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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.
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.
This volume in the Research in Organizational Sciences series is
entitled Received Wisdom, Kernels of Truth and Boundary Conditions
in Organizational Studies. Received wisdom is knowledge imparted to
people by others and is based on authority and tenacity as sources
of human knowledge. Authority refers to the acceptance of knowledge
as truth because of the position and credibility of the knowledge
source. Tenacity refers to the continued presentation of a
particular bit of information by a source until this bit of
information is accepted as true by receivers. The problem for
organisational studies, however, is that this received wisdom often
becomes unquestioned assumptions which guide interpretation of the
world and decisions made about the world. Received wisdom,
therefore, may lead to organisational practices which provide
little or no benefit to the organisation and, potentially, negative
organisational effects, because this received wisdom is no longer
valid. The 14 papers in this volume all, in some way, strive to
question received wisdom and present alternatives which expand our
understanding of organisational behaviour in some way. The chapters
in this volume each strive to present new ways of understanding
organisational constructs, and in so doing reveal how received
wisdom has often led to confirmation bias in organisational
science. The knowledge that some perceived truths are actually the
products of received wisdom and do not stand up to close scrutiny
shakes up things within research areas previously thought settled
allowing new perspectives on organisational science to emerge.
This volume in the Research in Organizational Sciences series is
entitled Received Wisdom, Kernels of Truth and Boundary Conditions
in Organizational Studies. Received wisdom is knowledge imparted to
people by others and is based on authority and tenacity as sources
of human knowledge. Authority refers to the acceptance of knowledge
as truth because of the position and credibility of the knowledge
source. Tenacity refers to the continued presentation of a
particular bit of information by a source until this bit of
information is accepted as true by receivers. The problem for
organisational studies, however, is that this received wisdom often
becomes unquestioned assumptions which guide interpretation of the
world and decisions made about the world. Received wisdom,
therefore, may lead to organisational practices which provide
little or no benefit to the organisation and, potentially, negative
organisational effects, because this received wisdom is no longer
valid. The 14 papers in this volume all, in some way, strive to
question received wisdom and present alternatives which expand our
understanding of organisational behaviour in some way. The chapters
in this volume each strive to present new ways of understanding
organisational constructs, and in so doing reveal how received
wisdom has often led to confirmation bias in organisational
science. The knowledge that some perceived truths are actually the
products of received wisdom and do not stand up to close scrutiny
shakes up things within research areas previously thought settled
allowing new perspectives on organisational science to emerge.
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