Embrace the Human Side of Organisational Digital Transformation Digital Humans: Thriving in an Online World is an insightful, engaging and interdisciplinary discussion of how best to transform your organisation into a nimble, digital enterprise with human beings firmly established at the centre of it. The authors draw on complexity theory, anthropology, history, organisational transformation and behavioural science to demonstrate the characteristics that define successful digital organisations. You'll discover the importance of focusing on human beings even as you make the shift to digital and learn to understand the importance of our new digital ecosystems. Illuminating case studies and examples of organisations that have successfully made the jump to digital are explored and the book presents new and effective ways to make strategic decisions about your company's future based on our new physical-digital hybrid reality. A can't-miss blueprint to a market environment and world that's increasingly fast-moving, complex and rewarding, Digital Humans will find a place in the libraries of managers, executives, and business leaders looking for an engaging roadmap to digital transformation that wouldn't have us leave our humanity behind.

The notion of paradox dates back to ancient philosophy, yet only recently have scholars started to explore this idea in organizational phenomena. Two decades ago, a handful of provocative theorists urged researchers to take seriously the study of paradox, and thereby deepen our understanding of plurality, tensions, and contradictions in organizational life. Studies of organizational paradox have grown exponentially over the past two decades, canvassing varied phenomena, methods, and levels of analysis. These studies have explored such tensions as today and tomorrow, global integration and local distinctions, collaboration and competition, self and others, mission and markets. Yet even with both the depth and breadth of interest in organizational paradoxes, key issues around definitions and application remain. This handbook seeks to aid, engage, and fuel the expanding interest in organizational paradox. Contributions to this volume depict how paradox studies inform, and are informed, by other theoretical perspectives, while creating a resource that enables scholars to learn about and apply this lens across varied organizational phenomena. The increasing complexity, volatility, and ambiguity in our world continually surfaces paradoxical dynamics. Thus, this handbook offers insights to scholars across organizational theory.

Leaders are usually held responsible for the trust, health and success of an organization, but it is the culture of organizations that provides the true foundation for these important factors. The leader's personality and skills influence how a trustful environment and working relationship is created, but the organization has a culture, tradition and experience of its own which influences the leader's success. The level of trust in an organization's culture will ultimately determine whether or not it is trustful, healthy and successful.
Based on the interview of current and former chief executive officers from profit and non profit organizations to record their experiences in creating trust in their environment and their perceptions of the health of their organizations. The collected data reveals:

- The qualities of a "trusted" leader;
- How they created trust or;
- How trust was destroyed in organizations;
- How leaders worked in distrustful environments;
- How to create a more healthy organization.

This timely work will be of interest to organizations and occupational sociologists, human resource workers, social psychologists, and students of management courses.

Companies need to invest in innovation in order to ensure their long-term survival. This book focuses on how and why key players support or obstruct the implementation of a technological innovation in ambidextrous organizations, and how the interaction between players involved in daily business and innovation affects implementation of innovation in 'high reliability organizations'. This book argues that an organization has to create new innovations or adopt innovations to constantly deliver attractive products on the one hand, while also adjusting and improving current products and processes on the other. In turn, it addresses a specific problem: What if a company operates in an innovation-averse and procedural environment and culture? Drawing on case studies, focus group studies and a unique analytical framework, it then provides ways for companies to overcome this situation.

This book was written to help organizations and their members better manage stress. Through a simple framework, C-O-P-E, human resource managers are provided the tools with which to determine if they and their organization are in Control, are showing Outward signs of distress, have Personality predispositions which escalate or de-escalate stress levels, and are Energy-balanced. The book's tone is optimistic, and its theme is: If there is a stress problem, identify it, fix it, but never ignore it. Treatment interventions typically employed by stress experts for fixing stress problems are discussed. Case histories are discussed to give managers a clearer understanding of what can go wrong with coping efforts, and what individuals and organizations can do to turn a negative situation into a positive one.

Professionals, such as human resource managers and industrial psychologists, and those teaching and researching in such fields as human resource development and training and organizational behavior, will be interested in this work.

