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Today there is widespread awareness of the fact that time has been under-investigated in organizational studies. This book addresses the need to bridge the gap between the predominantly "timeless" theories and models that scholars have produced and the daily experiences of employees and managers, in which time is salient and extremely important. These chapters offer a broad range of concepts, models, and methods that are tailored to this purpose. The first part of the book is devoted to the way in which people in organizations manage time, summarizing research findings, presenting novel ideas on a broad range of issues and examining issues such as whether time can be managed, how people are affected by deadlines and how do strategic changes in organizations affect individuals’ careers and sense of identity. The second part is about time as embedded in collective behaviours and experiences, and in temporal regimes linked to organizational structures. It discusses ways to study such collective patterns and their relationships to management practices, and addresses topics such as sensemaking of dynamic events, rhythmic patterns and their impact on organizational effectiveness, time in industrial relations, and power and temporal hegemony. A third part with a single concluding chapter looks at possibilities for integrating the various approaches and provides suggestions for future research. This book adopts a pluralistic approach, arguing against timeless conceptions in organizational theory and behaviour and instead emphasising the importance of temporal analysis.
Pt. 1. Managing time : people and practices -- pt. 2. Managed by time : structures and regimes -- pt. 3. Combining perspectives.
This twenty-sixth volume of Research in Organizational Behavior presents a set of well-crafted and thoughtful essays on a series of research topics. They range from efforts to redirect the study of leadership, to analyses of interpersonal relationships, to considerations of cross-cultural issues in organizing work, to discussions of institutional and environmental forces on organizational outcomes. Each of these essays includes a thorough review of the relevant literature, and more importantly, pushes that literature forward with new conceptual analysis and theory. In short, these essays continue the spirit of "rigorous eclecticism" that has exemplified the annual publication of ROB. As a collection, this year's set of essays provides a healthy advance for the field of organizational behavior. They are examples of serious scholarship that extend and challenge our current thinking about organizations and the behavior of its participants. Many of these chapters will take their place among the best presented by the Research in Organizational Behavior series. • Revisiting the Meaning of Leadership • When and How Team Leaders Matter • Normal Act of Irrational Trust: Motivated Attributions and the Trust Development Process • Gender Stereotypes and Negotiation Performance: An Examination of Theory and Research • Third-Party Reactions to Employee (Mis)treatment: A Justice Perspective • Subgroup Dynamics in Internationally Distributed Teams: Ethnocentrism or Cross-National Learning? • Protestant Relational Ideology: The Cognitive Underpinnings and Organizational Implications of an American Anomaly • Isomorphism In Reverse: Institutional Theory as an Explanation For Recent Increases in Intraindustry Heterogeneity and Managerial Discretion • The Red Queen: History-Dependent Competition Among Organizations
The notion of paradox dates back to ancient philosophy, yet only recently have scholars started to explore this idea in organizational phenomena. Two decades ago, a handful of provocative theorists urged researchers to take seriously the study of paradox, and thereby deepen our understanding of plurality, tensions, and contradictions in organizational life. Studies of organizational paradox have grown exponentially over the past two decades, canvassing varied phenomena, methods, and levels of analysis. These studies have explored such tensions as today and tomorrow, global integration and local distinctions, collaboration and competition, self and others, mission and markets. Yet even with both the depth and breadth of interest in organizational paradoxes, key issues around definitions and application remain. This handbook seeks to aid, engage, and fuel the expanding interest in organizational paradox. Contributions to this volume depict how paradox studies inform, and are informed, by other theoretical perspectives, while creating a resource that enables scholars to learn about and apply this lens across varied organizational phenomena. The increasing complexity, volatility, and ambiguity in our world continually surfaces paradoxical dynamics. Thus, this handbook offers insights to scholars across organizational theory.
"Identifies dozens of myths, bad models, and unhelpful metaphors, replacing some with twenty-first century research and revealing gaps where research needs to be done ... Links the origins of theories about change to the history of ideas and suggests that the human sciences will provide real breakthroughs in our understanding of people in the twenty-first century ... Change fundamentally involves changing people's minds, yet the most recent research shows that provision of facts may 'strengthen' resistance ... will help you build influence, improve communication, optimize decision making, and sustain change"--Jacket.
Time, temporality, and history are inherently important constructs in process organization studies, yet have struggled to move beyond limited conceptualizations in management theory. This volume draws together emerging strands of interest to adopt a more nuanced approach in understanding the temporal aspects of organizational processes.
Volume 1 of Time and Work includes chapters that address "How Time Impacts Individuals".
This book brings together leading organization scholars and business historians to examine the opportunities and challenges of incorporating historical research into the study of firms and markets.
Time is an essential feature of social and organizational life and part of the deep structure of business activity. Plans, performance, productivity, and pay are all linked to and often measured by time. Yet time is often taken for granted in daily life and the business world. The aim of this book is to bring time into sharper focus and in particular to look at the way time is constructed, made, managed, and used in organizations. The book both provides an overview of some of the key concepts in time — time's arrow, time's cycle, clock time, etc. — and it explores how particular features of the modern world — global time, futures, etc. — extend and change the temporal dimension of organizational activity. Making Time emphasizes the richness of the temporal relations within organizations and the wealth of competing attempts to order and control time in the act of managing. It describes and explains this temporal complexity as it occurs in management, giving full recognition to the way that people create their own sense of time alongside the official temporal apparatus of the clock and diary. The contributors use a variety of management perspectives — strategy, organization theory, decision making, industrial relations, and marketing — and deliberately place the experience of more traditional industrial settings alongside those at the forefront of the 'new economy'. Making Time seeks to spark a debate across the field of management that does justice to the richness of the temporal features of contemporary organizations. The book will be vital reading for those who want to understand the complexities of time in organizations and the modern world, and the challenges it presents for the theoretical and practical spheres of management.
Time is an important concern in organizational science, yet we lack a systematic review of research on time within individual-level studies. Following a brief introduction, we consider conceptual ideas about time and elaborate on why temporal factors are important for micro-organizational studies. Then, in two sections - one devoted to time-related constructs and the other to the experience of time as a within-person phenomenon - we selectively review both theoretical and empirical studies. On the basis of this review, we note which topics have received more or less attention to inform our evaluation of the current state of research on time. Finally, we develop an agenda for future research to help move micro-organizational research to a completely temporal view.