Paradox — the simultaneous existence of two inconsistent states — has become orthodox. The orthodox is now the paradox. The orthodox world of ordering, controlling and organizing is increasingly opposed to a normalizing world of disordering, disrupting and disorganizing. And organization studies cannot avoid changing its conceptions of reality as that reality changes. In the future, organization studies will be the study of paradox, how to understand it, how to use it. In this book of original contributions addressed (...) to management and organization paradoxes the authors address the new state of the field in terms of representations — representing paradoxes — and materialisations — materialising paradoxes. The themes — although varied, ranging from dialectics to internal tensions; from collaborations to ethics and value conflicts; from resistant labourers and wharfies to cartoon characters such as The Simpsons; from the irrationalities of finance to the psychoanalytic rationalities of auditing, and from issues of governance in Asian and international business to the composition of the new knowledge work force in the business professions — cohere around core aspects of paradoxicality. Overall, the contributions to Management and Organization Paradoxes are diverse and challenging. Each contribution takes a different angle on the central theme. All of the chapters illuminate diverse aspects of contemporary paradoxes in management and organization theory. The book provides, in each of its chapters, a challenge to the still overwhelmingly rationalist views of theory and practice that dominate the field and provides new directions for understanding organizations and management.The contributors are drawn from leading European, Australian and Latin American contributors. (shrink)

The primary theme of this book is related to library and information science. The book is arranged into several chapters related to specific issues in knowledge organization and information dissemination. Library and Information science is a rapidly growing specialized field which is currently demanding ever more attention due to tremendous growth in data, information, and knowledge across the world. Therefore, to cater the growing need of library science professionals, and increasing demand for knowledge resources, this book has been compiled (...) from the research works undertaken independently and jointly by the authors containing several chapters dedicated to various aspects of LIS. Although most of the chapters have appeared as working papers in pre-print versions available in various public repositories which could be accessed via the internet, the authors have painstakingly undertook the effort to compile their works together in a formidable format for ready reference to current developments in the LIS profession. Some of the chapters have been thoroughly revised and reedited to give a fresh look to the theme and topics under discussion. (shrink)

Making us whole : avoiding split personalities -- The purpose of business : working together for the common good -- The virtues : human development in the corporate community -- Job design : prudence and subsidiarity in operations -- Just wages : justice and the subjective dimension of work in human resources -- Corporate ownership : temperance and common use in finance -- Marketing communication and product development : courage and solidarity in marketing -- Faith, hope and charity : authentic (...) habits of a Christian spirituality of work -- Liturgy : the source and summit of our work. (shrink)

This article argues that the introduction of value based management in a decentralized, hierarchical, and rule-based organization will add to existing informal and formal systems instead of replacing them. Consequently, employees' perception of and willingness to embrace and operationalize centrally imposed values were assumed to be dependent upon existing emotional, social, and formal processes and structures. Hierarchical regression analysis on data from a maritime company (N = 408) gathered in Norway in 2004 – which claims to be a (...) learning and value based company – showed that affective commitment and group coherence correlated positively with perception of values among employees. Formalization was positively but insignificantly correlated, whereas loyalty toward immediate superiors was significantly negatively correlated with perception of values. (shrink)

This book is a reaction to the reductionist and exploitative ideas dominating the mainstream contemporary management discourse and practice, and an attempt to broaden the horizons of possibility for both managers and organization scholars. It brings together the scholarly fields of humanistic management and organizational aesthetics, where the former brings in the unshakeable focus on the human condition and concern for dignity, emancipation, and the common good, while the latter promotes reflection, openness, and appreciation for irreducible complexity (...) of existence. It is a journey towards wholeness undertaken by a collective of management and organization theorists, philosophers, artists, and art curators. Reading this book's contributions can help both academics and practitioners work towards building organizational practices aimed at acquiring wholeness by developing aesthetic awareness allowing for more profound understandings of performativity, insights into the dynamics of power, appreciation of ambiguity and ambivalence, and a much needed grasp of complexity. The varied ways of engaging with art explored by the authors promote imaginative insights into and reflection on the beauty and vicissitudes of organizing, of management knowledge and collective expression. It will be of interest to researchers, academics, practitioners, and students in the fields of organizational theory and practice, business and management history, human resource management, and culture management. (shrink)