Traditionally, tapping into the power of competitive intelligence (CI) meant investing in the development of an internal CI unit or hiring outside consultants who specialized in CI. "Proactive Intelligence: The Successful Executive's Guide to Intelligence" offers an alternative: learn how to do it yourself and how to effectively manage the parts you cannot. The tools and techniques that will enable you to produce your own CI for your consumption are out there, and have been honed by decades of work. But, you cannot just adopt them - you have to adapt them.

Why? Because, when you finish reading this book, you will be the data collector, the analyst, and the end-user. Traditional CI is premised on a reactive, two part relationship - a CI professional responding to what an end-user identifies as a need; by doing this yourself you can turn CI from being reactive to being proactive. As the decision-maker, you can get what CI you need, when you need it, and then use it almost seamlessly. Written by two of the foremost experts on CI, Proactive "Intelligence: The Successful Executive's Guide to Intelligence"

shows where and how CI can help you and your firm,

provides practical guidance on how to identify what CI you need, how to find the data you need, and how to analyze it, and

discusses how to apply CI to develop competitive- and career- advantages.

Each chapter is supported by important references as well as by an additional list of resources to support and supplement your knowledge. "Proactive Intelligence: The Successful Executive's Guide to Intelligence" teaches you how to generate proactive intelligence and use it to advance your business and your career- making it an essential resource for managers and executives, as well as everyonewho wishes to integrate CI into their daily work routine."

This is the 18th volume in an annual series of reviews of research in organizational behaviour. This volume covers such topics as affective events theory, motivational agendas in the workplace and consequences of public security for leaders and their organizations.

This book emphasizes that entrepreneurship is a social activity that takes place within and among organizational systems rather than as an individual activity. To provide a comprehensive view of entrepreneurship as an organizational phenomenon, new theory building and empirical chapters are supplemented by previously published work updated to reflect current developments.

Many writers assume that employees will be as committed as managers to changing work organizations to meet the demands of global competition. Charles Boyd discusses reasons why many employees do not commit to these changes. He explains how an oversized menu of life choices complicates many people's lives, with profound changes in the family, government, organized religion, and education adding to many people's confusion. These problems cause employees to reject still more change at work, making it difficult for managers to get the commitment they need to the changes they must make. Boyd explores the reasons for the changes in personal lives and in our society's institutions. He offers ways managers can get the commitment they need for organizational change.

The book opens with a thorough discussion of the forces making organizational change necessary. Boyd discusses the barriers to commitment inside and outside organizations that slow or block needed changes, and shows how managers can overcome these barriers. The book gives examples of organizations that gain commitment to change by using good compensation plans and by tying goals to employee achievement. Boyd discusses the importance of developing a more productive work force for global markets and how to do so. He concludes by describing the star organization, a type designed to meet employees' needs and today's changing economic demands. This book is an important guide for human resource managers, chief executive officers, and college and public libraries.

This volume is motivated by key questions and challenges associated with reviving and developing a comparative perspective. One organizing theme of the volume is to present comparative analysis as a means to explain and describe organizational heterogeneity, at varying levels and contexts. While much empirical work looks for the sources of homogeneity within fields, industries, etc., we believe that one advantage of doing comparative analysis is to make assessments of the observed differences between organizations. Thus, we have asked all of the authors to consider how their style of comparative analysis enhances our understanding of organizational heterogeneity. The volume consists of two sections: an introductory essay section and a section where authors focus on specific theoretical, methodological and empirical topics. A couple of papers are original empirical analyses that use a comparative logic or method. We expect that each paper, in addition to providing a theoretical contribution, will offer a meta-discussion that explains how taking a comparative approach enhances our understanding of the phenomenon of interest.

'This book - full of stories about storytelling - contains some remarkable, real life examples of how story-telling in organisations leads to learning and dilemma resolution and how it makes possible the realisation of a vision.' Arie de Geus, Former Head of Group Planning, Royal Dutch/Shell Group and author of The Living Company

'The real power of narrative is that the threads can be interwoven to create ferocious antagonisms, happy endings and elegant syntheses. This is a book for all who would enthral others with their enterprise.' Charles Hampden-Turner, The Judge Institute of Management Studies, University of Cambridge. Co-author of Riding the Waves of Culture and Building Cross-Cultural Competence.

