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Journal of Organizational Change Management

Опубликовано на портале: 19-09-2003
John O. Ogbor Journal of Organizational Change Management. 2001.  Vol. 14. No. 6. P. 590-608. 
Based on critical theory and dialectical thought, discusses and outlines a framework for understanding corporate culture as corporate hegemony. First, offers the relevance of critical theory to the study of corporate culture as a managerial praxis and organizational discourse. Second, examines three aspects of the dialectics of corporate culture: the dialectical tensions between corporate and individual identity; the conflicting pressure for uniformity and diversity; and the dialectics of empowerment and disempowerment. Third, discusses the mechanisms for the hegemonic perpetuation of corporate culture by researchers and practitioners and for resisting a critical stance in the discourse of corporate culture. Fourth, and finally, the article examines possible ways for overcoming the problem of cultural hegemony in organization theory and praxis.
ресурс содержит гиперссылку на сайт, на котором можно найти дополнительную информацию
Опубликовано на портале: 03-10-2003
John O. Ogbor Journal of Organizational Change Management. 2001.  Vol. 14. No. 6. P. 590 - 608 . 
Based on critical theory and dialectical thought, discusses and outlines a framework for understanding corporate culture as corporate hegemony. First, offers the relevance of critical theory to the study of corporate culture as a managerial praxis and organizational discourse. Second, examines three aspects of the dialectics of corporate culture: the dialectical tensions between corporate and individual identity; the conflicting pressure for uniformity and diversity; and the dialectics of empowerment and disempowerment. Third, discusses the mechanisms for the hegemonic perpetuation of corporate culture by researchers and practitioners and for resisting a critical stance in the discourse of corporate culture. Fourth, and finally, the article examines possible ways for overcoming the problem of cultural hegemony in organization theory and praxis.
ресурс содержит гиперссылку на сайт, на котором можно найти дополнительную информацию
Опубликовано на портале: 26-11-2008
Tara J. Fenwick Journal of Organizational Change Management. 2007.  Vol. 20. No. 4. P. 509-524. 
Purpose - This paper seeks to examine the identities and subjectivities of independent knowledge workers who contract their services to organizations. Two questions are addressed: who are these enterprising knowledge workers, in terms of how they understand and position themselves relative to organizational structures, practices and social relations in their work as '' inside outsiders ''? How do they recognize their own constitution, and what spaces for agency are possible? Design/methodology/approach - The discussion draws upon a qualitative study of 18 self-employed consultants in organizational change, analysing their articulations as ongoing constitutions within prescribed discourses and cultural technologies. Semi-structured in-depth interviews were analysed inductively to determine themes and silences among the narratives. Findings - The argument shows how these subjectivities emerge from in-between spaces, both inside and outside organizations. As they negotiate these spaces, they exercise agency by resisting control while building connections. These articulations are described as '' network identities ''. Originality/value - The paper concludes with implications for organizations employing or contracting with such individuals. Suggestions for managers involve enabling more project structures, negotiating boundaries and purposes more clearly, providing more flexible conditions and facilitating more integration of these knowledge workers with other employees before, during and following innovative project activity.
ресурс содержит гиперссылку на сайт, на котором можно найти дополнительную информацию
Опубликовано на портале: 17-09-2004
Joseph A. Belizzi, Ronald W. Hasty Journal of Organizational Change Management. 2000.  Vol. 13. No. 5.
Presents the idea that the "Aubry" law context, which concerns the reorganization of working time, constitutes an encouragement to decentralize the collective negotiation. Introduced in June 1998, this mechanism represents an opportunity to observe innovative negotiation modes and the construct of organizations' models. These models aim to associate the principles of Taylorism with the increasing need for flexibility. Through negotiation cases, the authors observe the manner in which the social partners build satisfactory compromises regarding work and the organization of working time. Such processes show the ability of employees to participate in organizational constructs and their creativity. The empirical observations illustrate the debate on the renewal of the Taylorian approach for organizations. Historically, in France, the action of trade union organizations has been deeply rooted in the protest against the Taylorian model; today the union movement constitutes, in our understanding, one phase of professional relations in the reshaping process of the Taylorian model of organization.
ресурс содержит гиперссылку на сайт, на котором можно найти дополнительную информацию
Опубликовано на портале: 18-09-2003
Dianne S. Lewis Journal of Organizational Change Management. 1994.  Vol. 7. No. 5. P. 41 - 55 . 
Describes one aspect of a longitudinal case study conducted in an Australian college of advanced education undergoing transformation to a university and explores the relationship between the espoused and observed reaction by staff to the changes, their actual behaviour, and the performance of the organization. Findings from the research did not vindicate the assumption in the culture literature that organizational culture has a direct and predictable effect on organizational performance, as the organization performed very well according to stakeholders' criteria, in spite of widespread opposition at both grass roots and middle management levels during a period of forced, rapid change. Qualitative evidence is given of the very negative reactions to the forced behaviour changes, while quantitative evidence is given of the level of performance achieved by the organization during the same period. The conclusion is drawn that, on an organization-wide scale, whole patterns of staff behaviour may be changed without a corresponding positive change in values or assumptions.
ресурс содержит гиперссылку на сайт, на котором можно найти дополнительную информацию