Suchergebnisse

Rethinking organizational ethics training -- Moral intuition: advances in moral psychology and neuroscience -- The social intuitionist model -- Communication and the new organizational ethics -- How cultur(ing) works -- Pluralistic moral ignorance and spirals of silent misdirection -- Here-and-now ethics talk in the workplace -- Sensemaking and identity: what to expect from moral reasoning -- Substituting here-and-now ethics talk -- Organizational learning and organizational communication -- From individual moral intuition to organizational moral learning -- Organizing for moral mindfulness -- Stories of organizational moral learning and ignorance -- Communication practices for managing moral mindfulness

Extensive work in psychology and neuroscience reveals that individuals are born with moral intuitions, and this volume capitalizes on that recent insight to provide a new perspective on how to lead organizational ethics. Organizational Moral Learning presents communication-based recommendations for managers and leaders to encourage authentic moral dialogue at work so that these discussions can be used to update work practices vigilantly as organizations strive for ethical excellence. Organizational ethics are crucial to individual, organizational, national, and even global well-being, and this work leads a revolution in thinking about how to manage organizational ethics. Written accessibly for students and practitioners alike, this book provides a leading-edge look at organizational ethics based on science and research applicable to a worldwide audience.

This book presents the seven entrepreneurial activities (SEA) model of new organizational constitution, a prescriptive extension of the four flows model tradition of communicative constitution of organizations (CCO) theory. Organizational Constitution in Entrepreneurship explains the SEA model in detail, illustrating it with autobiographical accounts from Deanna Bisel's years of experience as an entrepreneur. The volume explores how entrepreneurial efforts to create and maintain organizations involve interrelated activities. In doing so, it offers a vision of new organizational creation and maintenance as (a) communicative and material, (b) initiated by value propositions, (c) difficult to achieve, (d) having periods of partiality, (e) being the result of constitutive leadership distributed among members, and (f) dependent upon constitutive momentum generated in organizational learning. This unique volume will be a key reference for students and scholars of organizational communication, management, business studies, entrepreneurship, and communication studies.

This study investigated a key question involved with attracting and retaining a diverse workforce: Should recruiters provide race-related realistic organizational previews (ROPs) to job candidates from historically-marginalized groups during the offer consideration phase? Colorblind (i.e., race ignoring) socialization practices are likely motivated by several fears. Yet, a colorblind strategy may also miss potential advantages afforded by race-acknowledging ROPs. Black and African-American ( N = 338) individuals participated in a three (colorblind, implicit, or explicit ROP-type) × two (Black or White recruiter) message processing experiment. Statistical analyses revealed that implicit race-acknowledged ROP messages were comparable to a colorblind condition in terms of organizational attraction and motivation to join the organization. Furthermore, an implicit race-acknowledged ROP message was associated with higher intention to accept a job offer than an explicit race-acknowledged ROP. Analyses also revealed that participants perceived recruiters as credible and polite, regardless of recruiter's racial identity or the race-related explicitness of the ROP message. Implications of the study conclude the paper.

How and when do employees confront one another for stealing their ideas? Business communication literature on confronting unethical behavior is synthesized with moral licensing theory to better understand responses to unethical actors about unjustified credit taking in the workplace. In this message production experiment, working adults ( N = 344) were randomly assigned to respond to a supervisor, peer coworker, or subordinate who stole or ignored the participant's intellectual contributions. Content and statistical analyses revealed subordinates were comparatively less direct when confronting bosses, suggesting third-party moral licensing and moral credentialing were measurable in communication patterns. Importantly, this dynamic was not attributable to perceptions of task interdependence. Instead, subordinates perceived the stealing or ignoring of their ideas to be less unethical than did bosses. Additionally, individuals whose ideas have been stolen in the workplace were less confrontational compared to those who have not. Thus, data suggest incremental acquiescence to this form of workplace wrongdoing, particularly when the transgressor holds high hierarchical status. Taken together, these data may explain how recognition for ideas tends to spread vertically to bosses (labeled here, vertical credit creep), which may function to reinforce established power arrangements and to perpetuate unjustified credit taking in the workplace.

