Carless et al. (2000) created a 7-item Global Transformational Leadership scale.  It has been shown to be valid and reliable in a number of different settings.  I adapted it slightly for my own research.  Hope that helps.

Take care,

Rob

Carless, S.A., Wearing, A.J. and Mann, L. (2000), “A short measure of transformational leadership”, Journal of Business and Psychology, Vol. 14 No. 3, pp. 389-405.

Today employees are viewed as organizational assets and not liabilities. It is for the organizational management to build up trust and mutual confidence through transparency, communication and ethical behavior, in order to motivate employees for knowledge management. Employees must realize that management values their contribution, which will eventually lead to improvement of organizational performance as well as fulfill the employee expectation. Management's display of equal, if not more, concern for Human Capital as compared to that of Financial Capital, will trigger the use of creative potential of employees through organizational knowledge management system. 

Keep in mind that aesthetics is about a physical reaction/experience of beauty.  People have individual and different reactions to sensory experiences.  Feeling comfortable in a familiar setting is not the same as feeling joyful, euphoric, excited, etc in the visceral area of the body (Vagus nerve included) as we do when hearing certain music, smelling a certain fragrance, appreciating designs and  colors (art or flowers). Being relaxed is a beginning (the absence of stress/sympathetic NS); nurturing the parasympathetic responses and conditioning for controlling or anticipating/creating the  biochemical state for association with time and place and/or product.  Not all art is aesthetic(beautiful with parasympathetic reaction); some spaces are artful but cold and anesthetic--nothing is alive or enlivens the spirit.  Colorful flowers are helpful, but pictures of flowers are also good (cheap-looking faded plastic flowers are not so good since the reaction can be disappointment on close inspection--same with drooping flowers.  Think of joy, elation, happy, satisfaction, appreciation.  The music must not be current popular style.  Some people have preferences, but the ANS reaction is not about familiarity, it is about conditioning and can be subtle.  We can think of music as setting a mood but the deep ANS experience goes deeper than preference and certainly is not dance music.  People often put up with noisy music played through broken rattling speakers or other distortions such as static when radio is used.  Gentle classical music is generally perceived as pleasant.  Music is versatile since it can be linked to themes such as seasons and sales.  The Christmas songs in the USA have become a noise burden with incessant repetition that people tune out or endure.  Some New Age music is intended for relaxation and is sensed physically as a relaxing bath and nap for refreshment as opposed to the usual noisy world and noisy mind.

I would like to recommend research into ' work as a method of personal development.' You might research into some yoga philosophy regarding this.  

I don't have anything definitive except work is an important aspect for focusing and directing attention. 

I agree with Kenneth Rethmeier.

You could focus on a few centralised services, and use your own creativity. For example, while a recruitment decision is implemented by the human resources department, some departments that would be involved in decision-making are: the department/ function which has raised the recruitment need; the human resources department would be involved in assessment, reference checks, joining negotiations and formalities; the finance department may be involved in working out a package of compensation, stocks or a severance package and so on, as necessary.

You can explore the horizontal centralisation in this case.

Many key factors were mentioned by the experts in this forum and, certainly, government policies could greatly affect a firm's performance.

Morning, 

I think you should perform your analysis for second order variables only. It means,  you create in AMOS a model with all the items  and then correlate the second order variablesome only in order to show the convergent and discriminant validity issues as well as model fit.

Once (in one of our studies) we used to perform both analyses - for first and for the second order constructs.  The reason was - we developed a new measure and we wanted to show that the items in the first order constructs do not overlap. The other reason for making both levels of analysis was the mix of formative and reflective measures. I.e. first level constructs were reflective, whereas second level constructs were formative. (Actually pretty close to those you are attempting to use in  your work).

Best,

Eugene 

Thanks a lot Roberto, appreciate it!

You are welcome. The complexity for policy makers and governments in trying to balance the values of Aboriginal and Indigenous peoples with 'main-stream science and technology' becomes very evident when you consider the UN Declaration on the Rights of Aboriginal People - particularly with respect to veto rights and energy development which is an active issue in Canada today. Also, under the Canadian Nuclear Waste Act there is an requirement to find a permanent repository for Canada's accumulated nuclear waste. The process that has been adopted is called adaptive phased management. At its core is a commitment to voluntary, informed consent. Many Aboriginal people embrace an ontology and metaphysics that is anti-main stream science and some are unconvinced that nuclear waste should be returned to mother earth which is the proposed activity - a deep geological repository. How we privilege understandings of our world from capitalist, environmentalist, indigenous perspectives as well as other social justice perspectives is one of the key challenge of our day.

I do not know much about the topic but hopefully the attached article is of assistance.

Thank you Ian and Camille for you helpful suggestions!

