Crowdsourced Knowledge in Organizational Decision Making

Inefficiencies naturally form as organizations grow in size and complexity. The knowledge required to address these inefficiencies is often stove-piped across different organizational silos, geographic locations, and professional disciplines. Crowdsourcing provides a way to tap into the knowledge and experiences of diverse groups of people to rapidly identify and more effectively solve inefficiencies. We developed a prototype crowdsourcing system based on design thinking practices to allow employees to build a shared mental model and work collaboratively to identify, characterize, and rank inefficiencies, as well as to develop possible solutions. We conducted a study to assess how presenting crowdsourced knowledge (votes/preferences, supporting argumentation, etc.) from employees affected organizational Decision Makers (DMs). In spite of predictions that crowdsourced knowledge would influence their decisions, presenting this knowledge to DMs had no significant effect on their voting for various solutions. We found significant differences in the mental models of employees and DMs. We offer various explanations for this behavior based on rhetorical analysis and other survey responses from DMs and contributors. We further discuss different theoretical explanations, including the effects of various biases and decision inertia, and potential issues with the types of knowledge elicited and presented to DMs.

An Approach to Diversity and Cultural Competence Curriculum in Public Administration

There are a variety of approaches that can be utilized to facilitate public administration students and practitioners using culturally responsive approaches in their professional lives. The importance of understanding cultural diversity extends not only to individual interactions but also the structure of organizations and organizational decision making. The chapter presents one approach to providing students with a diversity-focused curriculum in a graduate-level public administration program. This approach includes an overview of the historical legacy of diversity in public administration, legally required and voluntary approaches to organizational diversity, models that can be used to assess the diverse cultural experiences of individuals for more personalized practice, and activities that can be utilized and adapted to educate public administration students and practitioners on issues of diversity and cultural competency.

How Ethics in Public Health Administration Leadership Leverages Connectedness in the age of COVID 19

Ethics is critical in emergency response to public health and patient care in ways that create a variety of challenging dilemmas and decisions. Understanding ethical codes around medical care, especially during the emergence of COVID 19, has made leadership's role in perpetuating ethical organizational cultures in healthcare vital. Ethical leadership and ethical organizational cultures transform and unite social systems around everyday purposes of ethical decision-making, leveraging organizational connectedness. Leadership value systems mitigate subjectivity constituting ethical themes of moral character and virtues to advance organizational trust. Leadership value systems reduce subjectivity, forming ethical issues of moral character and virtues to promote organizational confidence and moral organizational decision-making. This paper employs the use of content analysis from the literature to take disjointed approaches and combine them into a cohesive understanding of leadership dynamics on organizational ethics in healthcare.

The Aggregation–Learning Trade-off

Organizational decision making that leverages the collective wisdom and knowledge of multiple individuals is ubiquitous in management practice, occurring in settings such as top management teams, corporate boards, and the teams and groups that pervade modern organizations. Decision-making structures employed by organizations shape the effectiveness of knowledge aggregation. We argue that decision-making structures play a second crucial role in that they shape the learning of individuals that participate in organizational decision making. In organizational decision making, individuals do not engage in learning by doing but, rather, in what we call learning by participating, which is distinct in that individuals learn by receiving feedback not on their own choices but, rather, on the choice made by the organization. We examine how learning by participating influences the efficacy of aggregation and learning across alternative decision-making structures and group sizes. Our central insight is that learning by participating leads to an aggregation–learning trade-off in which structures that are effective in aggregating information can be ineffective in fostering individual learning. We discuss implications for research on organizations in the areas of learning, microfoundations, teams, and crowds.

PENGGUNAAN KONSEP RULES-IN-USE OSTROM DALAM ANALISIS PERATURAN PEMANFAATAN AIR DI KAWASAN KONSERVASI: STUDI KASUS TAMAN NASIONAL GUNUNG GEDE PANGRANGO

This study aims to analyze the substantial weaknesses of water utilization regulations in wildlife reserves, national parks, forest parks, nature tourism parks, and their effects on individual or organizational decision-making and actions. The research location is in the area of Taman Nasional Gunung Gede Pangrango (TNGGP). The analysis of this research is limited to Environment and Forestry Ministerial Regulations No. P.18/MENLHK/SETJEN/KUM.1/4/2019, Law No. 17 of 2019, and Environment and Forestry Ministerial Regulations No. P.6/MENLHK/SETJEN/KUM.1/1/2020. Regulatory analysis is carried out by identifying the characteristics of content of the regulations and comparing them with the conditions of water utilization in TNGGP to find out the implications of regulations on participant behavior and performance. Issues and problems are collected through interviews with participants. Furthermore, the regulations are analyzed using Ostrom's rules-in-use concept. The findin , based on the concept is that there is a discrepancy in the three regulations that all regulate water utilization permits in the conservation areas. This is mainly due to weak institutional strengthening among decision makers as well as laws and regulations made according to the interpretation of the government which often do not consider the conditions of the community.