A two-part investigation explored whether strategic messaging can influence others' perceptions of one's organizational citizenship. In a first study, inductive analysis of interviews ( N = 24) revealed working adults hold implicit rules for how (and how not) to present themselves to their colleagues as good citizens: The rules require organizational members' attempt to avoid being interpreted by colleagues as motivated by personal gain or working through ostentatious means. Then, the content of impression management (IM) messages were crafted—based on these rules—and used for a message-processing experiment ( N = 274). Analysis demonstrated working adults' perceptions of organizational citizenship behavior were influenced by strategic self- and other-referential messaging regarding motives and means. Results imply that strategic IM messaging, which conforms to the rules of organizational citizenship behavior impression-construction, are rewarded with audience perceptions of being citizenly. Implications for IM in the workplace are discussed.

This study uses discursive positioning theory to explore how planned change messages influence organizational members' identity and the way they experienced organizational change. Based on an in-depth case study of a home healthcare and hospice organization that engaged in a multiyear planned change process, our analysis suggests that workers experienced salient change messages as constituting unfavorable identities, which were associated with the experiences of violation, recitation, habituation, or reservation. Our study also explores the way discursive and material contexts enabled and constrained the governing board's change messages as they responded to external and internal audiences. We highlight the importance of viewing messaging as a process of information transfer as well as discursive construction, which has important implications for the way change agents approach issues of sense making, emotionality, resistance, and materiality during planned change processes.

Virtual spaces are a new and influential means by which present and past organizational members share reviews of their organizational experiences and socialize potential newcomers; however, online reviews can be negative and jeopardize an organization's image. This investigation employed social identity theory and uncertainty management theory as a means of explaining patterned user ratings of organizational reviews online. In a first study, we content analyzed socialization storytelling about Basic Training on americangrit.com. Statistical analysis revealed that viewers rated stories more highly when the story portrayed the military favorably. In a second study, a content analysis of organizational reviews posted to indeed.com replicated and extended this pattern: Website visitors rewarded positive reviews of U.S. Military branches with higher ratings, while reviews of large corporate organizations (i.e., Apple, Bank of America, Michelin) varied. Implications for theory and practice conclude the paper. ; Financial support was provided from the Office of the Vice President for Research and Partnerships and the Office of the Provost, University of Oklahoma. Open Access fees paid for in whole or in part by the University of Oklahoma Libraries. ; Yes

This organizational life history documents how the founder of an elite gymnastics training organization led her organizational members to resist what she deemed to be unethical institutional influences prior to working toward changing those institutional practices. The study contributes the idea that institutional resistance leadership at the team and organizational levels can precede disruptive institutional entrepreneurship activities at the institutional level. The diachronic analysis describes the micro, local, historical, intra-organizational work that serves as a proving ground for generating resistance before proceeding to institutional level work; in doing so, the article explores how leadership activities can be 'scaled up' to affect institutions through the intermediary of an organization. Identity violations triggered a founder's sensemaking and moved her to lead others to resist institutional forces on her own organization's training practices. The founder used the rhetorical strategy of narrative to create sensebreaking to help members make sense of the dominant institutional influence, articulate an alternative philosophy, translate the alternative into practices, and acquire material resources for undertaking resistance at the local organizational level. Finally, in attempting to scale up to institutional entrepreneurship, the institutional resistance leadership then struggled with defining success for the organization in the view of dominant institutional actors.

To fill a critical void in organizational culture pedagogy, the authors present an instructional system that employs the metaphor of a gyroscope to help students understand implicit assumptions in culture research. Working from Martin's nexus approach to organizational culture and Fairhurst and Putnam's tripartite theory of organizational discourse, the system in this study illustrates three interpretations of the relationships between culture and communication implicit in the literature. Each relationship is defined, exemplified with culture research, and critiqued. Pedagogical applications of the gyroscope metaphor are also outlined.