This volume is focused on the emerging concept of Collaborative Innovation Networks (COINs). COINs are at the core of collaborative knowledge networks, distributed communities taking advantage of the wide connectivity and the support of communication technologies, spanning beyond the organizational perimeter of companies on a global scale. It includes the refereed conference papers from the 6th International Conference on COINs, June 8-11, 2016, in Rome, Italy. It includes papers for both application areas of COINs, (1) optimizing organizational creativity and performance, and (2) discovering and predicting new trends by identifying COINs on the Web through online social media analysis. Papers at COINs16 combine a wide range of interdisciplinary fields such as social network analysis, group dynamics, design and visualization, information systems and the psychology and sociality of collaboration, and intercultural analysis through the lens of online social media. They will cover most recent advances in areas from leadership and collaboration, trend prediction and data mining, to social competence and Internet communication.

This book contributes a basic framework for and specific insights into interdisciplinary connections between production, logistics, and traffic subsystems. The book is divided into two parts, the first of which presents an overview of interdisciplinarity in value-added networks and freight traffic. This includes an introduction to the topic and a description of an integrated framework of production, logistics, and traffic. Furthermore, it describes the barriers and challenges of interdisciplinary decision-making and project management. In turn, the second part presents domain-specific perspectives on interdisciplinary decision support, exploring domain-specific challenges of interdisciplinary interfaces and requirements for management methods and instruments from the standpoint of production management, logistics management, traffic management, and information technologies.

A practical guide to developing productive business relationships to hasten your success, whether you work for a major corporation, a small business, or are a self-employed entrepreneur or freelancer. Jan Yager, Ph.D., whose bosses, over the years, have included legendary publisher Barney Rosset, Pulitzer Prize-winning author Norman Mailer, and academic chairs, did extensive original interviews and observations for this useful book that covers everything from how to recognize and deal with negative types you might encounter at work and in business to more effective use of social media. Bibliography. Resources. Index.

This book examines healthcare innovation processes, shedding light on the controversies endemic to innovation, which make such processes notoriously challenging. While, in the heat of action, controversies may be seen as barriers to innovation, observations reported in this volume point to controversies also having an energizing role. Students and academics studying innovation, organization, and health management and economics will find this book a valuable read as it provides empirical case studies on innovation processes in practice. Controversies in Healthcare Innovation will also appeal to practitioners of health care management, innovation project managers and policy-makers in the health care sector.

The primary focus of this book is an examination of longitudinal team communication and its impact on team performance. This theoretically-grounded, holistic examination of team communication includes cross-condition comparisons of team (i.e., distributed/in person, unrestricted/time pressured, two performance episodes) and employs multiple quantitative methodological approaches to examine the phenomena of interest. This book simultaneously provides practical content for researchers and practitioners in the social sciences and humanities. Included are step-by-step instructions for the methodologies employed, and distillations of findings via Managerial Minutes that highlight best practices and/or examples to help enhance team communication in practice.

A volume in Research in Management (Sponsored by the Southern Management Association) Series Editors Linda L. Neider and Chester A. Schriesheim, University of Miami Mirroring a parallel movement in psychology, one recent trend in the study of organizations has been an increased focus on positive management and organizational behavior. However, while contributing to an enhanced understanding of organizational phenomena, this focus tends to ignore negative aspects of workplace behavior, which can have very serious consequences for individuals, groups, and organizations. Given what many of us have seen over the past year in terms of the handling (mis-handling) of downsizing, restructuring, and compensation, it seems clear that the darker side of management is a topic of great concern. Thus, Volume 8 of Research in Management is devoted to exploring what has been called "The Dark Side" of management and organizational behavior. It includes seven chapters that are written by leading experts on a diverse range of topics, including abusive supervision attributions, dysfunctional mentors, destructive executives, social exclusion, public and private deviance, instrumental counterproductive behavior, and an examination of the difference between abusive and supportive leadership. Each of these chapters makes a unique contribution to understanding negative workplace behavior and each should stimulate a future stream of research in the same or related domains. Comments by the editors are also provided, highlighting other areas where the study of "dark side" behavior and phenomena would seem particularly beneficial for the advancement of knowledge about organizations and their effective functioning.