'Tales, of the sort described in this book, are a powerful antidote to the overly analytical culture that afflicts many organisations today. Like many of the best business ideas, telling stories is both old and new. This book develops a new way to use stories to create the elusive competitive edge - a must for managers in our increasingly complex world.' DeAnne Julius, Former Member of the Monetary Policy Committee, Bank of England.

'A gift to story-lovers. After an hour or so, one is entirely engrossed by this delightful book. Full of rich stories, narratives and ideas, it will appeal to the scholar, the student and the practitioner, the story-teller and the listener.' Yiannis Gabriel, School of Management, Imperial College, University of London. Author of Storytelling in Organizations.

"Advances in Group Processes" publishes theoretical, review, and empirically-based papers on group phenomena. The series adopts a broad conception of 'group processes' consistent with prevailing ones in the social psychological literature. In addition to topics such as status processes, group structure, and decision making, the series considers work on interpersonal behaviour in dyads (i.e. the smallest group). Contributors to the series include not only sociologists but also scholars from other disciplines, such as psychology and organizational behaviour.

The book that defined the field, updated and expanded for today's organizations Organizational Culture and Leadership is the classic reference for managers and students seeking a deeper understanding of the inter-relationship of organizational culture dynamics and leadership. Author Edgar Schein is the 'father' of organizational culture, world-renowned for his expertise and research in the field; in this book, he analyzes and illustrates through cases the abstract concept of culture and shows its importance to the management of organizational change. This new fifth edition shows how culture has become a popular concept leading to a wide variety of research and implementation by various organizations and expands the focus on the role of national cultures in influencing culture dynamics, including some practical concepts for how to deal with international differences. Special emphasis is given to how the role of leadership varies with the age of the organization from founding, through mid-life to old age as the cultural issues vary at each stage. How culture change is managed at each stage and in different types of organizations is emphasized as a central concern of leader behavior. This landmark book is considered the defining resource in the field. Drawing on a wide range of research, this fifth edition contains 25 percent new and revised material to provide the most relevant new concepts and perspectives alongside the basic culture model that has helped to define the field. Dig into assumptions and typologies to decipher organizational culture * Learn how culture begins, thrives, or dies with leadership * Manage cultural change effectively and appropriately * Understand the leader's role in managing disparate groups The resurgence of interest in organizational culture has spurred an awakening in research, and new information is continuously coming to light. Outdated practices are being replaced by more effective methods, and the resulting shift affects organizations everywhere. Organizational Culture and Leadership is an essential resource for scholars, consultants and leaders seeking continuous improvement in the face of today's business realities.

Agent-based modeling and social simulation have emerged as both developments of and challenges to the social sciences. The developments include agent-based computational economics and investigations of theoretical sociological concepts using formal simulation techniques. Among the challenges are the development of qualitative modeling techniques, implementation of agent-based models to investigate phenomena for which conventional economic, social, and organizational models have no face validity, and the application of physical modeling techniques to social processes. Bringing together diverse approaches to social simulation and research agendas, this book presents a unique collection of contributions from the First World Congress on Social Simulation, held in 2006 in Kyoto, Japan. The work emerged from the collaboration of the Pacific Asian Association for Agent-Based Approach in Social Systems Sciences, the North American Association for Computational Social and Organizational Science, and the European Social Simulation Association.

"Anatomising Embodiment and Organisation Theory" explores the relationship between the human body and the development of social theory about organizations and organizing. The science of anatomy is taken as a pattern for knowledge both of the human body and/or organizations, and the twin symbols of dissection--the scalpel and the mirror--are used to understand the production of knowledge about organizations.

companies to diversify may outweigh the costs of doing so, and that some traditional regulatory concerns may be excessively restrictive. The papers by Hillman, Harris, and Jang and Norsworthy, while all relating to individual industries, have lessons for other regulated industries. Hillman's paper, "Oil Pipeline Rates: A Case for Yardstick Regulation," deals with the important topic of yardstick regulation for oil pipelines. While his application is highly specific, the potential application of yardstick regulation goes beyond oil pipelines. He reviews the evolution in the law regulating oil pipelines. While showing that some progress has been made in introducing economic efficiency considerations into regulation, he provides a careful critique of the operation of existing regulation and suggests an alternative based upon a yardstick approach. His approach seeks to use competitive market prices as the yardstick, with administration of price discrimination limited to dealing with possible "favoritism" to subsidiaries and affiliates. "Telecommunications Services as a Strategic Industry: Implications for United States Public Policy" by Harris and "Productivity Growth and Technical Change in the United States Telecommunications Equipment Manufacturing Industries" by Jang and Norsworthy provide important insights for telecommunications.