Dear Donta!

We are currently applying the method of Markoczy & Goldberg (1995) in order to measure differences between mental models of managers. You can similarly apply this method and measure employees' beliefs concerning, e.g., a manager and check whether there are any significant differences. 

Sincerely,

Eugene

PS. The formula is in the paper of 1995.

Dear Ahmet,

The discussion concerning power in organizations you can also find well developed in Mats Alvessons book Communication, Power and Organization. There is a discussion about the power of discourses and on how power is exercised.

Best wishes

Lars Nordgren  

Be aware that the observation subscale doesn't load mindfulness factor, if you had a sample without the experience with meditation.

In a complex world, nothing is more dangerous than "I know it all", perfect rationality and complete information is a myth, that most CEO will not admit to. Much less ignorance. Hence "I don't know"- bounded rationality, is not only a redundancy that is mainly "satisficing instead of optimizing", it serves to ultimately enhance adaptive decision-making, and to  innoculate CEOs from groupthink and "all the king's men" that are the usual cause of the "Humpty Dumpty" effect- too smart for one's own good. However knowing that "I don't know" will still not save CEOs from the "unknowable", which is a black swan event by definition.

Hi Thomas,

These papers about the comparative analysis of workers’ cooperatives vs. capitalist firms may be of interest to you (from the oldest to the most recent ones) :

Ben-ner, A. 1988. 'The life cycle of worker-owned firms in market economies.' Journal of Economic Behavior & Organization, 10:3, 287-313.

Ben-Ner, A. 1988. 'Comparative empirical observations on worker-owned and capitalist firms.' International Journal of Industrial Organization, 6:1, 7-31.

Pérotin, V. 2006. 'Entry, exit, and the business cycle: Are cooperatives different?' Journal of Comparative Economics, 34:2, 295-316.

Burdín, G. & Dean, A. 2009. 'New evidence on wages and employment in worker cooperatives compared with capitalist firms.' Journal of Comparative Economics, 37:4, 517-33.

--

With regard to the performance of financial cooperatives during crises, there is a report of the International Labour Office, which can be found following this link:

See also this special issue of the Journal of Entrepreneurial and Organizational Diversity:

Hope this helps.

All the best,

Thomas

Team work is the fundamental landmark of civilisation. Whatever the cultural meaning of this, whatever the worldwide differences, team work is the secret of good Organisations. 

Here are some articles that may be useful for you:

Corporate values that are drawn by management are not rooted in basic social convictions and cannot be the bedrock of an organizational constitution. They serve only to rally the troops and are therefore manipulative in nature. What is more, advertising corporate values does not necessarily mean they will be practiced: over time, personnel weave their own interpretations and ideologies into organizational behavior; therefore, it is essential that personnel and management share an understanding of what corporate values are (or might be). Obviously, there must be reciprocity of obligation, enshrined in through two-way communications.

Ali,

Measuring conflict management might not be especially useful. It's too broad of a concept. It's more common to measure different types of conflict behaviors such as competition, cooperation, accommodation, and avoidance. See the works on conflict management in organizations by Pruitt, Rahim, Jehn, Tjosvold, and de Dreu.

The textbook Interpersonal Conflict by Wilmot and Hocker is an especially good book to get an overview of the wide range of the theoretical perspectives used in the study of interpersonal conflict.

You will find Management Accounting and Control Systems: An Organizational and Sociological Approach, 2nd Edition. Norman B. Macintosh, Paolo Quattrone and Wickramasinghe, D., and Alawattage, C. (2007) Management Accounting Change: Approaches and Perspectives. Routledge: London, UK very useful. I have attached some papers that you may find useful.

The material turn is a reaction to the so-called "discursive turn" initiated by poststructuralism's crises of representation, and basically looks at the roles that objects play in human action as well as signification. Latour and ANT are a landmark, some varieties of Critical Realism address this, but possibly the most interesting take is Graham Harman's work on Object Oriented Ontology and Speculative Realism. Within organization and management studies the realist take fails to get as far as Harman, and is dominated by Information scholars like Orlikowski. Dean Pierides, Jon Roffe and I did a stream at EGOS in 2014 on this - I can provide further references if needed from this and 're:Harman and critics. Should say there's also a body related corporeal turn which is again a response to the discursive but less strictly "objective" than OOO or SR.

 Renzo makes a good point about definitions. My view has always been that if burnout is nothing but exhaustion, there is no need for the term, burnout. It would be more straightforward and more scientifically accurate to call exhaustion what it is.

If the construct of interest is more complex than exhaustion, then you need to identify a measure that captures that complexity in more than one exhaustion dimension. 

A parallel discussion is underway with work or employee engagement. There's a conceptual challenge when using a colloquial term as the basis of a research construct. 

