The processes of re‐entering a society after an international move have been studied in several fields. In this article, we argue that the existing differences in conceptualizations of a “successful re‐entry” for different returning groups are created by particular social, political or theoretical ideas about mobility, which lead to biases in the understanding of re‐entry processes and influence support practices for returning groups. A critical analysis of the conceptualization of successful re‐entry of two extreme cases of returning people who both play to the interests of institutions that seek successful re‐entry, namely returned refugees and asylum seekers on the one hand and repatriates on the other, enables us to bring these assumptions to the fore. Our analysis reveals how the permeation of economic and spatial understanding and the absence of temporal and relational understanding distorts insights into re‐entry processes and creates blind spots in support practices for returning populations.
Purpose – The purpose of this paper is to explore, how organization theoretically diverse research on OCR is actually grounded, since insights into the organization theoretical foundations of OCR are completely lacking. Design/methodology/approach – A selection of 85 articles on organizational change was made, published in top tier journals in 2010. The authors conducted a reference analysis based on 18 prominent organization theories and their main contributing authors. Findings – The findings show firstly a very strong theoretical selectivity, focusing on cognitive, learning, and neo-institutional theories. Other theories are almost fully neglected. Secondly, this analysis suggests that current OCR struggles hard with transforming the cognitive frames of topical OT into fruitful accesses to the own object. The resulting theory application appears as a dissatisfying escape strategy, performed to cover theoretical antagonisms and to avoid a deeper confrontation with the underlying assumptions of OCR. Research limitations/implications – The authors are fully aware that the depth of their analysis is worth broadening. A more comparable scope in the amount of the theories, journals, articles, and of the covered time span would help to substantiate their results. Practical implications – Pragmatic change approaches rely strongly on organizational change research. If OCR itself is not topical in terms of using available theoretical knowledge, pragmatic approaches fail to stand on solid ground. The paper therefore provides a background for the link between failing empirical change projects and the usage of available scientific knowledge. Originality/value – An analysis of the organization theoretical topicality of organizational change research is completely missing. The paper therefore not only contributes to the discovery of a blind spot in organizational studies, it possibly helps to explore the reasons for the high percentage of failing change projects.
Members of multicultural groups benefit from developing diverse social support networks. Engaging openly with people who have a different worldview (i.e., given by a different cultural background) broadens one’s cognitive horizons, facilitates one’s adaptation to new contexts, decreases stereotyping and discrimination and generally improves individual and group performance. However, if this social connection is hindered (either by limiting the number of people one reaches out to or in terms of preferring to connect to similar others), then the diversity advantage is lost – both for the individuals and for the groups. Through two case studies of professional groups with varying cultural diversity (moderate and superdiverse), we investigate the evolution of their members’ social support networks (i.e., to what extent and to whom they reach out for support) depending on (1) individuals’ habitual emotion suppression and (2) cultural orientation on the individualism-collectivism dimension. Results show that individualistic cultures suffer a double-whammy: when suppressing, their members seek less support (i.e., don’t reach out so much to ask for support) and tend to seek culturally similar others for it when they do. Suppressing collectivists are less affected in absolute levels of connectedness, but still prefer culturally similar others as sources of support. Our study offers an emotion-based view of why people stick together with similar others in diverse groups and how learning to better cope with emotions can make us more open-minded toward diversity in professional settings.
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