The pandemic period has placed the organizations in a state of great tension. It has generated a situation of confusion, lack of rules, and production-related criticalities that have called into question the very existence of many productive realities. This article aims to highlight the dimensions of care and ethics put in place by HR managers in COVID-19. The objective that animated the authors have focused on the HRM level of medium and large companies in Italy to highlight the protective actions (...) toward people and the organization in the period COVID 19, highlighting what were the ethical values and actions of care put in place. In this article, we wanted to give voice to managers who had management tasks in their organizations by asking them to tell us how they dealt with the challenges imposed by the emergency. In the research, we start from a way of understanding workplaces understood as a “process of ongoing social relationship” within which the HR function is dedicated to the care of the quality of relationships. HR managers have to manage a complex role of mediating between the interests of people and employers by trying to find good mediations. (shrink)

The aim of the present longitudinal study was to quantitatively examine whether an ethical organizational culture predicts turnover among managers. To complement the quantitative results, a further important aim was to examine the self-reported reasons behind manager turnover, and the associations of ethical organizational culture with these reasons. The participants were Finnish managers working in technical and commercial fields. Logistic regression analyses indicated that, of the eight virtues investigated, congruency of supervisors, congruency of senior management, discussability, and sanctionability were (...) negatively related to manager turnover. The results also revealed that the turnover group is not homogeneous, and that there are several different reasons for leaving. The reasons given for turnover were grouped into five different categories: lay-off, career challenges, dissatisfaction with the job or organization, organizational change, and decreased well-being/motivation. ANCOVA analyses showed that those managers who stayed in their organization perceived their ethical culture to be stronger than those in turnover groups, and especially compared to groups 3 and 5. The results acquired through different methods complemented and confirmed each other, showing that by nurturing ethical virtues an organization can decrease job changes and encourage managers and supervisors to want to remain in their organization. (shrink)

Like any social science, management and organization sits astride two literary and epistemic disciplines; the empirical and the conceptual. I argue that emphasizing the former to the detriment of the latter, as is often the case in management and organization research, creates a conceptual blindness that compromises progress in the field. I show how adopting a more philosophically attuned methodology buttresses the conceptual tools of management and organization research via deduction, induction, normative grounding, and (...) overcoming the illusion of unanimity. (shrink)

Management and organization researchers are being called to conduct research that is more caring, yet the concept of care and how to practice it within the profession is undertheorized. Adopting a feminist epistemology and methodology, we develop the concept of care by weaving the personal, ethical, and political into the research process. First, we reflect critically on how aspects of care—attentiveness, responsibility, competence, and responsiveness (Tronto, Moral boundaries: a political argument for an ethic of care, Routledge, 1993; Tronto, (...) Caring democracy: markets, equality, and justice, New York University Press, 2013)—unfolded in our personal research experiences, and secondly, we conduct a review of articles published in management and organization studies and analyse expressed or concealed conceptions of care in scholars’ accounts of research purpose and ethics. We find three ethical sensibilities at the heart of enacting care: encountering the ‘other’, interpreting roles and responsibilities, and deliberating needs and resources. We contribute to a feminist research ethics by highlighting issues related to care that are concealed in dominant ethos guiding management and organization research. Further, we develop methodological insights for implementing an ethic of care as an alternative ethical standpoint in business research ethics. Finally, we provide suggestions for how to embed more care within research ethics practices in academic institutions. (shrink)

This research seeks to better understand how an organization-related employee perception and job attitude may influence organizational members to ethically create customer value. Specifically, it is proposed that high person–organization fit perception, more precisely ethical values person–organization fit perception, can influence business-to-business salesperson commitment to providing superior customer value both directly and indirectly through trust in sales manager, while encouraging ethical salesforce behavior, an important aspect of communicating and delivering customer value. Results from a study of 408 (...) business-to-business salespeople find that ethical values person–organization fit positively influences salesperson commitment to providing superior customer value, as well as trust in manager. Trust in manager directly affects commitment to customer value and mediates the relationship between ethical values person–organization fit and unethical intent. Theoretical and managerial implications are provided, as well as directions for future research. (shrink)