A very interesting, timely and intriguing question Krzysztof! Not a great deal has been done on competition itself (though see https://core.ac.uk/download/files/108/398034.pdf) but surely as part of a wider gravitation towards a model of 'alliance capitalism', features of cooperation that align to the concept of strategic co-opetition are becoming more not less pronounced also in the HE sector as competition for funding, students and international collaborations/markets intensifies. There is certainly scope for applying many of the groundbreaking concepts first developed by Brandenburger and Nalebuff. Good luck with your research endeavors!   

Hmmm ... while there are a host of reasons why people stay or leave organizations certainly compensation and culture are two of the important ones. Herzberg would of course lean toward culture as the dominant determinant for those choosing to stay.

From my standpoint, having been a hiring authority for much of my career, I would rather have a person who "fit within the culture" and "had a passion for the mission" than a person who was merely seeking to be "highly compensated." Given a non-religious application of the terms, I would prefer "missionaries" over "mercenaries" ... I believe that "missionaries" would stay and make positive contributions while "mercenaries" would become self-centered "careerists" willing to work for any organization regardless of its mission or his/her passion for the work being done as long as the organization was the "highest bidder" for his/her services.

In short, who would even care if those who are only concerned with money stayed?

You may check Karl Weick's sense making theory.  Identity threat is a core concept in the theory. Organization change often causes identity threats to its members.  I think people have individual differences on perceiving and coping with identity threat.  

Dear Romer, This paper might be of your interest. Full paper is available for download also:

Organizations are structured social entities, with defined membership( employees), having coordinated activities and goal directed systems. Organizational strategies are worked out for creating sustainable competitive advantage in a changing business environment. Human resources, being important organizational resources, are  required to be manged strategically in consonance with organizational strategies, in order to fulfill all the stakeholders' expectations, including that of employees. Therefore people oriented organizational strategies lead to the realization of organizational objectives through employee commitment. Sustainable high performance culture is created through ethics, transparency, empowerment, participation and employee commitment, which enhance employees' morale and productivity.

Harshvardhan Singh, thank you for quick response and useful links. I am actually looking for the Managerial Dynamic Capabilities introduced by

(Adner & Helfat, 2003). The conceptual papers are available in this area but I haven't been able to find any Operational Measures so far. Cheers.

WE (Workforce Equanimity) have found Wiley's Everything DiSC for Managers to be useful in working with managers' work styles and helping them evolve into the managerial role.  I understand that you are looking for a capacity test, to see who may fare better in the role; but our approach assumes that managers are already in place in most organizations, and that the decision was not a data-driven one; but more personal, relational, and performance valuated.  Working to make "better" managers is likely to be more beneficial to the org in the long run than trying to screen for managerial skills - though both have their merits.  I'm just not sure that the world really "knows," with sufficient detail, what constitutes a successful manager so that attribute potential can be measured in advance. 

Dear Pam,

Research hypothesis or hypotheses are inline with research question(s) and research objective(s). develop your hypotheses based on that.

you can also develop.......

....First identify the underlining structure of items that make up performance appraisal method scale, than go for your hypothesis or hypotheses. once you know the factors you can link that with organizational performance.

For further clarification kindly find the attached file, link... it may help

So probably not helpful problems rather than solutions..... however, Having worked as a business profession within an SME, not just studying them, there are many non-tangible aspects that employees add to the business or tasks for them to complete to facilitate job completion that will be missed as part of most metrics. So although you maybe get a tangible figure for productivity that may tell a story (output/resource input), that snapshot will be insufficient on its own. I think productivity as a term is to broad to measure with any accuracy. I think you need to draw down further in my opinion. A firm can mass produce and look effective, but at what quality, how many returns? etc. 

Good question and inspiring ... If the sense of transparency is disclosure of information management to the members of the organization, then the transparency within an organization can be measured by counting the number of policies, decisions, or the management of the budget submitted to the organization's members.

dear Divya Radhakrishnan this site may help you

First, I would say that the key to defeating issues of employee morale stemming from organizational change is to properly communicate the change initiative with the employees. This is the key for any change initiative.

Second, I would suggest looking into the literature on change management. For Example, Lewin's Change model requires that an organization unfreezes the old "way",  introduce the new way, and refreeze. This process should help facilitate this process without alienating employees.

I hope this helps

Sincerely,

Sean

The process of achieving organizational performance through lean management is similar to that of human body shredding extra fat to become lean, healthy, fit and active. The aim of lean management is to eliminate waste in every area of organization. Goal is continuous improvement through reduction in human effort, material, inventory, time, space; and improvement of customer satisfaction through improved quality & lower cost. Therefore the effect of lean management on organizational performance may be measured by measuring the achievements in above mentioned areas.