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Organizational Value (organizational + value)
Selected AbstractsExploring the Gaps between Meanings and Practices of Gender Equity in a Sport OrganizationGENDER, WORK & ORGANISATION, Issue 3 2007Larena Hoeber This article analyses the explanations organizational members used to make sense of the meanings and practices of gender equity. Studying gender equity as an organizational value provided a way of understanding how gender inequity is perpetuated and embedded in the culture of an organization. This study was informed by post-structuralist feminist theory as it provided a lens for understanding and critiquing the local meanings and production of gendered knowledge, and encouraged discussion of transforming meanings and practices. This study was situated in a Canadian university athletic department in which gender equity was an espoused organizational value, but gender inequities were evident. Data were collected from in-depth interviews with administrators, coaches and athletes, observations of practices and competitions, and the analysis of relevant documents. These data were coded and categorized using Atlas.ti. Respondents' explanations for the gap between what was espoused and what was enacted centred on two dominant, but contradictory, themes: a denial of gender inequities and a rationalization of gender inequities. These themes suggested respondents often understood inequities as expected, natural, or normal. [source] UNEQUAL ATTENDANCE: THE RELATIONSHIPS BETWEEN RACE, ORGANIZATIONAL DIVERSITY CUES, AND ABSENTEEISMPERSONNEL PSYCHOLOGY, Issue 4 2007DEREK R. AVERY Although prior evidence has demonstrated racial differences in employee absenteeism, no existing research explains this phenomenon. The present study examined the roles of 2 diversity cues related to workplace support,perceived organizational value of diversity and supervisor,subordinate racial/ethnic similarity,in explicating this demographic difference among 659 Black, White, and Hispanic employees of U.S. companies. Blacks reported significantly more absences than their White counterparts, but this difference was significantly more pronounced when employees believed their organizations placed little value on diversity. Moreover, in a form of expectancy violation, the Black,White difference was significant only when employees had racially similar supervisors (and thus would expect their companies to value diversity) and perceived that the organization placed little value on diversity. [source] Modeling the knowledge perspective of IT projectsPROJECT MANAGEMENT JOURNAL, Issue S1 2008Blaize Horner Reich Abstract Information technology (IT) projects are often viewed as arenas in which action is paramount, and tasks, budgets, people, and schedules need to be managed and controlled to achieve expected results. This perspective is useful because it encourages the project manager to scope work, manage time and budget, and monitor progress. Another perspective views a project as a place where learning and knowledge is paramount. In this view, projects are seen as a conduit for knowledge, which enters through people, methodologies, and prior learning. During the project, knowledge must be transferred, integrated, created, and exploited to create new organizational value. Knowledge is created, and knowledge can be lost. Within an IT project, this focus on knowledge yields new insights, because IT projects are primarily knowledge work. From this perspective, the project manager's primary task is to combine multiple sources of knowledge about technologies and business processes to create organizational value. These and other views of the IT project are complementary. However, this article focuses only on the knowledge perspective, leaving aside other views. This article is designed to bring together the empirical literature, which has investigated the impact of knowledge perspectives on IT project performance, and to suggest a temporal model of this perspective. In the first part of this article, we consider the knowledge-based view of an IT project and suggest definitions and a typology of knowledge. Then the knowledge risks model (Reich, 2007) is used as a framework within which to collect and examine the empirical data that support the knowledge-based view of an IT project. In the third part of this article, the problem of modeling knowledge and learning within IT projects is addressed. The study begins with the Temporal Model of IT Project Performance (Gemino, Reich, & Sauer, 2008) and discusses evidence that its knowledge-based constructs and subconstructs are influential with respect to project performance. The article ends by proposing a temporal model of the knowledge perspective of an IT project. There are five constructs in this model: knowledge resources, knowledge creation, knowledge loss, project performance, and learning. The content of these constructs and their expected interaction is discussed. Although this stream of work is at its early stages, hopefully it will convince researchers that further investigation into knowledge and learning within projects is warranted because it has the potential to impact both the theory and performance of IT projects. [source] Interdisciplinary team leadership: a revisionist approach for an old problem?JOURNAL OF NURSING MANAGEMENT, Issue 6 2003Antoinette McCallin BA, MA (Hons) Understanding of interdisciplinary teamwork is evolving. During health care restructuring, leaders across organizations have challenging responsibilities when work groups must integrate changing organizational values with new modes of service delivery. In this environment, a well-functioning interdisciplinary team in which clinicians work as member-leaders has the potential to further organizational change and foster improvements in patient outcomes. In this paper it is argued that the term interdisciplinary team leadership should be embraced cautiously as it may be a revisionist approach to an old problem, namely a means to modify existing theories of leadership that have been vague and continue to be poorly understood despite considerable effort to explicate knowledge over several decades. Preliminary research suggests that interdisciplinary team leadership is a model of shared leadership that requires more development if it is to become the cornerstone of interdisciplinary team practice in a radically reforming health sector. Stewardship is proposed as a potential philosophy for interdisciplinary team leadership, and a new, shared leadership role of practice leader is suggested. [source] Relative importance of stakeholders: analysing speech acts in a layoffJOURNAL OF ORGANIZATIONAL BEHAVIOR, Issue 7 2002Wendy L. Guild Grounded in a participant observation study of a ski resort, this paper explores the (re)production of legitimate discourses through speech acts pertaining to an organizational event, a layoff. Manager's justifications and employees' reactions and critiques put sanctioned discourses into play. And while the stated organizational values include shareholder, customer, and employee concerns, the relative importance of these stakeholders is only made clear through the conversation of the speech acts and their reception. The shape of the conversation, in locution, illocution and perlocution, shifts the relations between managers and the employees and creates longer term consequences for the organization. This focus on language use serves as a micro-foundation for the study of legitimation processes and its consequences within organizations. Copyright © 2002 John Wiley & Sons, Ltd. [source] |