Becoming right Binder, Amy J; Wood, Kate
2012., 20121216, 2012, 2013, 2012-12-16, 20130101, Volume:
54
eBook
Conservative pundits allege that the pervasive liberalism of America's colleges and universities has detrimental effects on undergraduates, most particularly right-leaning ones. Yet not enough ...attention has actually been paid to young conservatives to test these claims--until now.
InBecoming Right, Amy Binder and Kate Wood carefully explore who conservative students are, and how their beliefs and political activism relate to their university experiences. Which parts of conservatism do these students identify with? How do their political identities evolve on campus? And what do their educational experiences portend for their own futures--and for the future of American conservatism?
Becoming Rightdemonstrates the power that campus culture has in developing students' conservative political styles and shows that young conservatives are made, not born. Focusing on two universities--"Eastern Elite" and "Western Public"--Binder and Wood discover that what is acceptable, or even celebrated, political speech and action on one campus might be unthinkable on another. Right-leaning students quickly learn the styles of conservatism that are appropriate for their schools. Though they might be expected to simply plug into the national conservative narrative--via media from Fox News to Facebook--college conservatives actually enact their politics in starkly different ways.
Rich in interviews and insight,Becoming Rightillustrates that the diverse conservative movement evolving among today's college students holds important implications for the direction of American politics.
•First and foremost, the finding of three organizational identities—parent, host, and hybrid—across the three subsidiaries highlights how the contexts of subsidiaries inform the use of particular ...languages and thence shape the organizational identities: These various organizational identities reveal how actors shape and share their own identities at the subsidiaries in line with the various uses of multiple language, further adding to both linguistic identity (Bordia & Bordia, 2015) and dual identifications (Ishii, 2012; Reade, 2001).•Second, the findings show that social identity is shaped not only in terms of the linguistic abilities of actors but also in terms of the national identity with which actors are perceived to be associated: This illustration questions the current underlying assumption that ethnically similar employees may be more trusted in host countries because of their shared ethnicities and language (Fan & Harzing, 2017, 2020).•Finally, national identity is deeply connected with actors’ perceptions of the history between parent and host countries: This reference to actors’ perceptions of the history between parent and host countries highlights the influence of “post-colonial history” (Harzing & Feely Alan, 2008).
This paper explores how different organizational identities can be constructed by the use of multiple languages within a multinational corporation’s (MNC) subsidiaries. Scholars are increasingly interested in the importance of language in international business but little is currently known about how identities interact with language across an MNC’s subsidiaries. Applying language and social identity theory, this paper analyses the interactions between organizational identity and the use of multiple languages within the lines of communication in the Thai, Taiwanese and US subsidiaries of a Japanese MNC, focusing especially on communications with customers and headquarters. The findings reveal the range of uses of different languages in the lines of communication and the attendant sharing and shaping of social identities in each subsidiary, thus highlighting the importance of the contexts of subsidiaries. In addition, in a sharp contrast to the approach to linguistic identity assumed in the current literature, the findings reveal how national identity can be sustained independently of the use of language. Moreover, the findings also reveal that perceived identity is influenced not only by actors’ language abilities and ethnicity, but also by their post-colonial views on both parent and host countries, and how this underpins shadow organizational structures.
PurposeCOVID-19 has highlighted the need to reflect on how firms should improve their supply chains (SCs) to enhance agility and robustness. Recent studies focus more on the short-term rather than on ...the long-term developments and lack insights regarding the enhancement of supply chain resilience (SCRES) based on the interplay between multiple levers. Therefore, using a long-term perspective, this research evaluates the interaction between three SCRES levers – relationships, technologies and organizational structures – to improve SCRES.Design/methodology/approachBased on an extensive literature review, multiple interviews and workshops, 13 future projections were developed. These projections were assessed using a two-round Delphi study that included 83 international experts from industry, academia and politics/associations to determine the probability of occurrence by 2035, their impact on SCRES and their desirability.FindingsThis study provides empirical evidence that the long-term enhancement of SCRES is achieved through the interplay of multiple levers rather than unilateral optimization. The study suggests that, by 2035, collaboration between SC partners will be a key factor for SCRES enhancement. Additionally, SC stakeholders should be aware that failing to invest in digital technologies will negatively impact the agility and robustness of future SCs. Furthermore, humans are expected to continue to play a major role, given that relationship-oriented tasks are perceived to remain important.Originality/valueThis paper adds to current literature, describing how SCRES can be improved in the long term through the interplay of multiple levers and the combination of robust and agile elements. Considering the importance of ensuring resilient SCs, this paper provides valuable insights for academics and practitioners.
