Green Tape: A Theory of Effective Organizational Rules

Camber (curvature) development during cofiring a two-layered structure of Ag film/low-dielectric-constant, low-temperature cofired ceramic (LTCC) green tape has been investigated. At a given thickness of Ag film, both the camber and camber rate decrease linearly with increasing the square thickness of LTCC. Densification mismatch between Ag and LTCC is attributed to be the root cause for the camber generation during cofiring. Mathematical analysis is made to theoretically describe the camber development, and the results show a fairly good agreement with experimental observations.

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Shadow organizing: a metaphor to explore organizing as intra-relating

Qualitative Research in Organizations and Management An International Journal ◽

10.1108/qrom-06-2016-1385 ◽

2017 ◽

Vol 12 (1) ◽

pp. 2-17 ◽

Cited By ~ 5

Author(s):

Silvia Gherardi ◽

Karen Jensen ◽

Monika Nerland

Keyword(s):

Evidence Based Medicine ◽

Design Methodology ◽

Frame Of Reference ◽

Evidence Based ◽

Grey Zone ◽

Secret Societies ◽

Content Type ◽

Metaphorical Thinking ◽

Organizational Rules ◽

Based Medicine

Purpose The purpose of this paper is to conceive “organizing” as an indeterminate process taking place in the interstices of intra-acting elements, beyond visible/rational/intentional organizing. The term intra-activity refers to relationships between multiple elements (human and more-than-human) that are understood not to have clear or distinct boundaries. The paper aims at reframing organizing, as the effect of multiple intra-acting elements, by introducing the metaphor of shadow organizing. It offers examples as diverse as knowledge spillover, evidence-based medicine and improvisation, and the mafia’s organizational rules. Design/methodology/approach The frame of reference is metaphorical theorization, based on the metaphor of shadow organizing, and is explored through three metonymies: the forest and its sheltered spaces in penumbra; the shadow as a grey zone between canonical and non-canonical practices; and secret societies, hidden in the shadow. The shadow is the symbol of what is “betwixt and between.” Findings Shadow organizing focuses on the way that situated elements (people, technologies, knowledge, infrastructures, society) intra-relate and acquire agency. Whilst organizing as the effect of intentional coordination, planning, and strategizing represents a well-established theorization, shadow organizing sheds light on what happen in the interstices of intentional and structured processes. The paper identifies the dimensions of shadow organizing as performativity, liminality, and secrecy. Originality/value The passage from elements in interaction to intra-acting relations that form elements is a challenge both for theory and methodology. To face this challenge, metaphorical thinking proves useful since it enhances scholars’ imaginations and emotional participation.

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Fear in Bureaucracy: Comparing Public and Private Sector Workers’ Expectations of Punishment

Administration & Society ◽

10.1177/0095399718783647 ◽

2018 ◽

Vol 52 (2) ◽

pp. 233-264 ◽

Cited By ~ 2

Author(s):

Jiwon Jung ◽

Barry Bozeman ◽

Monica Gaughan

Keyword(s):

Regression Models ◽

Robust Regression ◽

Risk Propensity ◽

Government Employees ◽

Public And Private ◽

Different Types ◽

Major Predictor ◽

New Ideas ◽

Public And Private Sector ◽

Organizational Rules

When employees fear punishment for taking initiative, organizations are likely to be less effective and, equally important, such fear extracts a human toll, often contributing to a variety of manifestations of unhappiness including diminished health. We focus on two different types of fears of punishment, fear of being punished for presenting new ideas and for bending organizational rules. Employing Mechanical Turk crowdsourcing data from 1,189 participants in the 2015 survey of National Administrative Studies Project Citizen, we test hypotheses about possible differences in fear of punishment according to sector (government vs. business), general risk propensity, views about coworkers, job clarity, gender, and whether respondents are members of an underrepresented racial or ethnic minority. Using nested robust regression models, we find that the two different types of fear of punishment are predicted by different variables. Sector has no bearing on fear of punishment for presenting new ideas but is a major predictor of differences in fear of bending the rules, with government employees being more fearful. While gender has no significant effects, being a racial minority is closely related to fear of presenting new ideas. Having a negative view of one’s fellow workers, particularly one’s supervisor, is associated with greater fear of punishment from both rule bending and presenting new ideas. Those with a clear organization mission and job clarity are less likely to be afraid of punishment for proposing innovative ideas but not necessarily for bending rules. We suggest that the results have implications for managerial practice and human resource reform.