The book presents a critical framework for assessing whether organisational practice and function reinforces unseen potential differences amongst individuals in the workplace. It offers a comprehensive understanding and awareness of managerial and organisational practices that perpetuate social exclusion and discrimination towards individuals in the workplace. The book draws together themes of non-declared medical or physical conditions, voluntary and involuntary disclosure of difference, dietary requirements, lifestyle, organisational engagement and cognitive bias. As a result, the book provides a unique blend of scholarly and professional research, and brings those who have been affected by social stigmas and discrimination in the workplace to the fore. Hidden Inequalities in the Workplace also offers practical and strategic insights for practitioners, students and policy-makers, and delves the strategic nature of policy intervention and thought-provoking dialogue

War and conflict are a reality of life throughout the world. While much is written about the impact of violence and disorder, how people and organisations adapt to these environments is poorly understood. This book tells the often hidden story of people managing, delivering services and sustaining economies through and beyond violent conflict. It is written for both general readers and academic specialists, combining first person interviews, insights from 'witness seminars; and informal conversations with more scholarly research. Building on what we already know about organisational behavior and conflict transformation, the book looks at the delivery of housing and public amenities, the management of public space and commemoration and the role of local businesses during and beyond violent conflict. In particular, it focuses on the role of organisational managers as peacebuilding entrepreneurs, generating and sustaining conflict transformation efforts.

This book constructs a multi-disciplinary interpretation of emotion, specifically applied and discussed within Organizational Change environments. Including a range of perspectives from Philosophy, Evolutionary Sciences, Psychology and Sociology, Emotion in Organizational Change also provides a historical picture of our knowledge of emotion. The author explores how this can contribute towards a novel understanding of a pervasive phenomenon in society and its organizations.

While it is possible for a company achieve short-term profit, it is much more difficult to sustain corporate success over time. This book is intended for those who run, or want to run, a business whatever its size or activity, with the objective of making it sustainable so that it will be a legacy for future generations. Indeed, the real purpose of corporate strategy is not only to make quick profits, but more importantly to create an organization that will endure. There is much to learn from the experience of established firms that have existed for a hundred years or more. They provide the material for this clear and concise book, which details the main elements of corporate strategy. Recognizing that each firm is unique, the book resists the temptation of quick fixes, instead offering lessons to be pondered and used on a case-by-case basis.

If you properly simplify and organize your work life once, you’ll never have to do it again.

Marie Kondo's first book, The Life-Changing Magic of Tidying, sparked a new genre of publishing and became an international bestseller. Now, for the first time, you will be guided through the process of tidying up your work life.

In Joy at Work, KonMari method pioneer Marie Kondo and organizational psychologist Scott Sonenshein will help you to refocus your mind on what's important at work, and as their examples show, the results can be truly life-changing. With advice on how to improve the way you work, the book features advice on problem areas including fundamentals like how to organize your desk, finally get through your emails and find what sparks joy in an open plan office.

Like how the key to successful tidying in the home is by tackling clutter in the correct order, Joy at Work adapts the inspirational KonMari Method for the workplace, taking you step-by-step through your professional environment so that you can identify the most joyful way to work for you. Once you’ve found order in your work life, you can feel empowered to find confidence, energy and motivation to create the career you want and move on from negative working practices.

Among the most significant features of Sims and Dennehy's book are a focus beyond valuing and managing cultural diversity, and a demonstration of the interdependency that exists between a number of important individual differences (i.e., alienation, receptivity, style, power). They discuss some personal yet theoretical insights on answers and questions that are important in increasing our recognition, understanding, and appreciation of diversity and differences in general. In eleven original essays contributors examine a wide assortment of behaviors, issues, and individual differences while offering their reflections on answers and future questions that are key to leveraging diversity and difference in organizations.

Recent literature has emphasized the projected changes in organizational demographics and the fact that globalization also is changing the face of organizational landscapes. Taken together these trends are serving to increase the need to understand and appreciate cultural diversity in virtually all organizations. Many books already exist that attempt to address this topic. Each one attempts to provide a guide to dealing with a variety of racial, ethnic, or cultural backgrounds. The intent of Sims and Dennehy's book is to go beyond offering ideas or to serve simply as a guide to improve the management of diversity. Thus, a major goal of this book is to have its readers reflect on their personal diversity and difference experiences and to create a forum for answers and questions on the value of diversity and differences for all. The main thread that ties everything together in this book is the strategy of creating value through repeated emphasis on our need to look beyond valuing and managing diversity to the interdependency of a variety of individual variables that shape our lives.