DevOps and continuous delivery have impacted the organizational structures of development and infrastructure groups in software-producing organizations. Our research aims at revealing the different ...options adopted by the software industry to organize such groups, understanding why different organizations adopt distinct structures, and discovering how organizations handle the drawbacks of each structure. We interviewed 68 carefully-selected IT professionals, 45 working in Brazil, 10 in the USA, 8 in Europe, 1 in Canada, and 4 in globally distributed teams. By analyzing these conversations through a Grounded Theory process, we identified conditions, causes, reasons to avoid, consequences, and contingencies related to each discovered structure (segregated departments, collaborative departments, API-mediated departments, and single department). In this way, we offer a theory to explain organizational structures for development and infrastructure professionals. This theory can support practitioners and researchers in comprehending and discussing the DevOps phenomenon and its related issues, and also provides valuable input to practitioners' decision-making.
In this study we examine the structural logic underlying complex intraorganizational networks. Drawing on different propositions about structural regularities in networks and using a comparative case ...study, we empirically investigate the structural logic of collaborative networks for the strategic decision process in two German corporations. In both organizations, data were gathered on cooperative relationships between all managers belonging to the top two management levels. We model structural regularities at the dyadic and the extradyadic level by applying a class of multivariate exponential random graph models. Our findings contribute to the existing literature in three ways: (1) Although networks are particularly likely to exhibit some types of structural regularities (e.g., reciprocity and transitivity), there are other relational forms such as cycles that seem to be of limited relevance. (2) Structural regularities are not limited to a single type of relation but may comprise instrumental and affective relational ties simultaneously. (3) An organization's formal cooperation structure has surprisingly limited influence on the structural patterns of cooperation, whereas friendship ties are embedded in managers' regular interaction patterns in many different ways.
Organizations today engage in various forms of alliances to manage their existing business processes or to diversify into new processes to sustain their competitive positions. Many of today's ...alliances use the IT resources as their backbone. The results of these alliances are collaborative organizational structures with little or no ownership stakes between the parties. The emergence of Web 2.0 tools is having a profound effect on the nature and form of these alliance structures. These alliances heavily depend on and make radical use of the IT resources in a collaborative environment. This situation requires a deeper understanding of the governance of these IT resources to ensure the sustainability of the collaborative organizational structures. This study first suggests the types of IT governance structures required for collaborative organizational structures. Semi-structured interviews with senior executives who operate in such alliances reveal that co-created IT governance structures are necessary. Such structures include co-created IT steering committees, co-created operational committees, and inter-organizational performance management and communication systems. The findings paved the way for the development of a model for understanding approaches to governing IT and evaluating the effectiveness for such governance mechanisms in today's IT‐dependent alliances. This study presents a sustainable IT-related capabilities approach to assessing the effectiveness of suggested IT governance structures for collaborative alliances. The findings indicate a favorable association between organizations' IT governance efforts and their ability to sustain their capabilities to leverage their IT resources. These IT-related capabilities also relate to measures business value at the process and firm level. This makes it possible to infer that collaborative organizations' IT governance efforts contribute to business value.
Is telework effective for organizations? Harker Martin, Brittany; MacDonnell, Rhiannon
Management research review,
01/2012, Volume:
35, Issue:
7
Journal Article
Peer reviewed
Purpose
Telework is an alternative work relationship with demonstrated positive benefits for individuals and society, yet it has not been implemented with enthusiasm by most organizations. This could ...be due to the lacking, consolidated evidence for management regarding whether or not telework is a good thing for the firm. The purpose of this paper is to integrate multidisciplinary literature that reports effects of telework on organizational outcomes with the aim of providing a clearer answer to the question: is telework effective for organizations?
Design/methodology/approach
Meta‐analytical methods were used, beginning with an interdisciplinary search for effect sizes in eight databases. Limited to scholarly journals and dissertations, results included 991 articles scanned for inclusion criteria. The independent variable is telework, measured as a dichotomous variable. Dependent variables are outcomes of interest to organizations: productivity, retention, turnover intention, commitment, and performance. In total, 22 studies were double coded and meta‐analyzed using Hunter and Schmidt's approach, followed by five exploratory moderator analyses: level of analysis, level of the employee, response rate, proportion of females, and country of the study. Significant results are discussed.
