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Samenvatting Artikelen Organization Science
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Voorbeeld 4 van de 37 pagina's
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Voorbeeld van de inhoud
Artikelen Organization SciencesWeek 1
Article 1 - What makes management research interesting and why does it matter?
Most important thing for people is if something is interesting of boring (even before deciding whether it
is true or false!).
Why does being interesting matter?
The researchers believe there are benefits of making research more interesting as long as the core
elements of high-quality research are present. Benefits:
1. Interesting researchers are more influential;
2. Materials that are perceived as interesting produce higher degree of learning;
3. Producing more interesting research may be essential for attracting, motivating and retaining
talented and enthusiastic doctoral students.
In sum, the researchers believe that a combination of interesting research and asking important
research questions increase the visibility and impact of management research.
What makes theoretically based research interesting?
Scholars who wish to influence an audience must “read” that audience in much the same way that the
audience reads a scholarly work.
What makes empirical research interesting?
Perspective one (AMJ)
Counterintuitive (an ‘aha’ moment) challenge current assumptions
Quality of the article
How well it is written
The newness of the theory/ findings
Perceptive two (Brazilian Perspective)
Impact and quality are the most important factors for interesting articles in Brazil.
Perceptive three (media perspective)
Timeliness (is it important for people today?)
Findings are important (and names)
Some topics are always of interest to the media (sex and stock)
Perceptive four (from the auteurs)
It is important that you make an abstract idea of a topic come to life
Article 2 - Workplace surveillance: an overview
This article gives an overview of the current practices, developments, and controversial issues
surrounding surveillance in the workplace i.e. ‘’management’s ability to monitor, record and track
employee performance, behaviours and personal characteristics in real time or as part of a broader
organizational process.’’ The topic has been debated since 1980s. It is acknowledged that the Internet
is largely responsible for an increase in employee monitoring in the last 5 years.
Organizations and surveillance go hand in hand; and workplace surveillance can take social and
technological forms.
Personal data gathering
, Internet and email monitoring
Location tracking, etc.
Discussions of workplace surveillances begins with the idea that surveillance and business within
organizations go hand in hand. You work, your work is monitored because of the hierarchies.
You often see the name supervisor (who is monitoring you)
Henri Fayol was one of the first who come up with the controlling and monitoring being a part of
the task
Controversies arise in three situations: first, when employee monitoring goes beyond what is
reasonable or necessary; second, when they demand exacting and precise information as to how
employees use their time; and third, when the application of monitoring compromises working
practices and negatively affects existing levels of control, autonomy and trust. This makes
understanding resistance to surveillance difficult, when it comes to identifying what is legitimate and
what is not.
Key Developments
There are 3 practices on measuring employees:
● Employee performance
● Behaviours
● Personal characteristics
The first 2 are more an ongoing process and is more likely to take place in real time. The monitoring
of personal characteristics is more likely to occur as a one-off event as a way of controlling access to
the organization. BV PAPI testen bij sollicitaties. The monitoring of personal characteristics is more
pervasive because of the conclusions employers can draw about the lifestyles of their employees, and
this raises questions as to the extent to which employers have a right to use this information.
Important to note is that a ‘function creep’ is how one particular surveillance technique can reveal
more than one kind of information about an employee.
With the rise of team working, peer surveillance (watching one’s colleagues’ performance, behaviours
or characteristics interpersonally), reinforced through social norms and culture, is growing.
Surveillance in the workplace not only produces measurable outcomes in terms of targets met or
service levels delivered, but also produces particular cultures which regulate performance, behaviours
and personal characteristics in a more subtle way.
Surveillance at the workplace is developing in three directions – namely, in the increased use of
personal data, of biometrics (iris scans, electronic fingerprinting etc.) and of covert surveillance
(secret, such as blogs and e-mail surveillance).
Biometrics are now seen by employers as one of the ways in which the identity of employees can be
authenticated, and as a way of managing health and safety in the workplace.
Businesses deploy (electronic) surveillance for three reasons:
● To maintain productivity and monitor resources used by employees
● To protect corporate interests and trade secrets
● To provide evidence in case of a legal dispute.
They thus use it to manage cost, value, quality, and risk.