Management and organization studies (MOS) scholarship is at a crossroads. The grand challenges (such as the climate emergency) humankind must face today require an improved contribution from all knowledge fields. The number of academics who criticize the lack of influence and social impact of MOS has recently grown. The scientific field structure of MOS is based on its members’ accumulation of symbolic capital. This structure hinders speaking truth to the elite dominating neoliberal society. Our literature review suggested that (...) a deeper interaction between MOS and philosophy could aid in improving the social impact of MOS. Specifically, an attitude by MOS scholars based on parrhesia (παρρησíα, to speak truth to power) could revitalize the field through heterodox approaches and, consequently, allow them to utter sound criticisms of the capitalist system. Parrhesia would lead MOS scholars towards a convergence of ethics and politics. We investigate whether daring to speak inconvenient truths to the powerful (some peers in the field and some individuals and corporations in society) can be a straightforward tool for revitalizing MOS. Boosting a candid philosophy-MOS interaction requires the fulfilment of three objectives: practical dialogue between these fields, reconsideration of the fields’ structures based on symbolic capital, and a post-disciplinary approach to philosophy. That fulfilment implies the delimitation of the MOS-philosophy interaction, a respectful mutual framework, mutual curiosity, and moving from prescriptive theoretical reflection towards more socially useful MOS. Ethical betterment through parrhesia could be the key to surpassing MOS stagnation. (shrink)

Knowledge hiding is known to have negative consequences on organizational performance. The existing literature mainly focuses on the identification of antecedents and consequences of knowledge hiding. The studies pertaining to the top management role in creating a culture that stops concealing knowledge within an organization are limited. To fill that gap, the paper empirically address the knowledge sharing culture and to explore the management support to avoid knowledge hiding culture in an organization. This study based on (...) an empirical study carried out in a United Kingdom-based laboratory within a high-tech global corporation, in which the atmosphere appeared conducive to knowledge sharing, and knowledge transfer appeared voluntary and spontaneous. The paper seeks to address why members of the case organization is reluctant about knowledge hiding among themselves. The study reveals that the management role is important in creating a culture that help discourage employees to withhold knowledge. The paper identifies the actions that top management takes to stop concealing knowledge within an organization. This study has provided several contributions. The findings of the study may be useful to managers and practitioners. For managers, this paper presents some important organizational factors that can be nurtured to avoid a knowledge-hiding culture in the organization. They can also take the management actions of the case organization as lessons to create a culture that encourage their employees to avoid knowledge hiding behavior. (shrink)

There is a lack of research explicitly demonstrating the potential of applying critical realism in qualitative empirical Management and Organization Studies. If scholars are to obtain the exp...

Organization and management theory as a field faces criticisms from several scholars that it has an unhealthy obsession with ‘theory’, while at the same time seeing very little cumulative theoretical progress. Some have even accused the field of being mired in the 1970s. Lounsbury and Beckman counter with an expansive review of several thriving domains of contemporary organizational research that demonstrate the theoretical vibrancy of the field. This article responds by seeking to define ‘theoretical progress’ in ways that (...) extend beyond just the volume of articles produced. It finds that 1970s‐era classics have seen a surge of citations since the turn of the twenty‐first century, consistent with a view of limited progress. It concludes by outlining three areas of problem‐driven research eminently worthy of attention from organizational researchers. (shrink)

The study aimed to identify the knowledge management processes and their role in achieving competitive advantage at Al-Quds Open University. The study was based on the descriptive analytical method, and the study population consists of academic and administrative staff in each of the branches of Al-Quds Open University in (Tulkarm, Nablus and Jenin). The researchers selected a sample of the study population by the intentional non-probability method, the size of (70) employees. A questionnaire was prepared and supervised by a (...) number of specialists in order to obtain the results of the study. The study concluded that there is a positive direct relationship, that is, the higher the degree of application of knowledge management processes, the greater the degree of competitive advantage. Knowledge Technology came first with a score of 80.02% on all items. Competitive advantage came second with 81.74%. In the third place came "knowledge generation" where the total score on all paragraphs in this area (78.24%). In the fourth place, "knowledge transfer" (77.21%). "Developing and storing knowledge" came in fifth place (77.13%). "Acquisition of knowledge" came in sixth place (76.45%). Knowledge Organization ranked seventh (74.26%). The study recommended that the university should enable the employees to benefit from the experiences and expertise available to help generate knowledge. The University encourages the creation of knowledge through the system of incentives and open the way for creators to apply their creations and spread and invest in excellence and creativity. The university should design work performance levels based on the integration of knowledge and organize it according to policies that support freedom of research. The need for Palestinian universities to adopt a knowledge management approach. The need to adopt a system of incentives that rewards cognitive efforts, and give workers enough freedom to enable them to apply their knowledge. (shrink)