Findings
Review and meta analysis of 32 correlations from empirical studies find that there is a small but positive relationship between telework and organizational outcomes. Telework is perceived to increase productivity, secure retention, strengthen organizational commitment, and to improve performance within the organization. In other words, it is indeed beneficial for organizations. All five hypotheses are supported.
H
1 (productivity), rc=0.23 (k=5,
n
=620), (95% CI=0.13−0.33).
H
2 (retention),
r
=0.10 (k=6,
n
=1652), (95% CI=0.04−0.16).
H
3 (commitment),
r
=0.11 (k=8,
n
=3144), (95% CI=0.03−0.18); moderator analysis shows sample age is significant (F(1,4)=4.715,
p
<0.05, R2=0.80).
H
4 (performance),
r
=0.16 (k=10,
n
=2522).
H
5 (organizational outcomes),
r
=0.17 (k=19,
n
=5502), (95% CI=0.1−0.20).
Originality/value
To the authors' knowledge, this is the first meta‐analysis of telework research at the organizational level, providing a unique contribution to the field in filling the gap between research on effects to the individual and society. Additional contributions resulted from the moderator analyses: first, in finding that the relationship between telework and performance is moderated by whether or not the sample was one individual per firm, or many individuals from one; and second, in finding that the relationship between telework and organizational commitment is moderated by age. Thus, the paper provides unique contributions with both scholarly and practical implications.
In response to media exposés and activist group pressure to eliminate exploitive working conditions, multinational companies have pushed their suppliers to adopt labor codes of conduct and improve ...their labor practices to meet the standards set forth in these codes. Yet little is known about the extent to which suppliers are improving their labor practices to conform to codes of conduct, especially in organizations in which legitimacy structures like codes compete with productivity-driving incentive structures. We theorize that the presence of particular internal structures will affect the extent to which suppliers’ labor practices will become more tightly aligned—or coupled—with their formal commitments to adhere to labor codes. Specifically, we theorize high-powered productivity incentives to be associated with less coupling, and being certified to management system standards and having workers’ unions to be associated with more coupling. We also argue that these efficiency and managerial structures will moderate each other’s relationship to coupling, and that certification and unions will each increase the other’s positive association with coupling. Using social audit data on 3,276 suppliers in 55 countries, we find evidence that supports our hypotheses. Our focus on the internal structural composition of suppliers extends the decoupling literature by theorizing and demonstrating conditions under which suppliers’ core organizational functions are likely to be buffered from change by legitimacy structures. Furthermore, our findings suggest important strategic considerations for managers selecting supplier factories and provide key insights for the design of transnational sustainability governance regimes.
The online appendix is available at
https://doi.org/10.1287/orsc.2018.1261
.
Background. The need to ensure a high degree of product quality puts forward new requirements for models, methods and tools for managing production processes and the quality of products. This is ...especially true for the radio-electronic industry, where the effectiveness of technological innovations is dynamically confirmed during the serial production of products. Materials and methods. The intellectualization of radio electronics production is fully consistent with the concept of Industry 4.0 and the digitalization strategy. At the same time, quality assurance depends on the effective implementation of a quality management system at the enterprise, which requires top management not only to follow the requirements established in the GOST R ISO 9001-2015 standard, but also to take into account the internal specifics of the organization. A significant part of the features of the economic activity of an enterprise is determined by the type of its organizational structure. Results and conclusions. Therefore, the effectiveness of the implementation of technological innovations depends on the suitability of the applied quality management methods at enterprises of various organizational forms of management.
Case studies and surveys describing roles of liaison librarians and structure of liaison librarian programs have generally focused on libraries at large, research-oriented universities. This study ...was conducted to better understand the role of liaison librarians and the structure of liaison programs across more types of college and university libraries. Listings of liaison librarians on library websites at institutions with a wide range of enrollments were examined. Document analysis was used to observe how common it was for libraries to have such listings, how many liaison librarians were listed, what title was used for the position, what services were described, and if library employees not matched to university departments were also included in the list. Although there was substantial overlap in how institutions described their liaison librarian services, smaller and larger institutions had some noteworthy differences. Over 80 % of institutions with >5000 full-time equivalent (FTE) students had a liaison librarian listing on the library website, while less than half of smaller institutions had a listing. The largest institutions also tended to have more liaison librarians, frequently included subject specialization in liaison titles, and offered non-departmental services in their listings more often than smaller institutions.
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