Thriving on adversity: entrepreneurial thinking in times of crisis

Purpose The paper provides evidence-based managerial advice for preparing the organizations to find successful pathways through crises by priming the managerial decision-making towards either entrepreneurial thinking or resource conservation, and hence cascading the inventive or rigid state of mind through all management levels. Design/methodology/approach The general review is based on summarizing the peer-reviewed academic studies of organizational decision-making and acting in crisis situations, illustrated using the turnaround cases of Corticeira Amorim (reinventing itself when faced with emerging technological threats) and Kiddiegarten School (adjusting to the pandemic shock of social/human nature) Findings This study reveals that a set of dimensions in the crisis situation’s cognitive framing determines the firm’s response to adversity, freezing it in a rigid state or unfreezing it to stimulate an organization-wide entrepreneurial search for turnaround strategies. If managers sense having a lack of time to deal with adversity, or a lack of predictability, they become paralyzed with threat-rigidity mechanisms, stubbornly pursuing the established methods of doing business, which often were the cause of crisis in the first place. Hence, in situations requiring an immediate response, the dual threats of urgency and unpredictability become cognitive blinders, preventing organizations from pursuing new opportunities, exposing firms to the risk of being too slow, eroding their competitive advantage and, ultimately, going out of business. Originality/value Integrating the insights of three decades prior research of the topic of managerial decision making in crisis situations, this study proposes the novel leadership framework allowing to stimulate entrepreneurial behavior in adverse contexts.

NETWORK GOVERNANCE OF TOURISM SECTOR DURING IN COVID-19 PANDEMIC: CASE BINTAN REGENCY, INDONESIA

The development of tourism in Indonesia during the COVID-19 pandemic experienced a decline in tourism activities. This is due to the dominance of tourism depending on foreign tourists. Bintan Regency has a strategic area with the border of neighboring countries, strengthening Network Governance both formally and informally. This paper aims to analyze the current conditions involving stakeholders in the network governance dimension. The research method is a qualitative case study in Bintan Regency, primary data from informants through interviews including stakeholders and observations obtained by researchers then using triangulation techniques. Further analysis of the research discussion using a logical model is then analyzed in depth. The results showed that Network Governance in the tourism sector during the COVID-19 pandemic, including the management and leadership dimensions, did not involve all stakeholders. Furthermore, the Knowledge and Information Exchange dimension shows that the government still relies on social media as a platform. Then the dimensions of power and inter-organizational decision-making are dominated by the central government, which acts as a policymaker. However, the dimensions of legitimacy in recognition from the central government to develop priority destinations and the accountability of local and central governments are still constrained by the COVID-19 pandemic in the tourism sector, so that international tourism cooperation has not been able to implement. And finally, on the dimensions of performance and evaluation, the application of interpretation focuses on the principle of collaboration in the tourism sector during the COVID-19 pandemic and evaluation on strengthening regulations for non-formal forums such as Sustainable Tourism Development because the law can strengthen network governance in the tourism sector in Bintan Regency in COVID-19 pandemic. Keywords: Network Governance, Tourism, COVID-19, Bintan Regerency

Perceived organizational politics, knowledge hiding and diminished promotability: how do harmony motives matter?

Purpose This study aims to investigate an underexplored behavioral factor, knowledge hiding, that connects employees’ perceptions of organizational politics (POP) with their diminished promotability, while also considering the moderating role of employees’ harmony motives in this process. Design/methodology/approach The research hypotheses are tested with multisource, three-round data collected among employees and their supervisors. Findings Employees’ beliefs about self-serving organizational decision-making increase their propensity to hide knowledge, which, in turn, diminishes their promotability. This intermediate role of knowledge hiding is more prominent when their disintegration avoidance motive is strong but less prominent when their harmony enhancement motive is strong. Practical implications A refusal to share knowledge with organizational colleagues, as a covert response to POP, can create a negative cycle for employees. They are frustrated with decision-making practices that are predicated on favoritism, but by choosing seemingly subtle ways to respond, they compromise their own promotion prospects. To avoid this escalation, employees should adopt an active instead of passive approach toward maintaining harmony in their work relationships. Originality/value This research contributes to extant research by detailing a hitherto overlooked reason that employees’ frustrations with dysfunctional politics may escalate into an enhanced probability to miss out on promotion opportunities. They respond to this situation by engaging in knowledge hiding. As an additional contribution, this study details how the likelihood of this response depends on employees’ harmony motives.

Company Law

This book advances a real entity theory of company law. In this theory the company is a legal entity allowing an organization to act autonomously in law, and company law establishes procedures facilitating autonomous organizational decision-making. The theory builds on the insight that organizations or firms are a social phenomenon outside of the law and that they are autonomous actors in their own right. They are more than the sum of the contributions of their participants and they act independently of the views and interests of their participants. The real entity theory advanced in this book explains company law as it stands at a positive level. Companies are liable in tort and crime. The statute creates roles for shareholders, directors, a company secretary, and auditors and so facilitates a process leading to organizational action. The law also integrates the interests of creditors and stakeholders. The book states the law as of 1 August 2021.