The Journal of Applied Behavioral Science (JABS) Douglas McGregor Award for Best Paper Published in 2020 Each year, The JABS advisory board selects the best article published in the journal in the past year to receive the Douglas McGregor award. Douglas McGregor, a founder of the field of organization development, is best known for his work on “Theory X and Theory Y” about the nature of beliefs that leaders hold regarding employee attitudes toward work which appeared in his book, The Human Side of Enterprise. In keeping with McGregor’s legacy, these articles represent a blend of practical scholarship and scholarly practice. The best paper for 2020 is shared by: Shu-Cheng Steve Chi, Ray Friedman, Shu-Chen Chen, Ming-Jie Tsai, and Mei-Ling Yuan. Sympathy toward a company facing disaster: Examining the interaction effect between internal attribution and role similarity Vol. 56, Issue 1: 73-106. Read the full paper... https://lnkd.in/g4YTHv9 #attribution #sympathy #voice #behavior #similarity #Fukushima #Taiwan #AOM2021 Mike Wagner, PhD and James Westaby. Changing Pay Systems in Organizations: Using Behavioral Reasoning Theory to Understand Employee Support for Pay-for-Performance (or Not) Vol. 56 Issue 3: 301-321. Read the full paper... https://lnkd.in/gJuQzS8 #organizationalchange #humanresourcesmanagement #management #compensation #AOM2021 Honorable mention goes to: Bernard Burnes (University of Stirling) The origins of Lewin’s three-step model of change Vol. 56 Issue 1: 32-59. Read the full paper... https://lnkd.in/gsPwkV2 #KurtLewin #threestepmodel #fieldtheory #groupdynamics #actionresearch #AOM2021
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Organizational Changes in Adopting Agile Approaches: A Systematic Literature Review By: Maria Paula Perides Although agile approaches to project management were originally developed for use by small software development teams, agile methods quickly began to be used by entire department processes and, in some cases, to the entire organization. Despite this quick adoption, there is a lack of studies seeking a better understanding of the changes that an organization needs to carry out for agile implementation at the organizational level. Therefore, a systematic literature review was conducted to organize and synthesize knowledge in this field. The main changes reported by these studies were consolidated into four major dimensions, that together, provided a consolidated view on the topic. In addition to contributing to the theory of agile approaches, it is also intended that this research will support the organizations that plan to undertake this journey of transformation, helping them plan the actions needed to achieve the desired results more consistently. Read the full paper... https://lnkd.in/dUzDEZab #organizationalchange #innovation #management #organizationaltransformation #qualitativeresearch
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Generative Artificial Intelligence and Generative Conversations: Contrasting Futures for Organizational Change? By: Cliff Oswick To what extent are “generative AI” (as a machine-based form of decision-making) and “generative dialogue” (as a human-based form of decision-making) complimentary or competing? What takes precedence in generative change processes? More fundamentally, should generative artificial intelligence (AI) processes assist human decision-making or should human processes assist generative AI decision-making? The possible implications of these questions are explored. Moreover, it is posited that as generative AI evolves and gains more traction in organizational change initiatives, it is important that it is deployed in ways that support generative conversations rather than ways that undermine or replace them. Read the full paper... https://lnkd.in/gEZJ9ndt #organizationalchange #ODinterventionstrategies #ODpracticedecisionmaking
Generative Artificial Intelligence and Generative Conversations: Contrasting Futures for Organizational Change? - Cliff Oswick, 2024
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Transition Pains: Recognizing Employee Reactions to Organizational Realignment in a Disruptive Context By: Françoise Johansen, Annemiek Stoopendaal, Derk Loorbach & Dr. Relinde de Koeijer This paper introduces the use of a pain analogy in exploring employee reactions in organizational change processes. Perceiving the signaling function of an individual pain experience as a call to action, we present a conceptualization of transition pains: emotional pain experienced by organizational members related to processes of change in the context of disruptive external change (i.e., transition). The transition context leads to realignment of strategy, policies and work organization. When these are not aligned or even contradictory, this creates confusion and an individual can experience incongruences. Pain symptoms such as tension or stress may act as signals that there is an imbalance between job demands and resources. This perspective supports practitioners in the interpretation of responses during a change process and offers interventions focused on developing resources and reducing incongruences. Read the full paper... https://lnkd.in/gKPsRBFH #Employeereactions #transitionpain #incongruences #jobdemands #resourcestheory #healthcare
Transition Pains: Recognizing Employee Reactions to Organizational Realignment in a Disruptive Context - Françoise Johansen, Annemiek Stoopendaal, Derk Loorbach, Relinde de Koeijer, 2024
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Strategies for Generating Deliberately Emergent Qualitative Research Designs By Charlotte Cloutier In carrying out research, qualitative scholars routinely struggle with having to navigate between planned and emergent research design strategies. Pressure from funders and gatekeepers to plan research can be high, but too much planning can interfere with the ethos of discovery that characterizes inductive qualitative research. On the other hand, study designs that are overly emergent present their own array of risks. In this essay, I argue for the integration of planned and emergent approaches to qualitative research design. I outline strategies for making planned research designs more reflexive and emergent, and strategies for making emergent research designs more directive and planned. I present two competencies—conceptual nimbleness and methodological reflexivity—that can be helpful for designing studies in this way and discuss how these deliberately emergent designs should be reported, with a view to enhancing the transparency and trustworthiness of qualitative research methods more generally. Read the full paper... https://lnkd.in/grDJj-kZ #ethnography #groundedtheory #qualitativeresearch #researchdesign
