Aesthetics of business innovation: experiencing 'internal process' versus 'external jolts'

R. RAMIREZ, N. Arvidsson

Innovation: Management, Policy and Practice

octobre 2005, vol. 7, n°4, pp.373-388

Départements : Management et Ressources Humaines

Mots clés : Business aesthetics, Internal-process, External-jolt, Organisational fit, Managing innovation, Sustainable business cycle, Shell's Gamechanger, Case study, Management implications

This paper summarizes findings of a research project on business innovation. It contrasts two forms of innovation – those of ‘internal process’ and ‘external jolt’. We propose that their deployment depends on how managers responsible for business innovation in large firms feel about, and sense and make sense of innovation. The felt–sensed form of innovation that they find appealing or with which they are comfortable, makes a big difference on what type of innovation process is actually put in place, and is sometimes manifested in the actual business model. Our ambition is to highlight these so-called ‘non-rational’ aspects in innovation decision-making that, we propose, complement – and sometimes shape – rational analyses determining managerial efforts to innovate

An international study of dysfunctional e-mail usage and attitudes among managers


International Journal of Human Resources Development and Management

2005, vol. 5, n°4, pp.425-436

Départements : Management et Ressources Humaines, GREGHEC (CNRS)

Mots clés : Electronic communication, E-mail usage, Media attitudes, Mobile workers, Cross cultural communication, Email, Business communications, Dysfunctional behaviour, Dysfunctional attitudes, Business executives, Large firms, Human resource development, HRD, Customer relationships, Inappropriate use, Online etiquette, Etiquette.

There is a rich body of literature regarding the choice of medium for business communications. Much of this literature seeks to understand the choice and usage of, and attitudes towards, differing media. Theories about the choice of using electronic media range from symbolism, message equivocality, the distance between message partners, the number of message partners, the perceived richness of the media, and the attitudes of message recipients (Trevino et al., 2000). The past few years have seen the choice of electronic media, specifically e-mail, grow enormously. Increasingly, the advantages of e-mail seem to be linked to dysfunctional behaviour and attitudes. This study explores these questions with a survey of 750 European business executives. The survey specifically focuses on identifying dysfunctional usage and attitudes among a cross-section of managers who routinely use e-mail for their work in large firms.

Attitudes towards traditional and non- traditional parents

V.L. Brescoll, E. L. UHLMANN

Psychology of Women Quarterly

2005, vol. 29, pp.436-445

Départements : Management et Ressources Humaines

Three studies investigated attitudes toward traditional parents (stay-at-home mothers and employed fathers) and nontraditional parents (stay-at-home fathers and employed mothers) among adult men and women. Using a between-subjects design, Study 1 found that nontraditional parents were liked significantly less than traditional parents. Participants also believed that stay-at-home fathers were not regarded highly by others. Study 2 replicated these results using a within-subjects design, suggesting that participants felt little compunction about expressing negative attitudes toward nontraditional parents. Study 3 further found that employed mothers were less disliked when described as working out of financial necessity rather than for personal fulfillment. Both male and female participants reported negative evaluations of employed mothers and stay-at-home fathers, suggesting that prescriptive gender role stereotypes represent a consensual ideology shared by men and women.

Constructed criteria: Redefining merit to justify discrimination

E. L. UHLMANN, G.L. Cohen

Psychological Science

juin 2005, vol. 16, n°6, pp.474-480

Départements : Management et Ressources Humaines

This article presents an account of job discrimination according to which people redefine merit in a manner congenial to the idiosyncratic credentials of individual applicants from desired groups. In three studies, participants assigned male and female applicants to gender-stereotypical jobs. However, they did not view male and female applicants as having different strengths and weaknesses. Instead, they redefined the criteria for success at the job as requiring the specific credentials that a candidate of the desired gender happened to have. Commitment to hiring criteria prior to disclosure of the applicant's gender eliminated discrimination, suggesting that bias in the construction of hiring criteria plays a causal role in discrimination

Do normative standards advance our understanding of moral judgment?

