Positive Leader Development

Organizations are increasingly investing in human resource development. The positive psychology approach warns of the importance of strengthening the forces. Leveraging the strengths is a way to achieve better results and even minimize the weaknesses of the leader. It is this assumption that positive psychology adds to the human resource development, which includes the leadership development. This chapter aims to propose a theoretical model about positive leader development supported by the positive psychology approach. This model comes from the literature to the evolution of leadership and organizational theories and the positive psychology. Positive leader development model seeks to enhance leadership development within an organization with a positive psychology approach. The literature shows the advantages of strengthening forces in the organizational context. So, it is necessary to systematize a theoretical model that facilitates the positive leader development in organizations. The proposed model is based on the study by Malinga, Stander, and Nell.

EXPRESS: REPUTATION BELONGS IN MORE STRATEGIC DECISION MODELS (AND SOME DATA TO MEASURE IT)

Organizational reputation is compelling to layman audiences, it is critical for firm performance and myriad organizational phenomena, and recent theory articulates how it shapes the very managerial discretion underpinning strategic decisions. Yet, reputation is still excluded from much of mainstream strategic organization research. We make the case for reputation’s wider inclusion in studies of managerial discretion or strategic decision-making. We first demonstrate reputation’s potential theoretical importance in explaining nuances or non-findings in such studies, detail ways to measure reputation accurately, provide five sources of data for readers to facilitate the inclusion of reputation in their studies, and illustrate how scholars can use freelancers to collect their own archival data for their own, context-specific purposes. By shedding light on reputation’s unique role in shaping managerial discretion and, thereby, strategic decisions, we hope this essay helps scholars better account for decision-making patterns that might otherwise defy the predictions of other organizational theories.

Public administration science - neoclasic organizational theories and approaches

In this article the author analyzes the contribution of neoclassical organizational theories in the development of organizations and their management process. Are identified differences in classical and neoclassical approaches to organization. Are studied behaviorists' research on the rational model of administration based on the role of human behavior in the establishment and functioning of organization. There are studied the theory of systems and the dynamic elements of the organization are highlighted. The paper analyzes the approaches of organizational humanism in the organization and functioning of public administration.

Towards a Human Capabilities Conscious Enterprise Architecture

This conceptual paper argues that enterprise architecture (EA) should move towards a conscious human-centered conception of the enterprise. Employing the conceptual methodological approach of theory synthesis and drawing on the extant literature in enterprise architecture as well as pertinent social and organizational theories, we suggested foundational propositions that could holistically serve as a theoretical lens for (re)viewing the foundations of EA within a progressive conscious enterprise agenda. The novel contribution of the paper is the introduction of human capabilities approach (HCA) as a method theory, to supplement systems and stakeholder theories, for design and evaluation of enterprise architecture in the modern enterprise. The paper concludes by showing the implications of the propositions for practitioners and researchers.

A systematic review of human capital and employee well-being: putting human capital back on the track

Purpose The review aims to demonstrate a broader perspective of human capital and employee well-being concept. Moreover, the study attempts to analyse theoretical notions underlying human capital and well-being relationship and thus to guide the integration of two distinct concepts. Design/methodology/approach This review followed the systematic literature search protocols from the Academic Journal Guide 2018 generated by the Chartered Association of Business Schools. Sixty-nine quantitative research papers were selected for the review. Findings Human capital is not only about individual competence but includes acquisition, utilization and development of competence in a broader sense. Employee well-being has been discussed from subjective and objective viewpoints and categorized into happiness, health and financial aspects. The review results suggest that various organizational theories, workplace learning and learning organization perspectives underlie human capital and well-being relationship. The review guides that the high involvement working model encapsulates well-being as part of human capital development. Research limitations/implications This review discusses practical implications for human resource management practitioners. Originality/value This review is a unique attempt to assess the human capital and well-being literature systematically.

Structural Correspondence Between Organizational Theories

Organizational research constitutes a differentiated, complex and fragmented field with multiple contradicting and incommensurable theories that make fundamentally different claims about the social and organizational reality. In contrast to natural sciences, the progress in this field can’t be attributed to the principle of truthlikeness where theories compete against each other and only best theories survive and prove they are closer to the truth and thus demonstrate scientific knowledge accumulation. We defend the structural realist view on the nature of organizational theories in order to demonstrate that despite the multiplicity of isolated and competing explanations of organization-environment relations these theories are still logically compatible and mutually consistent which, in turn, assures theoretical progress in the field. Although postulating different and incompatible ontologies, three most successful organization-environments theories, namely, contingency theory, new institutionalism and population ecology share the same explanations of the relations between organizations and environments at the structural level. Without this principle one would say that what occurs in the field of organization theory is a change rather than a progress.

Developing a Metaphor for Self-Managed Organizations

This chapter presents the Avocado metaphor for advanced value organizations (AVOs) based on emergent, hybrid, and self-maturing temporary organizational theories. The metaphor was constructed through bricolage, bringing in concepts and ideas from different areas. AVOs develop as a response to ever-changing business environments, which are more and more often transiting towards new ways of working, primarily projects. Avocado organizations reflect the global trend of smaller organizational designs creating organizations within organizations and teams of teams. Research is theoretical. It includes a general view on metaphors and their importance in organizational theory. Special attention is given to the definition of advanced value organizations, emergent theories, hybrid organizational designs, organizational lifecycles, and maturing processes, as well as temporary organizations and new working arrangements based mainly on projects. The avocado metaphor is explained in every section allowing a better understanding of how it can be used to describe modern-day organizations.

Organizational foundings, disbandings, and the COVID-19 pandemic

Purpose: The present study aims to understand the effect of the macro-level economic phenomena observed within a specific time interval on the founding (birth) and disbanding (deaths) of organizations in the construction sector of Turkey that has been growing steadily for many years. In addition, the effects of the COVID-19 pandemic were also taken into consideration. Methodology: The construction sector in Turkey was analyzed within the framework of the theoretical infrastructure of organizational ecology, i.e. a theoretical perspective that has not received enough attention, except in North America, as an organizational community, while joint-stock, limited, and cooperative companies were also analyzed as organizational populations. Focusing on the period between January 2017 and December 2020, a number of foundings and disbandings of joint-stock, limited and cooperative companies operating in the construction sector, the house price index and house sales statistics, which are thought to affect these rates, were used as data. Additionally, the COVID-19 pandemic period between March 2020 and December 2020 was included in the analysis as a dummy variable. The ARDL bounds test was used for data analysis. Results: The findings indicate differentiated effects of the house price index, house sales statistics, and the COVID-19 period on both the organizational community of the construction sector and the aforementioned populations. Conclusion: The results, which are expected to contribute to business economics and organizational theories, studies on the construction sector, knowledge of the evaluation of socioeconomic effects of the COVID-19 pandemic and future studies, were obtained in the study.