Guide The effect of managerial experiences on strategic sensemaking

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View Larger Image. Ask Seller a Question. Title: The Effect of Managerial Experiences on Daniel Kauer studies the effects of managerial experiences on the strategic sensemaking of top management teams. He shows that it is very important to distinguish between the depth and breadth of managerial experience, as these discrete dimensions have different effects on strategic sensemaking on the individual as well as on the organizational level. While diversity represents a team? Therefore, the author also analyzes decisive interaction factors and describes how teams can best leverage their members?

In order to survive in increasing environmental turbulence and uncertainty in the business context, organizations have to reconsider and revise their strategies frequently. But not all of them manage to detect and interpret environmental changes and, if necessary, react adequately.

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Based on 50 interviews with top managers, Daniel Kauer studies the effects of managerial experiences on the strategic sensemaking of top management teams. Visit Seller's Storefront. Standard and expedited shipping options include shipping and handling costs. Books should arrive within business days for expedited shipping, and business days for standard shipping. Standard shipping can on occasion take up to 30 days for delivery.

List this Seller's Books. In this article, we have drawn on a quantitative methodology to understand how this unique journal has been built over its 20 years of existence. By drawing on our results, we point to two key challenges that M n gement may face in the years to come: how to foster a more consistent thematic identity and strengthen its international authorship. In this essay, we take a pragmatist approach to tentatively detail the main features of the environment of the organization introduced by business model thinking.

We advance that adopting a business model perspective does not mean that the environment is neglected in the strategy process. However, the environment is not considered as deterministic, and the organization does not have to fit with it or to try to change it. Through a pragmatist lens, the business model is conceived as performing the ecosystem of an organization within a broader environment. Therefore, we argue that the business model selects the relevant competitive landscape.

This view has three main consequences.

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First, the environment is not the same for every organization in a given industry and the traditional concepts of strategy entry barriers, competition intensity, bargaining power with suppliers or customers… should be applied after the choice of business model has been made and not ex ante at the industry level. Second, the ability to implement a business model relies essentially on the negotiations and interactions with the stakeholders selected through the choice or design of the business model.

Third, business models and ecosystems are not static but co-evolve. Once defined, ecosystems progressively constrain the business models. But ecosystems also change through mutual interaction and therefore offer new opportunities for the evolution of the business models. In this paper, we propose to approach performativity and processuality as mindsets. We suggest that researchers interested by or pursuing performative studies should recognize more explicitly the inherent processuality of performativity.

After offering broad overviews on performativity and process thinking, we highlight that both mindsets rest on a similar view of reality as processual, and both share a strong commitment to qualitative empirical work. In spite of the differences that exist between the two mindsets—such as their treatment of agency, the place of socio-materiality and their approach to continuity and change—we contend that acknowledging and engaging more directly with processuality benefits performative studies, as it helps these studies to deal with some of the challenges they often face.

In doing so, performative studies could refine their analyses of managerial and organizational phenomena and would also increase their contribution to our field. Management innovations have attracted considerable attention from both organizational scholars and management practitioners. However, there is a growing disillusionment with managerialist approaches that present management innovations as best practices that should be implemented straightforwardly, for the better. In this context, the Foucauldian perspective on management innovations appears as a valuable critical alternative that still deserves to be discussed and extended.

In this paper, we offer a rereading of this perspective by rendering the debates raised by Foucauldian studies on management innovations and by providing what appear to us as promising research avenues. Specifically, we propose several directions for further investigating from a Foucauldian lens the new generation of management innovations that are emerging in organizational settings. We also call Foucauldian disciples to adopt a critical performative stance by taking action on the field. We suggest, however, that due to the many conflicting demands on their work and to their public role, where direct expressions of innerness are deemed inappropriate, Chief executive officers CEOs cannot be authentic in the strict sense of the word.

To lift the veil concealing authentic leadership, we look into the role of humor in CEO work through a series of conversations with CEOs of large companies in different industries. We contest the popular notion of authenticity in CEO work. We argue that when authenticity is pursued for strategic or instrumental reasons, its very nature will probably frustrate any efforts to be genuine. In this light, the current quest for authentic leadership can be viewed as a diversion from the difficult work carried out by CEOs rather than a reflection of it.