Reforms associated with New Public Management have led to changes in the management of work and organization that challenge the stability, durability and linearity of the managerial hierarchy in contemporary public sector workplaces. Against this background, this article considers the ways in which two clinician-managers who work in a large metropolitan teaching hospital speak about their organizational roles. Reflecting the complexity of their part of the organization, the emergency department, the interviewees position themselves as operating at (...) the interstice between the competing and contradictory spatial logics of locality and mobility. With their identities strongly anchored in emergency as locality, the clinician-managers intervene in the flows of meanings and resources that affect its processes in ways that require intra- and inter-organizational mobility and which are incommensurate with traditional perceptions of middle managers. In regarding the interviews as `practical authoring', we note our own spatial ambiguity as academic researchers interested in organizations other than our own and suggest that our insider-outsider positionings are reflected in the interviews' complex spatialities. We conclude that the interviewees' boundary-spanning and cross-spatial self-positionings are indicative of the hybrid roles that workers under NPM increasingly embody and are in contrast to traditional perceptions of how the provision and management of public service work is carried out. (shrink)

In the aftermath of the financial crisis, and regular corporate scandals, there has been a growing concern with the moral and ethical foundations of business. Often these concerns are limited to narrow accounts of governance codes, regulatory procedures or behaviour incentives, which are often characterized by neo-liberal bias underpinned by western masculine logics. This book challenges these limited accounts of ethics and responsibility. It looks at the writing of Gayatri C. Spivak who takes globally networked markets, people, and ideas and (...) provides tools to rethink subjectivity, ethics, and corporate governance. Eschewing strict hierarchical notions of authority and identity, Spivak's work invites us to consider who speaks for whom and for what in organizational contexts. Relationality is also to be found in the radical politics and feminist ethics of Judith Butler who continues to draw on and develop her account of performativity to interpret contemporary organizations, management and work. While popular accounts of corporate ethics often concern themselves with the aims and actions of those at the top of organisations, Lauren Berlant focuses on the struggles of those at the bottom of the new social structures created by contemporary forms of capital. Finally, the book also considers ecological challenges through the work of Val Plumwood, who spent a lifetime considering the threats and responsibilities we face in environmental terms, and developed a feminist ecological philosophy for understanding social and species differences. This book will be relevant to students and researchers across business and management, organizational studies, critical management studies, gender studies and sociology. (shrink)

The purpose of this edited book is to provide new insight into the understanding of ethics as they relate to organization practice and managerial behavior in todays economy. It provides an overview and critique of ethics as it relates to key contemporary challenges and issues for organizations these include globalization, sustainability, consumerism, neo-liberalism, corporate collapses, leadership and corporate regulation. The book is organized around the core question: What are the ethics of organizing in todays institutional environment and what does (...) this mean for the practice of management and the organization of business? In responding to this question, the contributors examine ethics as it is deeply embedded in the everyday practice of management. Interdisciplinary contributions from sociology, philosophy, management, organization studies, and public administration provide unique perspectives, while case studies and examples drawn from practice illustrate the challenges and dilemmas faced in practice. Each chapter has a brief overview and introduction written by the editors which summarize the main points of each chapter in terms of their contributions to the overall aims of the book as well as drawing connections between the different chapters. (shrink)

The study aims to analyze the impact of top management support for strategic planning on crisis management in UNRWA-Gaza Strip field in Palestine. Several descriptive analytical methods were used for this purpose, and a survey as a tool for data collection. Community size was (881), and the study sample was stratified random (268). The overall findings of the current study show that top management provides needed HR for strategic planning but with no financial support. Also there are (...) shortcomings in the way that organization manages the crises before and after they occur. A crisis management is only practicing during the crisis. The study suggest that top management must provide the financial support for strategic planning, periodic meetings to prepare how to deal with potential crisis in the future, establishing a specialized team and provide them with all sources needed. (shrink)