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Building innovation capabilities through human resources practices

Strategic HR Review ◽

10.1108/shr-05-2021-0021 ◽

2021 ◽

Vol ahead-of-print (ahead-of-print) ◽

Author(s):

Frank Lattuch

Keyword(s):

Human Resources ◽

Problem Definition ◽

Monetary Incentives ◽

Strategic Partner ◽

Content Type ◽

High Performing ◽

Product Innovations ◽

Support Mechanisms ◽

Organizational Rules ◽

Rate Of Success

Purpose Considering the distressingly low rate of success in introducing radical new products, the purpose of this paper is to reinforce the importance of taking human resources beyond administrative activity leading to stronger innovation performance and the greater use of its people. In particular, this paper highlights three persistent fallacies in human resource practices: need for creativity; efficiency of bottom-up efforts; and monetary incentives for product innovations and to learn from innovative organizations about how to deal with these fallacies. Design/methodology/approach This paper details the correlation between culture, confidence, support mechanisms through HR, and innovation by reviewing innovation cases in high-performing organizations. Findings Problem definition, pragmatism and leadership represent critical innovation determinants. As a strategic partner HR can offer support to tackle the three described fallacies of product innovations. Originality/value This paper suggests a practical means for helping HR professionals to better understand how some simple organizational rules can effectively build innovation capabilities.

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The joint impact of servant leadership and team-based HRM practices on team expediency: the mediating role of team reflexivity

Personnel Review ◽

10.1108/pr-07-2020-0506 ◽

2021 ◽

Vol ahead-of-print (ahead-of-print) ◽

Author(s):

Shuang Ren ◽

Zhining Wang ◽

Ngan Thuy Collins

Keyword(s):

Servant Leadership ◽

Deviant Behavior ◽

Empirical Support ◽

Theory And Practice ◽

Limited Attention ◽

Content Type ◽

Deviant Behaviors ◽

Hrm Practices ◽

Organizational Rules

PurposeThis study focuses on an emerging deviant behavior at the team level and investigates when and why the team level processes reduce team expedient behavior. Anchored on the input–process–outcome (I–P–O) theoretical framework for studying team effectiveness, it conceptualizes and tests a research model where servant leadership and team-based human resource management (HRM practices) serve as a team-level input that interacts to influence the process of team reflexivity and ultimately reduces team expedient behavior as the outcome.Design/methodology/approachData are from 109 teams involving a total of 584 employees and analyzed at the team level.FindingsThe findings provide empirical support that team-based HRM practices positively moderate the relationship between servant leadership and team reflexivity and that team reflexivity transforms the influence of servant leadership into reduced team expedient behavior. Implications for theory and practice are discussed.Research limitations/implicationsThe participants in this study were drawn from diverse backgrounds (n = 584), and they were nested within 109 teams. Therefore, the authors were cautious of making claims that the findings would apply to every team in the context of China. The authors acknowledge that the research design of this study is not the strongest to test for causal relationship.Practical implicationsThe findings show the synergistic role of servant leadership and team-based HRM practices and suggest organizations have both in place to mitigate deviant behaviors by teams. The study also suggests organizations develop and promote an environment where team members are motivated and encouraged to share their ideas, openly discuss experiences and set up forward plans.Social implicationsOrganizations should focus on training their leaders of the behaviors such as supporting followers, enhancing subordinates' commitment to the collective goal and emphasizing the equality between themselves and subordinates. Organizations need to increase their awareness that the teams are more likely to perform their tasks by the means prescribed by the organizational rules if they communicate, discuss and get modeling or feedback from other teams.Originality/valueThis study enriches research on team-based HRM practices, which so far have received limited attention, and deserves further investigation. It sharpens the underlying mechanism that translates team-level input of leadership and HRM to the desired outcomes of reduced expedient behavior by introducing the role of team reflexivity. The study adds to the growing research on workplace deviance by addressing team-level expedient behavior.

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