While in recent decades the social and business sectors have evolved on fairly separate tracks, today companies are increasingly expected to generate social value in addition to profit. As a result, they also increasingly face the distinct challenge of pursuing social and financial goals at the same time. Social enterprises have a great deal of experience dealing with this challenge, as hybrid organizations that combine aspects of typical businesses undertaking commercial activity and not-for-profit organizations pursuing a social mission.

In this essay, I discuss my research, as well as that of others, on social enterprises, with the objective of tracing my perspective on the current state of knowledge regarding social enterprises and their capacity to pursue joint social and financial goals over time. I start by discussing how exposure to diverse organizational contexts and gender affect the founding of social enterprises, before presenting the distinct tensions of hybrid organizing and how social enterprises overcome them.

In doing so, I suggest that we consider these challenges in terms of internal and external pressures related to both identity and resources. Building on existing research, I then identify four pillars that seem to play a critical role in enabling organizations to pursue joint social and financial goals over time—specifically, how organizations set goals, structure activities, select members and socialize those members. In my own research, I see that these four pillars both shape and are shaped by the culture of the organization.

While they might configure these organizational elements differently, I observed that the organizations able to pursue both social and financial goals over time seem to share a commonality: they maintain a hybrid organizational culture that holds and balances tensions between creating social and economic value.

Online The Effect Of Managerial Experiences On Strategic Sensemaking 2008

In conclusion, I discuss areas for future research on the joint pursuit of financial and social goals in organizations. This article investigates how employees respond to hybrid organizing, that is, organizational settings that are characterized by multiple institutional logics. Our empirical setting is that of a French energy corporation that engages in research partnerships with multiple public and private actors to further energy transition. Their hybrid organizing is informed by a logic of science and a logic of market, which tend to conflict with one another.

Our findings suggest that three types of capital—scientific, social and cultural—shape individual responses to multiple logics. In addition, we found that individuals gain capital from three elements of their structural position: a their professional training, b the type of organizational position they occupy, and c the length and the variety of their work experience in a hybrid organizational setting.

These insights shed new light on how individuals respond to multiple logics, insight that can be useful for addressing the tensions that arise in hybrid organizing and that impact on organizational performance. When and where do social innovations emerge? We address this question using comparative and historical analyses of organizing for palliative care in India.

Although palliative care made in-roads into different parts of India in the s, it evolved as a vibrant sector only in the state of Kerala, through a novel community-based approach. By examining historical and social conditions, we reveal how poisedness, and particularly political poisedness, of time and place manifests in the genesis and propagation of a social innovation.

We contribute to the literature on macro-foundations of social innovations by illustrating how an array of organizations and individuals create the very conditions of poisedness that are thereafter leveraged by institutional actors for the construction of novelty and propagation. Moreover, we specify the conditions of poisedness that are conducive to propagation, thereby contributing to conversations on distinct phases of emergence. To do so, I return to the phenomenology of Martin Heidegger who fashioned the frame from which Schatzki has sought to theorize and locate the way he married his sociology of practice to it.

This essay aims to encourage researchers to use visuals related to organizational life as an empirical material per se. Through an overview of visual analysis in management research, we underline methodological stakes to show how they matter in the main current theoretical frameworks. Without being exhaustive, we encourage researchers to develop visual analyses as they provide significant knowledge on multiple phenomena at the individual, organizational and, more globally, macro levels.

Furthermore, we consider that with the rise of digital technologies the analysis and publication of this type of empirical research has become more achievable.

Online The Effect Of Managerial Experiences On Strategic Sensemaking

Scent permeates all organizations and multiple dimensions of organizational life—yet it has been largely neglected in organization studies. This is unfortunate as scent is both a constitutive component of social reality and a distinct semiotic mode of constructing and conveying cultural meaning. It impacts, among many other things, the identity and image of organizations as well as institutionalized practices on the individual, organizational and field level. In order to firmly establish scent on our research agenda, this article introduces three novel concepts and, subsequently, highlights fertile areas for future research: institutional scent repertoire, organizational scent identity and scent literacy.