The book begins by offering a bridge-building model as a tool that colleges and universities can use to decrease the alienation experienced by minority students on predominantly white campuses and to increase the social consciousness of all institutional constituents. The next chapter suggests that diversity is essential to learning, and good conversation is a powerful way to learn from diversity. The book then introduces a model that seeks to place the issue of diversity management as one part of an overall development change process. The notion that the success of some organizations in enhancing diversity is dependent upon the vision and strength of management is emphasized in the next chapter, which, by taking a different perspective, presents the argument that current corporate infrastructures do not promote diversity. Unless a company builds new internal support systems that encourage diversity of thought and action, employees hired to make the company more diverse will merely be homogenized into the prevailing culture. In the following chapter the role of training in U.S. organizations is discussed as a major component in increasing the recognition, understanding, and appreciation of diversity and difference. The concept of difference-based approach to advocacy and its relation to issues of gender are introduced as cornerstones of creating work environments that are supportive of employees' needs to balance work and family. The next chapter provides data for analysis of the expatriate's learning experience and applies the learning from expatriate experiences to those issues faced by minorities in a domestic setting. A need to create new intellectual diversity that focuses on foreign language skills applicable to the needs of economic, scientific, and technological markets is emphasized in the next chapter. Next, a comparison is made of the decision-making processes and practices of Japanese and American managers at a Japanese company in the United States. The author's pioneering findings can be generalized to understand decision-making in different cultures and organizations. The role of diversity educator is then discussed and the author persuasively argues that active learner participation, self-disclosure, and a trusting supportive environment are prerequisites to understanding and appreciating diversity. The book concludes with a review of the important points discussed by the contributors to this book, offers questions in need of answers, and identifies future issues on diversity and differences.

This edited collection examines human resource management in organizations other than those that are set up to make a profit. Covering human resource management in a number of different kinds of mission-driven organizations, the book explores organizations in sectors and industries such as the governmental and intergovernmental public sector, volunteer organizations and charities, religious organizations, cultural organizations, sports organizations and B-corporations. Recognizing the reality of management practice in the (many small) organizations covered by the book, the chapters deal with the way that people are actually managed whether or not there is an HRM department present. Students of business management and human resource management will find this book invaluable as a source of knowledge on not for profit organizations, as many of the chapters include detailed examples and case studies.

Technology in the world today impacts every aspect of society and has infiltrated every industry, affecting communication, management, security, etc. With the emergence of such technologies as IoT, big data, cloud computing, AI, and virtual reality, organizations have had to adjust the way they conduct business to account for changing consumer behaviors and increasing data protection awareness. The Handbook of Research on Social and Organizational Dynamics in the Digital Era provides relevant theoretical frameworks and the latest empirical research findings on all aspects of social issues impacted by information technology in organizations and inter-organizational structures and presents the conceptualization of specific social issues and their associated constructs. Featuring coverage on a broad range of topics such as business management, knowledge management, and consumer behavior, this publication seeks to advance the practice and understanding of technology and the impacts of technology on social behaviors and norms in the workplace and society. It is intended for business professionals, executives, IT practitioners, policymakers, students, and researchers.

Elgar Research Agendas outline the future of research in a given area. Leading scholars are given the space to explore their subject in provocative ways, and map out the potential directions of travel. They are relevant but also visionary. Managing and organizing are now central phenomena in contemporary societies. It is essential they are studied from a variety of perspectives, and with equal attention paid to their past, their present, and their future. This book collects opinions of trailblazing scholars concerning the most important research topics, essential for study in the next 15-20 years. The opinions concern both traditional functions, such as accounting and marketing, personnel management and strategy, technology and communication, but also new challenges, such as diversity, equality, waste and cultural encounters. The collection is intended to be inspiration for young scholars and an invitation to a dialogue with practitioners. The book's contributions are written by well-established scholars. Each is a leader in their field and will remain important figures for the next twenty years and beyond. Each chapter starts with a short summary of the present situation but focuses on the future of the discipline. The contributors cover practically all subfields of what is called business administration, or management and organization studies and include contain topics that are new, such as invisible organizations or encounters between art, popular culture and organizing. Outlining the future and the state of the art, this comprehensive and innovative book is an essential resource for students and academics seeking to be at the forefront of future research in management and organization studies. Contributors include: Y. Benschop, T. Beyes, F. Cochoy, F. Cooren, H. Corvellec, J. Costas, A. Diedrich, M.-L. Djelic, G.S. Drori, C. Grey, M. Kornberger, M. Kostera, W.J. Orlikowski, M. Parker, P. Quattrone, C. Rhodes, S.V. Scott, J. Smolinski, J.-S. Vayre