The issues
Excessive monitoring, however, can be detrimental to employees for a number of reasons – first,
because privacy can be compromised. Second, it can lead to ‘function creep’. The third reason is that
if employees realize their actions and communications are monitored, creative behaviour may be
,reduced if employees are worried about monitoring and judgement. The fourth reason is that exacting
surveillance sends a strong message to employees about the kind of behaviours the employer expects
or values, it can produce ‘anticipatory conformity’ – where employees behave in a docile and
accepting way, and automatically reduce the amount of commitment and motivation they display. Trust
levels are also at risk of being reduced. At last, excessive monitoring can sometimes produce the
behaviours it was designed to prevent.
A further development in worker resistance is the emergence of counter-institutional websites (known
as ‘gripe’ or ‘sucks’ sites) which allow disenfranchised and aggrieved employees and customers to
post about their experiences.
Mediating’ the negative effects of surveillance and monitoring’
It is important that the monitoring is appropriate for the task, if not, there must be an evaluating in
another way
Also look at group/individual
No ‘blanket judgement’ based on figures alone
Open minded supervisory style
Not only monitoring but also coaching
Clearly communicate the monitoring criteria
If employees have a prior level of trust in their supervisors, monitoring is less likely to be stressful.
o Unless!! Is feels like invasive of privicay of unreasonable
Social processes around monitoring
Often powerful cultures are supporting the use of monitoring
The critique on surveillance at work
It has an impact on privacy, ethics and human rights; power and empowerment; and social exclusion.
Conclusion
Workplace surveillance has consequences for employees, affecting employee well-being, work
culture, productivity, creativity and motivation. It is argued that in many ways the normality of
workplace surveillance, and the prevalence of arguments about how to ‘do it better’, make it difficult to
radicalize.
, Week 2
Article 3: Using Paradox to Build Management and Organization Theories
By Marshall Scott Poole and Andrew H. Van De Ven
The way traditional management thinks about paradoxes
Poole and Van de Ven (1989) argue that the traditional management and organizational theorists
are usually trying to build internally consistent theories.
o Meaning that they try to find theories that cover something that people agree on.
The presence of paradoxes (or contradictory assumptions) is often viewed as an indicator of poor
theory building. Thus, they ignore incompatible or inconsistent hypotheses – defined as paradoxes
of the theory – even though these have great potential to enliven current theory and to develop
new insights.
There are 3 definitions of (language based) paradoxes form the basis of the analysis:
● A thought provoking contrast or contradiction
● A rhetorical paradox is a trope that represents an opposition between two terms: ‘’that’s the
youngest old man I never met!’’
● A logical paradox is the case in which we confront two contrary or even contradictory
propositions to which we are led by an apparently sound argument: ‘’I always lie’.
Way of dealing with the paradoxes
Look for theoretical tensions or oppositions and use them to stimulate the development of more
encompassing theories.
This is not a replacement for the traditional way of theory building but more of an extra: by
consciously pursuing all theoretical inconsistencies, the theorist will gain insights from multiple
perspectives.
Paradox
Definition:
The term paradox is important in understanding how to work with these theoretical tensions.
According to Poole and Van de Ven, this term has several layers of meanings, which makes
theoretical paradoxes so interesting. The meaning used in this article is the layman’s term:
interesting tensions, oppositions and contradictions between theories that create conceptual
difficulties.
The types of paradoxes concerned with here are tensions and oppositions between well-founded,
well-reasoned, and well-supported alternative explanations of the same phenomenon. When
juxtaposed, they present a puzzle for the theorist, because each side seems valid, yet they are in
some sense incompatible or hard to reconcile.
Example of paradox in organization theory: the question whether organizations are fundamentally
stable orders, or continuously changing emergent. Organizations are relatively stable, yet when
looked at closely they do not appear stable at all. They are continuously changing, continuously
being produced and renewed by member activities. But: any change is observable only in the
contrast to some stable state. The incorporation of stability and continuous change in the same
theory poses a paradox, because each is defined as the opposite of the other. However:
organization theories about change and stability mainly focus on one concept and not both. If the
two concepts are incorporated in one theory there is always pressure to take one as the primary
term and to subordinate the other. How can both faces of the organizations be encompassed in
the same framework?
Four methods for working with paradoxes
They are illustrated by applying them to the action vs. structure paradox in organizational theory.
1. Opposition
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