The paper assesses Knowledge Management Maturity(KMM) in the universities to determine the impact of knowledge management on performance excellence. This study was applied on Al-Azhar University and Al-Quds Open University in Gaza strip, Palestine. This paper depends on Asian productivity organization model that used to assess KMM. Second dimension which assess performance excellence was developed by the authors. The controlled sample was (610). Several statistical tools were used for data analysis and hypotheses testing, including reliability Correlation using (...) Cronbach’s alpha, “ANOVA”, Simple Linear Regression and Step Wise Regression. The overall findings of the current study suggest that KMM is suitable for measuring performance excellence. KMM assessment shows that both universities maturity level is in level three. Findings also support the main hypothesis and it is sub- hypotheses. The most important factors effecting performance excellence are: Processes, KM leadership, People, KM Outcomes. Furthermore the current study is unique by the virtue of its nature, scope and way of implied investigation, as it is the first comparative study in the universities of Palestine explores the status of KMM using the Asian productivity Model. (shrink)

Practice of knowledge management is often characterized by obstacles to creation, distribution, and transfer of knowledge from specific groups of settings. Obstacles or constraints to attempts to constitute knowledge as an organizational resource have been previously dealt within the context of organizational learning perspectives; however, there still remain barriers toward making learning available and all-pervasive throughout organizations. This is often as a result of two important factors: (i) bureaucratic and hierarchical forms of organization; and (ii) owing to the (...) situated and tacit character of knowledge. This paper is a result of theoretical exploration aimed at addressing these core issues, and proposes solutions to manage constraints and remove obstacles to knowledge management, as well as means to codify the tacit character of knowledge. The research offers a view that although it is reasonable to value knowledge in financial or economic terms, it is also important to consider the problems which make it difficult to extract and transfer knowledge within specific organizational settings. Addressing the issue of rising competitive pressure for innovation, this paper proposes several solutions to enable lateral flows of knowledge-sharing by overcoming the factors that affect acquisition of, and creation and distribution of knowledge across fluid social boundaries. (shrink)

Managers often ask why their firm should have an ethics program, especially if no one has complained about unethical behavior. The pursuit of business ethics can cost money, they say. It can lose sales to less scrupulous competitors and can drain management time and energy. But as Harvard business professor Francis Aguilar points out, ethics scandals (such as over Beech-Nut's erzatz "apple juice" or Sears's padded car repair bills) can severely damage a firm, with punishing legal penalties, bad publicity, (...) and irreparably injured customer relations. Equally important if less obvious, unethical behavior can undermine a firm's organizational spirit. On the other hand, Aguilar argues, in a well run firm, ethical programs can actually enhance corporate performance, strengthening the company at every level and supercharging employee risk taking and innovation. In Managing Corporate Ethics, Aguilar shows managers how to create ethical programs within their organizations that not only discourage large-scale wrongdoing, but can contribute substantially to the achievement of corporate excellence. Aguilar's program is down-to-earth and comprehensive, and based on his extensive research on highly successful, ethical companies, both large and small. He recommends action on three fronts: first, get senior management to provide effective ethical leadership; second, set up an ethics program that promotes concern for the interests of people affected by the firm's operations and that provides safeguards against corrupting business pressures; and third, staff the company with ethical people and surround the organization with ethical advisors (including legal, financial, accounting, tax, and marketing consultants). To illuminate this three-step program, Aguilar incorporates the lessons learned in his in-depth study of ten prominent firms with proven successful ethics programs--among them Hewlett-Packard, Johnson & Johnson, Nucor Steel, Cray Research, ServiceMaster, and Texas Instruments. He examines Lincoln Electric's attention to compensation and job security to ensure quality products and to reduce the pressure or temptation to act unethically. He shows how General Mills, while pushing product line managers to compete aggressively, uses corporate staff units to guard against illegal or unacceptable claims (testing cake recipes, for example, to see if a product's quality fails under the less-than-perfect conditions of a normal kitchen). And he details how Armstrong World Industries uses pep talks, inspirational stories, role models, and ready access to management to promote ethical standards among employees. Throughout, Aguilar demonstrates convincingly that an ethical program pays dividends: that employees, suppliers, customers, and the community at large know when they are being treated in a positive and constructive manner, and are likely to respond in kind. Packed with real life examples of successful (and failed) ethical programs, Managing Corporate Ethics is a valuable roadmap to an often overlooked source of business success. (shrink)