D.A. Pizarro, E. L. UHLMANN

Behavioral and Brain Sciences

août 2005, vol. 28, n°4, pp.558-559

Départements : Management et Ressources Humaines

sunstein's review of research on moral heuristics is rich and informative ' even without his central claim that individuals often commit moral errors. we question the value of positing such a normative moral framework for the study of moral judgment. we also propose an alternative standard for evaluating moral judgments ' that of subjective rationality

L'appréciation du personnel et la qualité de la relation managériale à la lumière de la psychanalyse

T. de Swarte, G. TREPO

Gestion 2000

janvier-février 2005, n°1, pp.55-75

Départements : Management et Ressources Humaines

L'entretien d'évaluation annuel du personnel se définit comme une situation duale comportant deux acteurs en présence physique, mais qui est structurée et triangulée par la "loi" organisationnelle. Cette loi implique que pour vivre et se développer, l'organisation doit procéder à une sélection et une régulation des ressources rares, telles que l'emploi, les promotions ou les augmentations de salaires. Des travaux ont été rédigés sur la dimension consciente, objective et instrumentale de l'appréciation du personnel (Trépo et al., 2002) et plus particulièrement sur le dispositif de l'entretien annuel. Mais aucun ne portait sur la dimension inconsciente de l'entretien, tout au plus sur l'implicite de l'entretien.L'hypothèse étudiée ici est que l'implicite des entretiens d'évaluation est lié à la peur de l'évaluation et à l'existence d'éléments inconscients, qui ne seront pas analysés comme tels

Strategic Knowledge Creation: The case of Hamamatsu Photonics

H. Tomae, V. PELTOKORPI, L. Nonaka

International Journal of Technology Management

2005, vol. 30, n°3/4, pp.248-264

Départements : Management et Ressources Humaines

Keywords Plus: RESOURCE-BASED VIEW; FIRM Abstract: Strategic management can be viewed as a mechanistic or an organic process. In the former, strategic formulation is based on environmental analysis. In the latter, managers are advised to frame strategies on the unique inimitable internal resources. While both heuristics are feasible, the ontological and epistemological foundations of strategic management can be elaborated. A knowledge-based view posits that both indigenous and exogenous factors need to be considered in strategy formulation because companies are in a dialectic environmental interaction. The integral components of the knowledge-based strategy are knowledge vision, driving objectives, dialogues, creative routines, and shared context of interaction (Ba). The space-time specific interaction of these components is illustrated in the example of Hamamatsu Photonics, Ltd., a Japanese company that has recently received attention for its production of the large photoelectron cell. Professor Koshiba was awarded the 2002 Nobel Prize in Physics for his research aided by the photoelectron cell

The aesthetics of cooperation


European Management Review

printemps 2005, vol. 2, n°1, pp.28-35

Départements : Management et Ressources Humaines

Mots clés : Aesthetics, Responsibility, Sustainability, Cooperation, Management, Organization, European

This paper proposes that responsibility is better understood as an aesthetic rather than as an ethical construct. It suggests that aesthetics is a distinctively European way of conceptualizing ‘cooperation and responsible management’, but nevertheless finds conditions that will internationalize this conceptualization soon. It also maintains that it is how responsibility is secured that determines whether cooperation is seen as appealing or repulsive. Finding in aesthetics a measure to determine whether managers enable cooperation responsibly, it argues that the aesthetics of managing cooperation responsibly can no longer be ignored

The Transformation of Employment Relations Systems in Central and Eastern Europe

A. DABU, R. Aguilera

Journal of Industrial Relations

mars 2005, vol. 47, n°1, pp.16-42

Départements : Management et Ressources Humaines

During the 1990s, employment relations systems in Central and Eastern Europe experienced a complex, multilevel process of transformation. In the present paper, we discuss the transformation of employment relations systems under the impact of privatization, foreign direct investment, and pressures for the accession to the European Union enlargement at the enterprise, industry, and national levels. We argue that the pattern of embeddedness of employment relations in the former planned economic system, the developmental role of the state during the period of transition and the timing of the changes at a moment of intensified international competition resulted in unique configurations of employment relations in the different Central and Eastern European countries, not necessarily converging towards the incremental adjustments of Western European employment relations