The papers in this volume were presented in May 2000, at a conference held at Stanford University's Graduate School of Business. The purpose of the conference was to explore individual motivation and sensemaking in the context of group membership. This volume presents the papers discussed at that conference, and brings attention to the problem of understanding how group members understand their own experience in their groups. In creating both individual and shared understandings of group membership, group members reflect on their participation in the group, the group process, group outcomes, the group itself, and the organization in which the group is embedded. The papers in this volume address a variety of topics including the use of methods from phenomenological psychology; how individuals choose which groups to join, and how they develop a sense that they belong to one or another group; groups' orientations toward learning, pacing, and time; and familiarity, trust, perspective taking, and intergroup relations. The research presented in these papers employs diverse methods including qualitative field studies, laboratory experiments, and the use of archival data. Some of the papers presented here are more directly phenomenological than others. Even the chapters whose methods are furthest from a typical phenomenological approach, however, provide interesting insights into how individuals experience and make sense of group membership.

This volume encompasses the latest thinking on international business strategy and organization. It spans topics ranging from the influence of national culture on international business strategies, to the reorganization of corporate strategies in the context of the European single market. It represents an international coverage of the leading edge research findings in this area.

Emotional Abuse and Neglect in the Workplace tackles the big questions: How does emotional neglect of employees affect an organization? How can management effectively manage while restoring an organization's health? When trust is gone, only reliable behavior by senior managers can help - and this takes time. The author explores striking similarities between the symptoms of ailing organizations and abusive or neglectful families. This book explores not only a new theory of neglected organizations, but also a set of methods enabling OD practitioners to restore employees' trust. It also provides diagnostic tools and guidelines for change agents who confront organizational neglect head-on and includes case studies and real-life experiences of OD practitioners.

Commitment in the workplace has been an enduring concern of managers at all levels. On the basis of extensive research and practical work with corporations, Stephen L. Fink establishes a sound basis (Commitment Diagnostic Instrument) for diagnosing essential characteristics of employee commitment and, importantly, offers practical guidance for remedying situations in which commitment levels constitute problems.

Fink examines the differing experiences of corporations with dissimilar personnel approaches. His analysis involves consideration of common, but highly relevant, factors including age, length of service, and educational level. Types of commitments are differentiated, for example, commitment to co-workers is distinguished from commitment to one's specific performance. Managers are guided on the approaches conducive to establish, monitor, and strengthen commitment as a means to a qualitatively better and more productive workplace.

The implementation of new ideas in organizations is often hampered by the political dynamics of lateral relationships. The authors of this book offer a balance of theory and cases designed to give managers and executives strategies for dealing with power relationships in an effective way. This book highlights common mistakes people make in managing lateral relationships. Most problems concern misunderstandings about the political realities that arise from underlying power distribution inherent in any organization. The authors offer a roadmap based on real-life dilemmas faced by both new and seasoned managers in order to help solve seemingly unsolvable problems. Using ideas from the resource-dependence paradigm, they model and diagram lateral relationships in a way that create effective plans of action. Managers, executives, and MBA students will find this synthesis of theory and practice an important tool for building a model for success.

Part I gives the reader an understanding of the workings of lateral relationships within organizations. It goes on to provide specific models and strategies for working within these relationships. Part II details specific scenarios that will be faced by managers and executives and offers ways to cope with them. The increasingly diverse workforce and growing reliance on team management only intensifies the need for more effective lateral relationship management. This book provides the application of theories and skills vital to coping in such an organizational environment.

Organizational culture has been a topic of interest to researchers, and there has been specific interest in the link between culture and organizational performance. However, the relationship between organizational culture and business excellence and how to achieve outstanding performance is still ambiguous. Organizational Culture and Achieving Business Excellence: Emerging Research and Opportunities is an essential research reference that examines the association between organizational culture type and business excellence and the moderating effect of ICT use. Highlighting topics such as data analysis, culture types, and productivity, this book is ideal for business professionals, managers, private organizations, government agencies, researchers, and academicians.