This paper explores trust-building in multi-stakeholder partnerships. Through an analysis of the development of one multi-stakeholder partnership between a multinational corporation, two levels of government, and local indigenous peoples, we found that trust-building is a dynamic process in which emotionality plays a key role. Critical emotional incidents can unexpectedly punctuate the partnership process, serving as turning points in the development of trust. We also found that the practices used by the partners to navigate these incidents transformed negative emotions into positive ones. We theorize on the role that critical emotional incidents and emotional engagement practices play in multi-stakeholder partnerships.
The increasing popularity of experiential learning in management education raises a number of new opportunities and challenges for instructors, particularly with regard to shifting instructor roles and attention to learning through one’s emotions. In this article, we draw on psychodynamics—in particular D. W. Winnicott’s notions of “transitional space” and “holding”—to delineate what a safe space might look like in a management education context. We propose that experiential learning can result in deeper learning when conducted in such a space, which consists of appropriate physical aspects, trust, respect, suspension of judgment and censorship, a willingness to share, and high-quality listening. We further propose that a safe space can be developed and maintained by creating a strong container early on, establishing ground rules, providing lessons in listening and witnessing, teaching by example, and developing a reflexive attitude.
This paper presents a field study of decision-making processes at two organizations operating in high-velocity environments. It reviews existing literature on managerial knowledge structures and decision-making, and identifies methodological and conceptual limitations with these approaches with respect to organizations in high-velocity environments. The authors develop two interpretive cases that focus on the articulated and social methods management teams used to make decisions. They found that both organizations used rules of thumb or heuristic reasoning in their decisionmaking, that these rules of thumb functioned as headlines of deeper organizational narratives, and that these narratives were grounded in emotional as well as purely rational considerations. They suggest that the term ‘guiding principle’ usefully integrates their three findings into a second-order concept that may be further explored in future research of both a descriptive and prescriptive nature.
Organizational scholars have proposed a broad range of theoretical approaches to the study of organizational identity. However, empirical studies on the construct have relied on text-based organizational identity descriptions, with little exploration of multiple intelligences, emotions and individual/collective identity representations. In this paper, we briefly review the empirical literature on organizational identity, and propose a novel method for empirical study involving structured interventions in which management teams develop representations of the identities of their organizations using threedimensional construction toy materials. Our study has five main implications. By engaging in a method that draws on multiple intelligences, participants in this study generated multifaceted and innovative representations of the identities of their organizations. The object-mediated, playful nature of the method provided a safe context for emotional expression. Because it involved the collection of both individual and collective-level data, the technique led to collective constructions of highly varying degrees of 'sharedness'. Finally, the organizational identity representations integrated unconscious or 'tacit' understandings, which led to the enactment of organizational change.
If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -Guiding principles are knowledge structures that call to mind collective narratives with emotional content, and are articulated and used heuristically to guide decision making in organizations. The purpose of this paper is to explore how: guiding principles become integrated in management teams through discursive processes of social learning, and how process techniques from the realm of organizational learning can be used to facilitate the development of guiding principles. Design/methodology/approach -Develops theoretical findings drawing from the organizational learning literature, and explores these findings through use of a two-part illustrative case study of guiding principles development in a European telecommunications firm. Findings -It was found that guiding principle development may be facilitated using process techniques similar to those proposed for integrating organizational learning, namely, a dialogue-intensive process involving stages of inquiry, divergence and convergence.Research limitations/implications -The study focuses on dialogue, while future studies may usefully focus on non-discursive aspects of the conversational setting and structure in which the empirical case was embedded. Originality/value -This paper combines both theory development with illustrative empirical data to shed light on the process by which guiding principles may be intentionally developed in an organizational setting.
Establishing a new firm presents a variety of challenges to organizational founders. An important concern is the development of a set of clear and coherent organizational identity claims that can inform future strategic decision-making. While practices have been identified as important resources that individuals draw on during organizational identity change and formation, their role in initiating shifts in organizational identity claims has not been examined. In this longitudinal study of seven de novo organizations, we develop a process model showing how practices engaged in by founders when establishing their firms cue sensemaking about the organization’s identity by identifying identity voids, generating identity insights through interactions with outsiders, and identifying identity discrepancies through interactions with insiders. Founders interpret these sensemaking triggers as either opportunities or threats to their identity aspirations for their firms, leading to organizational identity work that generates new identity claims. We discuss implications of our model for scholars of organizational identity emergence and practice, as well as for founders of new organizations.
This article addresses the relative lack of empirical studies of how self-managed teams in high velocity environments handle unexpected critical incidents. It presents an interpretive case study of the LEGO Mindstorms project team, and focuses in particular on how this team responded to three critical incidents. Our study results in three core findings concerning how this team responded to the unexpected in its high velocity environment. These include: the importance of increasing presence; creating a context for a shared and emotionally grounded identity; and developing a shared set of guiding principles for action, behaviour, and decision-making. The authors further describe interconnections among these three core findings, proposing a higher-level 'virtuous circle' that illustrates how this team responded effectively to critical incidents.
A new method is presented for conducting differential prediction analyses that makes it possible to test differential prediction hypotheses with adequate statistical power even when the sample size within a job or a job family is very small. This method, called synthetic differential prediction analysis, represents an application of the logic of synthetic validation to differential prediction analyses. The authors explain this new method and describe its application in a selection-system validation study conducted in a large organization.
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