This paper describes a set of ideal type organizations in a developmental sequence. As these descriptions are based on Spiral Dynamics (or Emerging Cyclical Levels of Existence Theory – ECLET), the types are labeled as Order, Success, Community and Synergy. Per type the author elaborated on the underlying value system and relating institutional structures, such as leadership role, governance and measurement format. As a summary, a Transition Matrix is presented which indicate the paradigm shifts per discipline/department, as manifested in the (...) subsequent ideal type organizations. As Order and Success generally describe the majority of corporations in Western Economies, the latter two types introduce new approaches to more innovative – and more sustainable/responsible – ways to doing business. Based on Community Values, the author introduces a new measurement format which is the foundation for a systemic and coherent set of management tools to be used in a stakeholder approach. These tools relate to the strategic, tactical and operational tasks of management and have been developed by researchers of the European Corporate Sustainability Framework (ECSF) consortium. The set includes two tools which are generic: the Strategic Sustainability Scan (Strategy) and the Sustainability Matrix, which is a self-assessment tool (tactics). Three operational tools are context and industry specific: These are the Community related Responsive Business Scorecard (RBS) and Benchmark Format for measuring and monitoring sustainability performance and a methodology – a Management Information System – to generate information on people, planet and profit in order to provide data for the set of key performance indicators. (shrink)

Knowledge is a productive resource having successful applications in almost every field and domain of human activities. With unprecedented growth in knowledge resources and explosion in data, such informative resources need effective organization for storage and efficient retrieval for future uses. The entire process involving organization, storage, and dissemination of knowledge falls under the auspices of knowledge management. Thus, Knowledge Management is an organizational practice. In this research paper, we provide a general outline of some of (...) the tools and technologies deployed in managing knowledge across organizations. -/- We believe that the practice of knowledge management - though considered to be a process - it is also a "method" by which organizations are able to management their knowledge and human resources. On this regard, this paper contributes to our further understanding of what organizational knowledge is, and how they should be proficiently managed that would contribute to organizational success. (shrink)

Managing integrity -- Identifying ethical and legal issues in the workplace -- Understanding decision making in the workplace -- Managing organizational culture for integrity -- Increasing legal pressure for ethical compliance -- Developing an effective organizational integrity program -- Implementing ethics and legal compliance training -- Managing integrity in a global economy -- Creating the good citizen organization -- Benefiting from best practices.

Part 1. Some problems of organization theory and the potential of process organization theory -- Why assumptions in organization theory do not work for explaining organizing in a world on the move -- Assumptions for organizing in a world on the move -- Part 2. Toward a process theory of organization -- Temporality and process -- Organization, meaning structures, and time -- Articulatory models and agency -- Part 3. Process theory and selected aspects of (...) class='Hi'>organization management -- Process theory, organizational continuity, and change -- Managing and leading in time -- Organizational culture, identity, and institutions -- Some thoughts on studying process -- A plea for mystery. (shrink)

This paper aims to assess knowledge management maturity at HEI to determine the most effecting variables on knowledge management that enhance the total performance of the organization. This study was applied on Al-Azhar University in Gaza strip, Palestine. This paper depends on Asian productivity organization model that used to assess KM maturity. Second dimension assess high performance was developed by the authors. The controlled sample was (364). Several statistical tools were used for data analysis and hypotheses (...) testing, including reliability Correlation using Cronbach’s alpha, “ANOVA”, Simple Linear Regression and Step Wise Regression. The overall findings of the current study suggest that KMM is suitable for measuring and lead to enhance high performance. KMM assessment shows that the university maturity level is in level three. Findings also support the main hypothesis and it is subhypotheses. The most important factors effecting high performance are: Processes, KM leadership, People, KM Outcomes, Knowledge Process. Furthermore the current study is unique by the virtue of its nature, scope and way of implied investigation, as it is the first study at HEI in Palestine explores the status of KMM using the Asian productivity model. (shrink)