Good management skills alone won't get executives and their organizations far enough. What is also needed is the seemingly indefinable, evanescent, quirky, and paradoxical quality called leadership. Leadership lies in the emotional side of management. It pumps life into organizations and gives meaning to management structures. Leadership is symbolic, charismatic, inspirational--no matter how it is defined, Barach and Eckhardt prove that it can be DEGREESIlearned DEGREESR. Their book is thus a solidly researched, readable assessment of what leadership actually is, its various dimensions, its place among other necessary executive skills, and how it can be nurtured and propagated. With examples from the worlds of business, politics, sports, and the military and buttressed by sound academic studies, Barach and Eckhardt succeed in making the concept of leadership come alive and--of greatest value to organizations and their people--useful.

Barach and Eckhardt start by describing the emotional side of management, the paradoxical nature of leadership, and how it fits into the full set of executive responsibilities and skills. They go on to break leadership down into its 20 components. In chapters devoted to each component, they provide readers with well-documented descriptions of leadership's characteristics: desire, decisiveness, vision, integrity, anchoring, following, kinship, caring, inspiring, listening, telling, mentoring. They reassemble the parts and show how leadership works in Washington, D.C. Closing with a detailed discussion of the 6 most important leadership issues that Barach has identified in his decade-long study of the topic, the authors offer readers an opportunity to discover issues familiar to them personally, how to analyze them, and make use of the results.

Lissack and Gunz have gathered many of the leading practitioners from the science of complexity and its emerging applications to management--to give us an up-to-date, comprehensive understanding of this important new field and how it can change the way we think about the organizations. Complex systems, which consist of many interacting entities and exhibit properties such as self-organization, evolution, and constant novelty, exist in all domains of our world. The metaphors and models derived from complexity, say Lissack and Gunz, can be used to make sense of these systems and help managers shape them.

The three chapters in Part I introduce the topic of complexity science and how it relates to modern management practice, providing a context for the section on strategy, creativity, communications, and applications that follow. Part II examines strategy from a complexity perspective and complexity from a strategy perspective. In Part III the authors look at the intersection of complexity, creativity, and communication. Part IV on applications, examines how complexity-influenced theories of management actually affect routine management practice. Throughout, the book makes clear that what worked in a simpler, clearer world will not work today. State of the art yet basic enough to remain timely well into the future, this book will prove indispensable for organization decision makers everywhere and their academic colleagues.

This book considers how small businesses stir up changes in social relationships and what these changes mean for wider society. From this emerges a challenging and provocative discussion on the problems facing both the developing and developed worlds. Development, it argues, is written into social relationships and growth follows attempts to avoid the market's degenerative effects. What this discussion means for development practice, and for thought in the social sciences more generally, is also considered. If there is a watchword for development practice, then it is acceptance - acceptance of more social, less prescriptive, and far more experimental modes of working. As for the implications of these ideas for social science, these may be described well enough as an economy of ontology.

The ability to implement change quickly is crucial to an organizations's success--not only in traditionally sedate industries, but also in today's fast-moving hi-tech ones. Sherman and Chaganti, from their study of 100 American corporations, half in stable industries, half in volatile ones, find that a firM's structure of governance bears heavily on the speed with which the firm can reorient itself. What are the characteristics of firms that change quickly? What inhibits others? And what, precisely, is the impact of a firM's stockholders, board and top management on its ability to adapt? Sherman and Chaganti provide answers to these and other questions, in the first book yet to focus entirely on the determinants of time in corporate reorientations.

In order for a firm to develop or sustain a competitive advantage, it must not only adapt correctly to environmental change, but also adapt quickly. This study examines the factors associated with the time a firm takes to initiate reorientation. The results of the research indicate that even in relatively large organizations, reorientations are not rare and occur routinely. Further, deterioration of a firM's financial condition tends to hasten its initiation of reorientation. However, the determinants of time taken to initiate reorientation differ in firms with relatively high prior performance and firms with relatively low prior performance.