I argue that our academic work is becoming increasingly normalized through the gatekeeping activities of journal editors, funding bodies, ranking systems and so on. This is resulting in a narrowing of scholarship: of methods, of theorizing and of ways in which we write our accounts. I suggest that one way of addressing the situation is to build a more pluralistic scholarship of possibilities, one that requires us to humanify ourselves and others. Reflecting on the twenty years that have elapsed since the launch of M n gement, I highlight some changes in the world of organizations, the world of organizational research, and the world of academic publications.

I argue that, although notable changes have occurred in all three domains, how we do and assess research can still follow long-established canons. In particular, I suggest with Bourdieu that it all rests on reading statistics on pyjamas while thinking of Kant. Agentic attributes are stereotypically masculine while communal attributes are stereotypically feminine. Using a sample of employees and their 65 immediate supervisors from French organizations, the results of multilevel structural equation modeling suggest that female leaders who self-describe as highly communal are perceived by followers as more transformational than male leaders.

Our findings develop role congruity theory by demonstrating the influence of gendered stereotypes not only for female but also male leaders. Research on organizational injustice has recently begun to endeavor to understand the conditions in which a witness who is not directly affected by such a situation can be encouraged to react.

This article contributes to this emerging and mainly theoretical literature by empirically testing the influence of three witness characteristics: one instrumental just world belief , one moral cynical hostility and one relational personal experience of injustice. Using a synthesis of the three theoretical explanations currently available and an experiment involving employees and how they attribute responsibility for an act of denigration in the workplace, we reveal the intra-psychic and inter-group conditions in which the predisposition of the witness to offer help to the person responsible for the act, if needed, is weak.

Online The Effect Of Managerial Experiences On Strategic Sensemaking

The findings alert managers to the dangers for the smooth running of the organization of allowing a climate of denigration to develop. Remaining in the same job or with the same employer for a long time, or even an entire career, is not viewed favorably in the dominant managerial discourse. Yet this is the reality for many employees in Europe. What are the mechanisms used by employees to assume this stability in the face of career norms that favor mobility?

What is new in this research, with regard to the existing literature, is that it explains the career stability of employees in terms of identification mechanisms, in particular identification with the content of their work. Several results were obtained using the coding method to process the data collected in an association operating in the social sector. We began by distinguishing between four modalities of work content identification: normative, cognitive, emotive and performative.

We went on to highlight two effects of work identification: the free will of agents, made possible by the argumentative resources they provide, and dependence on their work through the integration of structural constraints. The results support and extend recent work on apologies, suggesting that ethical leaders suffer more than unethical leaders from extra-role sex scandals, and that meaningful apologies are effective for personal responsibility but not for violations involving an official abuse of power.

In his seminal publication, March illustrates the continuum conception of exploration and exploitation by an organizational learning metaphor. Exploration involves allocating resources to experimentation. Exploitation involves doing known things better and focusing on execution. Collective human capital CHC is constituted by the aggregate beliefs of members, some of which are correctly aligned with respect to an objective external reality while others are neutral or misaligned.

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Organizational knowledge—constituting the validated knowledge in an organization—resides in the databases, rules, forms, norms, operating procedures and other artifacts in an organization. Instead, the level of CHC determines whether it is rewarding to focus on exploration or exploitation. Thus, the formal model supports managerial intentionality towards exploratory and exploitative innovation through appropriate choice of the level of CHC.

Papers may engage in a poetic, controversial, academic, auto-ethnographical, or fictional style but all share strong ideas around the question of academia, gender and organizing. We want to offer more conversations, interpretations, arguments, even disputes. The Interpreters is a nexus where academics invite colleagues and friends to analyze and discuss freely an argument, raw data, cases, qualitative materials. Research in management and organization may only gain by being inspired from arts, culture and humanities in order to rethink practices but also to nourish its own perspectives.