https://link.springer.com/content/pdf/10.2307%2F3343168.pdf

Development as Freedom

Social Psychology of Organizations

Individualism and collectivism

What makes organizations so similar? We contend that the engine of rationalization and bureaucratization has moved from the competitive marketplace to the state and the professions. Once a set of organizations emerges as a field, a paradox arises: rational actors make their organizations increasingly similar as they try to change them. We describe three isomorphic processes-coercive, mimetic, and normative—leading to this outcome. We then specify hypotheses about the impact of resource centralization and dependency, goal ambiguity and technical uncertainty, and professionalization and structuration on isomorphic change. Finally, we suggest implications for theories of organizations and social change.

The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields (Chinese Translation)

After virtue, a study in moral theory

Organizational Change

Organizational commitment has been at the centre of studies into individual and organizational performance for several decades. During this time, much has happened to the ways in which organizations behave, including the evolution of new forms of employee relations and new psychological contracts. Against a transformational background for organizations, developments in the ways that commitment is measured have been incremental and arguably detached from the broader context of ‘new deals’ for employees. This paper examines classical approaches to defining and measuring organizational commitment and, in the context of strategic human resource management, argues for its continued importance. Classic approaches, however, are criticized on the basis of diminished utility in light of revised employee–organization linkages. Suggestions for improving the relevance of commitment research to contemporary management research and practice are given.

Organizational commitment: a critique of the construct and measures

Purpose




This paper aims to summarise a new model of authentic leadership derived from research with senior leaders in the UK.




Design/methodology/approach




The model was developed and tested using three independent samples: 140 business leaders, 54 senior military officers with 390 independent raters and 303 business leaders.




Findings




A 15-item, self-report, three-component measure of authentic leadership was obtained from testing across samples. The three components measure an individual’s capacity for self-awareness, self-regulation and ethical behaviour.




Originality/value




The paper contributes to the authentic leadership literature through the creation of a short authentic leadership scale that could be used in leadership research and which simplifies and unifies previous conceptualisations of authentic leadership. The three-pillar model offers guidance to HR practitioners looking to design leadership development interventions.

Authentic leadership: development of a new three pillar model

This paper brings together research into and using the team role model developed by Belbin (1981, 1993a) in an attempt to provide an exhaustive assessment of construct validity in light of the conflicting evidence so far produced. Role theory is used to contextualize the origins of the model. The psychometric properties of the Team Role Self-Perception Inventory used to assess a person's likely behaviour in a team are examined along with 43 empirical studies that have tested theoretical associations between team roles and other cognitive or behavioural traits. While the evidence is mixed, we conclude that, on balance, the model and its accompanying Inventory have adequate convergent validity. However, strong associations between some team roles are observed, indicating weak discriminant validity among some scales in the Inventory. Through its coverage of important areas of teamworking, the paper contributes to the practitioner and research communities by providing fresh insights into aspects of teamworking and by suggesting new research agendas.

https://papers.ssrn.com/sol3/Delivery.cfm/joms_666.pdf?abstractid=955572&mirid=5

Belbin's Team Role Model: Development, Validity and Applications for Team Building*

Organisational approaches to talent management are often concerned with the ways that a small proportion of relatively high-performing employees are identified and managed in relation to the majority. Despite a growing literature on talent management, no papers have provided any guidance on how to evaluate it from an ethical standpoint. After considering what is meant by talent, this paper considers the ethical issues that arise from the operation of talent management programmes. These considerations are then used to create a framework that has the potential to influence the practical design of talent programmes and which may focus further debate into the ethics of talent management.

Stephen Swailes

Papers

Organizational Change

Organizational commitment: a critique of the construct and measures

Authentic leadership: development of a new three pillar model

Belbin's Team Role Model: Development, Validity and Applications for Team Building*

The ethics of talent management