A volume in the Research in Organizational Sciences Series Editor Daniel J. Svyantek, Auburn University This Research in Organizational Sciences volume to explore and question the received wisdom of organizational sciences. The chapters in this volume (and the companion volume) seek to establish boundary conditions for important organizational constructs and processes. They illustrate the importance of context for interpreting the received wisdom of organizational science by showing when constructs must be adapted to changing circumstances. The volume begins with four chapters looking at the construct of leadership. Each of these addresses an important aspect of our understanding of leadership and its practice. The four chapters on leadership are followed by five chapters dealing with other organizational processes including motivation, organizational change, the role of diversity in organizations and organizational citizenship. The last three chapters deal with the issue of knowledge in large systems. Two chapters address how information may be transmitted across organizations and generations of workers. The final chapter deals with the use of information by organizational decision-makers. The 12 papers in this volume all, in some way question received wisdom and present alternatives which expand our understanding of organizational behavior. These chapters each strive to present new ways of understanding organizational constructs, and in so doing reveal how received wisdom does not always lead to best practice in research or application. It is our hope that these chapters illustrate how challenging received wisdom in organizational studies can provide new ways of thinking about organizational processes. These new ways of thinking in turn can provide better understanding of the processes necessary to increase organizational effectiveness.

There is a strong movement today in management to encourage management practices based on research evidence. In the first volume of this handbook, I asked experts in 39 areas of management to identify a central principle that summarized and integrated the core findings from their specialty area and then to explain this principle and give real business examples of the principle in action. I asked them to write in non-technical terms, e.g., without a lot of statistics, and almost all did so.

The previous handbook proved to be quite popular, so I was asked to edit a second edition. This new edition has been expanded to 33 topics, and there are some new authors for the previously included topics. The new edition also includes: updated case examples, updated references and practical exercises at the end of each chapter. It also includes a preface on evidence-based management. The principles for the first edition were intended to be relatively timeless, so it is no surprise that most of the principles are the same (though some chapter titles include more than one principle).

This book could serve as a textbook in advanced undergraduate and in MBA courses. It could also be of use to practicing managers and not just those in Human Resource departments. Every practicing manager may not want to read the whole book, but I am willing to guarantee that every one will find at least one or more chapters that will be practically useful. In this time of economic crisis, the need for effective management practices is more acute than ever.

The chapters in this collection address a variety of concerns in organizational theory, ranging from the evolution of organizations and cross-cultural analyses of managerial behavior to the micro-sociology of knowledge brokering within organizations and the etiology of organizational messes. Swaminathan, examines resource partitioning theory, an important theoretical perspective in population ecology. The next three chapters, broadly construed, address issues of organizational innovation, learning, and adaptation in complex environments. The next contribution, by John Carroll, Jenny Rudolph, and Sachi Hatakenaka examines how high-hazard organizations learn from experience. As with all organizations, high-hazard organizations such as nuclear power plants and chemical plants attempt to learn from experience in order to improve performance and, of course, to avoid catastrophic failure. Unlike many other kinds of organizations, however, failure to learn from prior experience-especially with respect to learning effectively from errors and mishaps-can prove extremely costly and even fatal. Hence, these organizations must balance between learning and control, and must do so under conditions of considerable oversight and scrutiny. provocative analysis of the role disorganization plays in organizational life. The two following chapters in this volume provide important overviews of theory and research on classic phenomena within organizational theory, followed by original theoretical syntheses. Robert Baron's chapter then undertakes a fresh and useful examination of the burgeoning literature on entrepreneurship and the two final chapters in the volume examine essential issues related to our understanding of organizations and the cultural environments in which they are embedded.

What is creativity and how can we best nurture creativity in different contexts? Drawing on a wide range of cases from the arts, business, design, media and sports, Creativities encourages readers to discover, mix and adapt their own version of creativity, rather than attempting to imitate or follow 'best practice'. International in scope, examples and cases extend beyond the typical Western 'creative genius' model, illuminating the great extent and diversity of global creativities. The book is designed around five key questions that address the what, how, where, who and why of the creative process, employing frameworks, questions and illustrative 'recipes' designed to inspire out-of-the-box creative thinking. The authors argue that to develop their own creativities, readers should experiment with different ingredients and find their own bisociative balance. With its rich array of cases, frameworks and visual material, Creativities will help educators design and lead classes on creativity, innovation and creative entrepreneurship. Its accessible content will also appeal to and inspire students and practitioners in business leadership, organisational innovation and critical management studies.