Articles scientifiques

Antecedents of creative decision making in organizational crisis: A team-based simulation

A. SOMMER, C. Pearson

Technological Forecasting and Social Change

octobre 2007, vol. 74, n°8, pp.1234-1251

Départements : Management et Ressources Humaines, GREGHEC (CNRS)

Mots clés : Organizational crisis management, Teams, Decision making, Creativity


Although it has been claimed that the devastation and complexities that characterize an organizational crisis may be addressed most effectively with creative solutions, theoretical and empirical research examining this challenge is scarce. We developed a theoretical model concerning creative decision making during organizational crisis for crisis management teams. To test this theory, we collected data from 191 individuals in 37 teams who participated in multi-hour, multi-phased organizational crisis simulations in the United States and Canada. Using regression analysis, we found that crisis management teams generated a creative decision when they were familiar with solutions, trusted their team members, and had creative intentions. This study supports organizational efforts to leverage education, training and accountability to reinforce creativity in crisis decision making.Keywords: Organizational crisis management; Teams; Decision making; Creativity

I think it, therefore it's true: Effects of self perceived objectivity on hiring discrimination

E. L. UHLMANN, G.L. Cohen

Organizational Behavior and Human Decision Processes

novembre 2007, vol. 104, n°2, pp.207-223

Départements : Management et Ressources Humaines


A sense of personal objectivity may prompt an ''I think it, therefore it's true'' mindset, in which people assume that their ownbeliefs and introspections are, by definition, valid and therefore worthy of being acted on. In the present studies, priming a sense ofpersonal objectivity increased gender discrimination, particularly among decision-makers who endorsed stereotypic beliefs or whohad stereotypic thoughts made cognitively accessible through implicit priming. Implications for discrimination in organizationalcontexts, and for theories of attitude'behavior consistency, are discussed

Intercultural Communications Patterns and Strategics: Nordic Expatriates in Japan

V. PELTOKORPI

International Business Review

février 2007, vol. 16, n°1, pp.68-82

Départements : Management et Ressources Humaines


PERCEIVED EFFECTIVENESS; MANAGERS Abstract: This study provides a Nordic expatriate perspective on intercultural communication patterns and tactics in Japan. Interviews with 30 Nordic expatriates reveal that divergent communication styles, the cultural values of verticality and collectivism, and the lack of shared language have a negative impact on intercultural communication. The interviews reveal that rather than remaining passive bystanders, expatriates adopt various tactics to increase intercultural communication. These include engaging in informal interactions with Japanese employees and managers, sharing and monitoring space, and language training. Implications and suggestions are offered for future research

NTT DoCoMo's Launch of I-mode in the Japanese Mobile Phone Market: A Knowledge Creation Perspective

M. Kodama, I. Nonaka, V. PELTOKORPI

Journal of Management Studies

janvier 2007, vol. 44, n°1

Départements : Management et Ressources Humaines


Keywords Plus: DYNAMIC THEORY; COMMUNITIES; FIRM; MANAGEMENT; INNOVATION; AGENCY Abstract: While innovation and knowledge creation processes and context are interlinked in the real world, scholars frequently ignore or separate context from knowing due to an entrenched sense of ontological and analytical dualism. This paper builds on the organizational knowledge creation theory (Nonaka, 1994) to provide a holistic view of contextual innovation and knowledge creation processes. The phenomenon is demonstrated by a longitudinal case description of i-mode mobile Internet innovation at NTT DoCoMo, a Japanese mobile communications company. This case explains how three key managers created and organized an interlinked system of shared contexts, called ba, that enabled the combination and open flow of diverse knowledge and led to the creation and launch of the i-mode mobile Internet, which unites novel technologies and services. Managerial implications and limitations are discussed.

Organizational Governance in Internal Hybrids: A Case Study of Maekawa Manufacturing Ltd.

V. PELTOKORPI, E. Tsuyuki

Corporate Governance: The International Journal of Effective Board Performance

2007, vol. 7, n°2, pp.123-135

Départements : Management et Ressources Humaines


The purpose of this paper is to examine the ways in which scholars have proposed organizational forms combining elements of markets and hierarchies. These hybrid forms are based on networked connections and bottom-up entrepreneurship, fostering knowledge sharing among semi-independent units. Despite their suitability to knowledge-intensive companies, scholars are divided on their views on governance in internal hybrids. While knowledge management scholars emphasize soft community-like dimensions, organizational economists seek to reduce opportunism through hard hierarchical governance. Because these views act as complementaries, this paper synthesizes them to present organizational governance in internal hybrids. Design/methodology/approach - A case study with 56 interviews describes the functioning of soft and hard governance mechanisms in the Japanese company Maekawa Manufacturing Ltd. Findings - The case study indicates that soft and hard governance mechanisms work in complementary ways in a successfully implemented internal hybrid. Practical implications - Internal hybrids tend to function most efficiently with a mix of soft knowledge management practices and hard control devices. Originality/value - Instead of taking an "either/or" perspective, this paper seeks to synthesize contrasting views of knowledge management and organizational economics*ORGANIZATIONAL behavior*MARKETS*ENTREPRENEURSHIP*BUSINESS networks*CORPORATE governance*KNOWLEDGE management

Contacts  

Département Management et Ressources Humaines

Campus HEC Paris
1, rue de la Libération
78351 Jouy-en-Josas cedex
France

Faculté  

Philippe GAUD

Management et Ressources Humaines

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