Strategies for Generating Deliberately Emergent Qualitative Research Designs - Charlotte Cloutier, 2024
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Honey, We Shrunk Our Impact: Social Impact in Organizational Research By: Gavin Schwarz and Dave Bouckenooghe There is a pivotal scene in the kitsch (and wholly unbelievable) Disney comedy, Honey, I shrunk the kids, where the lead protagonist Wayne Szalinski (played by Rick Moranis) shocks his wife with his experiment gone wrong. Proud but panicked by the success of his quirky shrinking ray gun, Wayne has to tell his wife the bad news: Wayne Szalinski: I shrunk the kids. Diane Szalinski: …What? Wayne: And the Thompson kids too. They're about this big, they're in the backyard. Diane: What? Wayne: I threw them out with the trash. Read the full editorial from Vol60, Issue 1... https://lnkd.in/ed4tT_jc #impact #social #organizationalresearch
Honey, We Shrunk Our Impact: Social Impact in Organizational Research - Gavin M. Schwarz, Dave Bouckenooghe, 2024
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Currently these 3 papers are trending. Visit JABS to read more... (Articles with the highest Altmetric score from the last 3 months, indicating influence and impact.) Language Diversity, Nonnative Accents, and Their Consequences at the Workplace: Recommendations for Individuals, Teams, and Organizations By: Regina Kim, PhD, Loriann Roberson, Marcello Russo & Paolo Briganti https://lnkd.in/gtASCXZ6 What if Marie Kondo Wrote an Organizational Change Book? Making Space for Subtractive Change By: Denise M. Rousseau https://lnkd.in/gd5C_XvW Building a Workplace-Based Learning Culture: The “Receiver's” Perspective on Speaking Up By: Melanie Barlow PhD, Bernadette Watson, Liz Jones, Kate Morse, Fiona MacCallum, Jenny Rudolph https://lnkd.in/g2Jxcii8 https://lnkd.in/gn-QJ3EN
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The Harwood Manufacturing Corporation and the International Ladies’ Garment Workers Union: A Case of Role Reversal By: Bernard Burnes & Warner Burke In the 1940s, Alfred Marrow and the Harwood Manufacturing Corporation played a key role in laying the foundations of participative management. Concurrently, they were also accused of being antitrade union. These accusations resurfaced in the 1960s with the publication of five articles in Trans-Action, which were initiated by William Gomberg, a former International Ladies’ Garment Workers Union (ILGWU) official. This paper examines those articles and Gomberg's relationship with Harwood. It draws particular attention to the “a role reversal in the running of factories” whereby Harwood sought to democratize many of its practices by giving some control to workers, whilst the ILGWU sought to act more like an employer by taking on the industrial engineering role of managers in determining methods and times for jobs. The paper concludes that there is little evidence of antitrade unionism, there was a clash between Harwood's worker-centered approach to industrial democracy and ILGWU's industrial engineering-centered approach. Read the full paper... https://lnkd.in/gRuc4PrK #empowermentemployee #involvementparticipation #managementhistory #unionslaborrelations #organizationaldevelopment
The Harwood Manufacturing Corporation and the International Ladies’ Garment Workers Union: A Case of Role Reversal - Bernard Burnes, W. Warner Burke, 2023
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Team Readiness to Change: Reflexivity, Tenure, and Vision in Play By: Patrick Groulx, Kevin J. Johnson, Jean-François Harvey How can teams make sense of a complex organizational transformation and be ready to change? These questions must be addressed as organizations turn towards team-based structures to become more reactive. During organizational transformations, we argue team reflexivity enables team members to share interpretations of changes, leading to the development of team change vision—the overarching sense of direction for simultaneous change initiatives. We further argue that team reflexivity is more effective for teams with greater team tenure dispersion and additive team tenure. We tested and found support for our theory using time-lagged, survey-based data from 70 teams at a Canadian governmental organization. Overall, our study contributes to team readiness to change literature by identifying team reflexivity as a central information-processing activity enabling teams to develop a team change vision during an organizational transformation and by clarifying the effect of team tenure on such activity. Read the full paper... https://lnkd.in/g7zviBvc #teamreadinesstochange #teamchangevision #teamreflexivity #additiveteamtenure #teamtenuredispersion
Team Readiness to Change: Reflexivity, Tenure, and Vision in Play - Patrick Groulx, Kevin Johnson, Jean-François Harvey, 2023
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Building a Workplace-Based Learning Culture: The “Receiver's” Perspective on Speaking Up By: Melanie Barlow, Bernadette Watson, Liz Jones, Kate Morse, Fiona MacCallum & Jenny Rudolph Nurturing psychological safety has become a vital antidote to the psychological depletion driving clinicians from healthcare. How to support the clinician's voice, the question at the heart of this study, has never been more important. Here, we explore a hidden aspect of speaking up conversations, how “receivers” experience the dialog. If, when, and how clinicians take in clinically relevant concerns from others is crucial to patient safety. Yet we know little about how different forms of speaking up impact the receiver of the message. We found that receivers of the same message may respond quite differently depending on their professional identity, context, attributions they made, and how the message was phrased. Our findings suggest several actionable practices: (1) Shift the focus of speaking up to training the receiver; (2) frame speaking up as a shared accomplishment; (3) co-create contexts of shared accountability between the speaker and the receiver. To read the full paper... https://lnkd.in/g2Jxcii8 #speakingup #receiver #communicationaccommodationtheory #healthcarecommunication #safetyvoice #socialidentity #patientsafety #clinicians
Building a Workplace-Based Learning Culture: The “Receiver's” Perspective on Speaking Up - Melanie Barlow, Bernadette Watson, Elizabeth Jones, Kate J. Morse, Fiona Maccallum, Jenny Rudolph, 2023
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Congratulations Mike and Jim! Wonderful news and thrilled for you both!