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The present study benefits from social identity theory to argue that employees' organizational identity interacts with their trust propensity to predict affective organizational commitment and creativity. It used random coefficient regression procedures or multilevel modeling through the generalized linear mixed models command to test its hypothesis because the data that were collected in two of the studies were the nested or dependent data. Employing longitudinal data gathered from 153 participants and their 71 direct managers at a public organization in Study 1, the present study revealed that organizational identity had stronger positive influences on organizational commitment and creativity when participants' trust propensity was high. Employing longitudinal data collected from 210 employees of 32 business organizations and from 49 direct supervisors of the employees in Study 2, the present study reassured that trust propensity moderates the relationship between organizational identity and creativity. The present study contributes to the theory that employees' personal identity accentuates the positive relationship between their social identity and workplace outcomes such that the relationship becomes stronger as employees' personal identity increases.
Culture has enormous influence on military organizations. One can broadly define organizational culture as the assumptions, ideas, norms, and beliefs, expressed or reflected in symbols, rituals, myths, and practices, that shape how an organization functions and adapts to external stimuli and that give meaning to its members. Except in unique circumstances, culture grows slowly, embedding itself so deeply that members often act unconsciously according to its dictates. Because culture lies hidden under more visible organizational doctrine and symbols, one can easily overlook its power. Culture creates organizational identity and establishes expectations of how group members will act. Three important external factors impact military culture: geography, history, and the environment in which navies, armies, and air forces exist. Of all the factors involved in military effectiveness, culture is perhaps the most important. Yet it also remains the most difficult to understand, because it involves so many external factors that distort its formation and continuities, even in different military organizations within the same nation. Organizational culture will shape how military organizations respond to challenges. The hardship is that changing military culture represents an extraordinarily difficult task that may require years, if not decades, to accomplish.
This article explores the case of Deutsche Werkstätten Hellerau (DWH)—a furniture and interior manufacturer founded in 1898—through state socialism after 1945 and reprivatization in the 1990s. Our analysis suggests that the firm's survival through multiple systemic disruptions was partly due to the preservation of a unique identity despite heavy institutional pressures for conformity. DWH adopted a “mixed conformity” strategy that attempted to pitch multiple concerns (cultural-aesthetic, ideological, economic) of political authorities against one another to buffer sociopolitical pressures, thus ultimately conforming to some (identity-consistent) demands, while violating other (identity-threatening) ones. This allowed DWH to successfully navigate tensions between sociopolitical expectations and the need to preserve a collective sense of distinctiveness and continuity over time.
This paper reports on the baseline stage of a qualitative evaluation of the application of the Innovative Scorecard (ISC) to the Clinical and Translational Science Award (CTSA) at the University of Texas Medical Branch (UTMB) at Galveston. The ISC is adopted from the established Balanced Scorecard system for strategic planning and performance management. In formulating the evaluation, we focused on the organizational identity literature.
The initial evaluation consisted of a series of semi-structured interviews with 22 participants of the ISC Boot Camp conducted in July 2015.
The logic of grounded theory pointed to the clustering of perceptions of the ISC around respondents’ occupational locations at UTMB. Administrators anticipate the expansion of planning activities to include a wider range of participants under the current CTSA award period (2015–2020) than under our first CTSA approval period (2009–2014). A common viewpoint among the senior scientists was that the scientific value of their work will continue to speak for itself without requiring the language of business. Junior scientists looked forward to the ISC’s emphasis on increasingly horizontal leadership that will give them more access to and more control over their work and resources. Postdocs and senior staff welcomed increased involvement in the total research process at UTMB.
The report concludes with strategies for future follow-up.
Building on prior research on management fashion, this paper seeks to understand how management consultants respond to the boom-to-bust cycles of competing management fashion trends. Specifically, we examine how US management consulting firms offering total quality management (TQM) services responded to the rise and fall of the rival management practice, business process reengineering (BPR), with an empirical focus on the adoption of BPR services. We find that a consulting firm offering TQM services was more likely to adopt BPR services if the firm’s organizational capabilities and institutional environments were more connected to BPR’s principles than to TQM’s principles. This suggests that management fashions are not simply bandwagon phenomena, but involve resource- and identity-based decision making. We also find that the significance of organizational capabilities increased while that of network influences decreased as BPR’s boom turned to bust. The reversal of well-established institutional accounts of innovation diffusion is explained by reference to the characteristics of management fashion.
In a world filled with poverty, environmental degradation, and moral injustice, social enterprises offer a ray of hope. These organizations seek to achieve social missions through business ventures. Yet social missions and business ventures are associated with divergent goals, values, norms, and identities. Attending to them simultaneously creates tensions, competing demands, and ethical dilemmas. Effectively understanding social enterprises therefore depends on insight into the nature and management of these tensions. While existing research recognizes tensions between social missions and business ventures, we lack any systematic analysis. Our paper addresses this issue. We first categorize the types of tensions that arise between social missions and business ventures, emphasizing their prevalence and variety. We then explore how four different organizational theories offer insight into these tensions, and we develop an agenda for future research. We end by arguing that a focus on social-business tensions not only expands insight into social enterprises, but also provides an opportunity for research on social enterprises to inform traditional organizational theories. Taken together, our analysis of tensions in social enterprises integrates and seeks to energize research on this expanding phenomenon.
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