Now showing items 1-20 of 1750

    • Antecedents and consequences of collective psychological ownership

      Giordano, Ana, Paula; Patient, David; Passos, Anna Margarida; Sguera, Francesco (2016)
      The popular and business press has long hailed employee’s “owning” their projects as a key to motivation (e.g., Bullock, 2014), but only in the last twenty years has the phenomenon been more rigorously examined by organizational scholars. Although such work has tended to study ownership feelings at the individual level, recent conceptual work has begun to investigate the importance of feelings of “us” and “ours” with respect to teams and their work output. In their seminal work, Pierce and Jussila (2010) defined Collective Psychological Ownership as a feeling of collective possessiveness and attachment to organizational objects, that can be measured at the individual or group level. In this research, we use several methodologies and three different samples to test the conceptual structure and construct validity of three drivers of CPO proposed by Pierce and Jussila (2010): the extent that the team members have all invested, controlled, and come to know intimately a specific team work product. Results support a three-factor structure (Study 1). Additionally, CPO mediates the relationship between investment, intimate knowledge and positive team outcomes, such as perceptions of effectiveness regarding the team and quit intentions, as well as championing intentions regarding the shared work product (Study 2).
    • How informational injustice leads to exit intentions: Cynicism in highly identified employees

      Patient, David; Sguera, Francesco; Diehl, Marjo-Riitta (2015)
      This research investigates the effect of informational justice in the context of a particularly jarring type of change: downsizing and layoffs. In Study 1 a diverse sample of US employees (N=147) responded to a scenario exercise in which informational justice during a major organizational change was manipulated and cynicism and exit intentions were measured. In Study 2, eighty-seven US employees responded to a scenario exercise in which both informational justice and organizational identification during a major organizational change were manipulated and cynicism and exit intentions were measured. In Study 3, a field survey of 1821 employees in a European organization undergoing a major restructuring which included layoffs, all variables of interest were measured. In all three studies, employee cynicism mediated the positive relationship between informational injustice and exit intention. In Study 2 and Study 3, moderated-mediation analysis was used to show the moderating effect of organizational identification on this mediated relationship. Informational justice mattered more for employees highly identified with their organization, such as they reacted with stronger cynicism to informational injustice. The implications for theory and practice are discussed.
    • Cleaning up the water law of British Columbia: A problemistic approach to rule change

      Schultz, Martin; Jennings, Deveraux; Patient, David (2008)
      The article discusses institutional change caused partly by problems experienced by institutional rules. Three problem-related mechanisms are explored by the authors which include problem attraction, problem recognition, and problem engagement. How this research differs from previous studies on institutional rules is considered. The longitudinal data of water laws in British Columbia, Canada are used to test the authors' models. Why the authors chose to study water laws is explored. The history of the Water Act and the research's hypotheses, variables, and methods are outlined. It was found that institutions are run by internal mechanisms independent from external drivers.
    • Creating value through blockchain technology: A Delphi study

      Schlecht, Laura; Schneider, Sabrina; Buchwald, Arne (2020)
      The blockchain technology has gained increasing attention and awareness in both corporate practice and academia. Both sides expect the technology’s impact on business and society to be fundamental. However, more in-depth insights into how blockchain will disrupt the way businesses create and cap-ture value are limited. In response to the prevalent uncertainty about the future developments caused by blockchain, this study aims at identifying the prospective value creation potentials for organiza-tions. This forecasting study builds on a Delphi approach to derive reliable predictions about block-chain’s future developments by 2030 in the business model context. We specifically discuss how block-chain is likely to influence value creation in the business model context. Based on expert interviews, workshop insights, and prior literature, we developed a meaningful set of 36 projections on the impli-cations of the blockchain’s future developments. Our findings predict that blockchain will mainly cre-ate value by massively increasing efficiency gains, which forms the basis for making entirely new business models feasible. We complement this finding by revealing that blockchain technology will create the most value, not in isolation, but in combination with other technologies. Our research re-duces some of the environmental uncertainty managers face and identify relevant avenues for future research.
    • Learning agility: Learning from the data to move beyond the debate

      Vandenbroucke, Astrid; Buyens, Dirk; De Stobbeleir, Katleen (2019)
    • Organizational Design and Agility: implications for society, business and environment

      Homberg, F.; Herath, D.; Alijani, S.; Worley, C.; Vandenbroucke, Astrid; Giustiniano, L.; Heitmann, S.; Secchi, D. (2019)
    • A comparison of in vitro diagnostic HTA practices in western European countries for inclusion into the benefit basket

      Govaerts, Laurenz; Van Dijck, Walter (2019)
      As the field of health technology assessments pushes towards increasing harmonization and joint assessments, a crucial first step of reaching said goal is the identification of varying practices. Our research highlights these varying HTA practices in western European countries for in vitro diagnostics.
    • Understanding the organizational antecedents of bottom-up un-enacted projects - Towards a conceptual model based on deviance theory

      Buchwald, Arne; Urbach, Nils; Ahlemann, Frederik (2014)
      Un-enacted projects are those projects that have not been officially evaluated by the project portfolio management but do exist although they are not known to a company's project portfolio. As a consequence, resources thought to be available often prove to be actually unavailable and that unofficial initiatives eventually compete for scarce resources. One particular type of these un-enacted projects are bottom-up initiatives. Bottom-up un-enacted projects are unofficial initiatives on which employees spend time without order but with which they intend to benefit their organizations. While previous research highlights the great potential of bottom-up un-enacted projects, they only focus on the individual level but leave the organizational level for further research. To address this research gap, this study aims at gaining a deeper understanding of the organizational drivers of bottom-up un-enacted projects. We draw on deviance theory to develop a conceptual model for explaining the occurrence of these projects. In order to triangulate the emerging model with insights from practice, we use interview data to cross-check and refine the theory-driven model. Our results advance the theoretical discourse on the concept of un-enacted projects and enable practitioners to understand the levers with which to steer respective activities in the intended direction.