Abstract. BACKGROUND:Organizational resilience refers to the ability to respond productively to significant disruptive change and transform challenges into opportunities. There is a gap in the literature about resilient nonprofit organizations and its application for identifying organizational conditions for successful adaption to external variables that threaten their existence. OBJECTIVE: The aim of this study was to identify organizational characteristics that point to the resilience of nonprofit behavioral healthcare organizations as they successfully adapt to funding changes. METHODS: A multiple case study of two behavioral health nonprofit organizations was conducted. Data was collected through interviews and focus groups, and analyzed through a qualitative content analysis. RESULTS: Using the framework of resilience, six themes that equipped these organizations to successfully adapt to funding changes were identified. They included: commitment to the mission, improvisation, community reciprocity, servant and transformational leadership, hope and optimism, and fiscal transparency. CONCLUSIONS: The findings suggest that incorporating these qualities into an organizational system equips it to systematically adapt to funding changes and other disruptive challenges. Using resilience as a process and not simply an outcome after recovery, nonprofit organizations can have the capacity to continuously respond to challenges and provide uninterrupted and valuable services to society.
Purpose The purpose of this paper is to present a degendered organizational resilience model challenging current and dominant conceptualizations of organizational resilience by exploring how gendered organizational power structures, language and practices of everyday organizational life interplay and limit inclusive constructions of organizational resilience. Design/methodology/approach The degendered organizational resilience model was developed using Acker’s (1990) model of gendered organizations, Martin’s (2003) gendering practices, Lorber’s (2000) degendering and other feminist research on gendered organizations. The purpose of the model is to explore power structures, practices and language within the organizational context during conditions requiring organizational resilience. Findings A conceptual model for analyzing the theoretical development of organizational resilience is presented. The model analyzes the following three different aspects of organizations: power structure, to identify which resilient practices receive status based on established gendered organizational hierarchies and roles; actions, to identify how resilience is enacted through practices and practicing of gender; and language, to identify how and what people speak reinforces collective practices of gendering that become embedded in the organization’s story and culture. Practical implications The degendered organizational resilience model offers a process for researchers, managers and organizational leaders to analyze and reveal power imbalances that hinder inclusive theoretical development and practices of organizational resilience. Social implications The degendered organizational resilience model can be used to reveal power structures, gendered practices and language favoring normative masculine organizational practices, which restrict the systemic implementation of inclusive democratic practices that incorporate and benefit women, men and other groups subject to organizational subordination. Originality/value This paper offers an original perspective on the theoretical development of organizational resilience by proposing a degendering model for analysis. A feminist perspective is used to reveal the gendered power structures, practices and language suppressing the full range of resilient qualities by restricting what is valued and who gives voice to resilient processes that lead to resilient organizations.
Purpose This paper aims to reveal gendered leadership constructs that hinder a competency-based view of leadership in Swedish-based global companies and the implications for leadership recruitment and development to top management positions. Design/methodology/approach The paper is based on qualitative semi-structured interviews, which have been analyzed using a gender analytic framework to identify how senior management, Human resource management and leadership trainees are discussing leadership and career development. Findings Three themes were identified as clouding the issue of gender-equal leadership practices thereby creating an opaque gendered lens of who is defined as eligible for leadership positions. The three themes were: symbols as gendered images, counting heads – preserving the existing system and illusive gender inclusion. Research limitations/implications Recruitment practices were identified as contributors to homosocial practices that perpetuate male-dominated leadership representation. However, specific recruitment practices were not fully explored. Practical implications The potential use of gender equality as a sustainable management practice for competitive organizations to recruit and develop talented people. Social implications To create resilient and gender-equal recruitment and leadership development practices. Originality/value This research offers an original perspective on gender representation at the senior management level in global companies by revealing gendered leadership constructs in the leadership recruitment and development process as antecedents to unequal gender representation in senior management positions.
Abstract:The role of trust has long been acknowledged among economists and political scientists. It is often argued that high levels of trust among people help promote democratization, economic activity, well-performing institutions and low levels of violence. Social media has been identified as a significant vehicle in fostering social connections however the depth and significance of these connections to the creation of trust has not been well developed. According to Robert Putnam trust derives from reciprocity that is learned only in cooperation with others. Putnam is skeptical of a positive relationship between trust and digitalized social media. According to Uslaner trust is a moral issue established by family relationships early in life and therefore use of social media has no impact on creating trust. This paper is a structured literature review. The aim is to investigate if trust can be created by connections on digitalized social media. Eight articles emphasized a positive relationship between social media and trust; two articles claimed no relationship between trust and social media. We did not find any studies claiming there is a negative relation between social media and trust.
The purpose of this study is to identify if gender differences exist with respect to conviction of university students for academic dishonesty. To investigate this phenomenon, data from the Swedish National Agency for Higher Education (SNAHE) and from disciplinary boards of several Swedish universities were evaluated from a gender perspective. To identify whether the penalty severity for academic dishonesty is gender biased, the ratio of suspensions/warnings for male and female students was calculated. It was identified that female students are less prevalent in disciplinary matters and that there was no systematic gender bias in penalty severities (warnings or suspensions). In addition, female students deny academic dishonest behaviors more than male students, indicating a possibly higher false conviction rate.
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