Matching Items (3)

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Towards the Development of a Normative Theory of Organizational Learning

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In this paper, I examine three areas of the organizational learning (OL) field where consensus has yet to develop. Ultimately, I proceed to develop the foundation for a normative theory

In this paper, I examine three areas of the organizational learning (OL) field where consensus has yet to develop. Ultimately, I proceed to develop the foundation for a normative theory of OL predicated on measuring/depicting the knowledge stock, organizational learning, and meta-learning through algebraic functions coupled with consideration of experimentation and meta-experimentation. This OL framework is then used to predict organizational performance and returns from learning while presenting additional areas of integration between the proposed framework and eventual application within organizations.

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Created

Date Created
  • 2021-05

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Working For the Same Purpose and Yet Against Each Other: The Process of Identity Network Enactment in a Surgical System

Description

Individuals have multiple identities, and several of them may be simultaneously driving enacted behavior in a given context. Scholars have suggested that intrapersonal identity networks – the combination of identities,

Individuals have multiple identities, and several of them may be simultaneously driving enacted behavior in a given context. Scholars have suggested that intrapersonal identity networks – the combination of identities, relationships between identities, and identity characteristics – influence enactment. However, very little is known about the process by which several components of one’s identity network result in a single stream of enactment. This is important because different factors (e.g., leader actions) may impact this process and, in turn, change the way people act in organizations and interpret the actions of others. I examined a healthcare system designed to surgically treat cancer patients. Taking an inductive interpretivist approach, and using grounded theory methodology, I developed a process model of intrapersonal identity network enactment that also takes into account interpretations of other system members’ enactment. My findings contribute to the social identity literature by suggesting that a common, highly central identity is not enough to align behavior in organizations. Instead individuals may enact a common “higher-order” identity in combination with the rest of their identity network in ways that actually work against each other, even as they genuinely work toward the same purpose. I also extend the literature on multiple identities by explicating a process by which four different identities, and four characteristics of each identity, foster enactment toward the surgical system. Finally, I show how one’s intrapersonal identity network influences how they interpret the enacted behavior of others. In doing so, I extend the identity threat and opportunity literature by showing how one person’s identity threat is another’s identity opportunity, even when they share a common higher-order identity. In short, my study shows how individuals can work against each other, even when they are genuinely working toward the same purpose.

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Created

Date Created
  • 2020

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The People's Choice: Exploring the Role of Collective Leader Endorsement in Dynamic Leadership Relationships

Description

Grounded in the relational view of leadership, this dissertation explores the dynamics of the leader/follower relationship in the context of a collective using a social networks approach. Specifically, I build

Grounded in the relational view of leadership, this dissertation explores the dynamics of the leader/follower relationship in the context of a collective using a social networks approach. Specifically, I build on DeRue and Ashford’s (2010) work that focuses on dynamic, socially constructed leadership relationships within a dyad to focus on such relationships within a collective. In doing so, I conceptualize collective leader endorsement – receiving a grant of leader identity from a collective of followers – and examine the implications of collective leader endorsement. As a dynamic relationship, collective leader endorsement can change as individuals give and receive grants of leader identity. I draw on relational models of leadership theory and appraisal theory to examine how contextual situations (i.e., identity jolts) prompt change in collective leader endorsement at the network level and how such change can influence individual functioning at the individual level. As a socially constructed relationship, collective leader endorsement creates the potential for disagreement among members of the collective regarding grants of leader identity. I draw on social comparison theory and appraisal theory to suggest that agreement (or lack thereof) can influence the individual’s perceived demands and overall functioning within the collective. Using data from 106 individuals on a collegiate football team in the United States over 12 consecutive weeks, I find significant changes in collective leader endorsement and the associated leadership network over the course of the season. Specifically, I find that challenging situations prompted a reevaluation of leader identities and shifted the patterns within the leadership network. In addition, change in an individual’s level of collective leader endorsement prompted additional perceived demands and lowered well-being. This relationship was attenuated if the individual had a supportive coach to help him cope with additional leadership demands. Finally, (lack of) agreement regarding the individual’s leader identity also influenced the individual’s well-being. Specifically, the individual experienced enhanced perceived demands (and associated lower well-being) if the individual’s perception of who should receive grants of leader identity was incongruent with the collective’s perception of collective leader endorsement.

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Agent

Created

Date Created
  • 2018