scholarly journals Using Boundary Objects to Facilitate Culture Change and Integrate a Global Top Management Team

2018 ◽  
Vol 7 (1) ◽  
pp. 32-50 ◽  
Author(s):  
Julia C. Gluesing
Keyword(s):  
Organizational Change ◽  
Top Management Team ◽  
Management Team ◽  
Boundary Object ◽  
Multinational Firm ◽  
Top Management ◽  
Change Initiatives ◽  
Implementing Change ◽  
Change Team ◽  
Diverse Groups

As business anthropologists, we are often called upon to work on organizational change initiatives as members of a change team.  This article is the story of one organizational change initiative involving a global top management team in a healthcare division of a large multinational firm and the research that was used as the basis for implementing change in the top management team and subsequently in the division as a whole.  Specifically, the article focuses on how the change team, of which I was a part, communicated the research results to the top management team and to employees of the company by presenting the results in a map that became a boundary object, that facilitating translation across diverse groups, joint sensemaking, and local action in the change process.  

scholarly journals Kommunalreformen og kommunernes interne organisering og styring

Politik ◽  
2016 ◽  
Vol 19 (2) ◽  
Author(s):  
Marius Ibsen
Keyword(s):  
Organizational Change ◽  
Local Government ◽  
Top Management Team ◽  
Management Team ◽  
The Political ◽  
Top Management ◽  
Administrative Organization ◽  
Municipal Administration ◽  
Form Of Government ◽  
Management Organization

When local government in Denmark was reformed almost 10 years ago, the political and administrative organization was left unchanged. By law Danish municipalities must have a committee form of government, but each municipality is free to organize its administration as it sees fit. This had led to a great deal of diversity in the way the municipal administration is organized but also to a wave of locally directed reform. One of the themes of these reforms has been the organization of top management. Should each department be run more or less on its own, subject to coordination, or should there be a top management team collectively responsible for the whole enterprise. The article describes the variation in administrative organization and makes an attempt to analyze the effects of the various forms of top management organization with respect to economic results.  The conclusion is that having a top management team leads to a bigger surplus, confirming an often-stated assumption.  It is shown that municipalities that were reformed in 2007 are slightly more likely to have a top management team than the non-reformed municipalities. So it seems that the reform contributed to organizational change, although that was not the official intention.

Examining the pull, the push, and their simultaneous effects on managerial turnover

2020 ◽  
Vol 58 (12) ◽  
pp. 2639-2654 ◽  
Author(s):  
Yoonhee Choi ◽  
Namgyoo K. Park
Keyword(s):  
Top Management Team ◽  
The United States ◽  
Management Team ◽  
Top Management ◽  
Content Type ◽  
Economic Mechanism ◽  
Positive Effects ◽  
Psychological Mechanisms ◽  
Managerial Turnover ◽  
Psychological Mechanism

PurposeThis paper aims to examine the economic and psychological mechanisms in turnover at the managerial level. The paper investigates how (1) the ease of moving posed by alternative jobs (i.e. the economic mechanism) and (2) the desire to move due to low job satisfaction (i.e. the psychological mechanism) simultaneously influence top management team (TMT) turnover and these managers' subsequent job position and pay.Design/methodology/approachUsing 25 years of panel data on more than 2,000 top managers in the United States, the paper utilizes fixed-effects logistic regressions and the ordinary least squares model to test the hypotheses.FindingsThe authors find that CEO awards (an economic mechanism) and low compensation (a psychological mechanism) independently have positive effects on turnover. Turnover due to the economic mechanism leads to a higher position and pay, whereas turnover due to the psychological mechanism does not guarantee the same outcome. Further, when examining how pay dissatisfaction influences turnover simultaneously with CEO awards, the authors find that managers with the highest pay leave their firm, and not those with the lowest pay.Originality/valueThe paper employs the pull-and-push theory in the employee turnover literature and applies it to the top management team literature. By doing so, this paper contributes original insights to how economic and psychological mechanisms simultaneously affect managerial turnover and its subsequent outcomes.

"Top Management Team Attributes, Bricolage and Ambidexterity in SMEs"

2015 ◽  
Vol 2015 (1) ◽  
pp. 14431
Author(s):  
Roxana Turturea ◽  
Justin J.P. Jansen ◽  
Ingrid Verheul
Keyword(s):  
Top Management Team ◽  
Management Team ◽  
Top Management ◽  
Team Attributes

scholarly journals Diversity faultlines, shared objectives, and top management team performance

2010 ◽  
Vol 64 (3) ◽  
pp. 307-336 ◽  
Author(s):  
Daan van Knippenberg ◽  
Jeremy F Dawson ◽  
Michael A West ◽  
Astrid C Homan
Keyword(s):  
Team Performance ◽  
Top Management Team ◽  
Management Team ◽  
Top Management
Sign in / Sign up

Export Citation Format

Share Document