Alle Publikationen
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2016
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(2016): Does HRD have a moral duty to respond to matters of social injustice?. In: Human Resource Development International 21 (1), S. 3-11. DOI: 10.1080/13678868.2017.1344419
DOI: https://doi.org/10.1080/13678868.2017.1344419 Abstract: The purpose of this article is to question whether or not social injustice should matter to human resource development (HRD). The goal is to invoke a sense of moral agency and responsiveness within the HRD community for having more candid and open conversations about social injustice and the lived experiences of marginalized individuals. In this article, a social justice paradigm will be suggested as a dedicated platform for studying social justice as a necessary outcome of social injustice. Organizational social justice will be introduced as a progressive workplace norm that envisions an equal balance of social justice outcomes for all members in organizations and places of work. (PsycINFO Database Record (c) 2018 APA, all rights reserved) zitiert von: 1
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(2016): Cooperating without Co-laboring. In: Administrative Science Quarterly 62 (1), S. 179-214. DOI: 10.1177/0001839216655090
DOI: https://doi.org/10.1177/0001839216655090 Abstract: I examine how different distributions of ownership and governance rights in firms affect the optimal organization of cross-functional project teams for knowledge-intensive work. I analyze multi-method data from two competing automated manufacturing equipment engineering firms with contrasting formal power structures, one a worker cooperative with ownership and governance rights distributed across occupations and the other a conventional firm with ownership and governance rights concentrated in the hands of several senior workers in one occupational group. Contrary to prior research, my findings suggest that when collective tasks are uncertain and complex, the benefits of cross-functional interactions depend on organizations’ formal power structure: cross-functional interactions improve teams’ productivity in the context of concentrated ownership and governance rights but not when ownership and governance rights are widely distributed among workers. Fieldwork at the tw o firms revealed three mechanisms by which dispersed formal power decreases the productivity benefits of cross-functional interaction: it reduces status distinctions among team members, increasing the labor hours required to resolve conflicts; boosts participation in oversight and coordination processes outside teams so that workers have more access to information and less need for cross-functional interactions; and increases the distribution of knowledge-management technology, which increases workers’ autonomy and reduces the value of cross-functional interactions. (PsycINFO Database Record (c) 2017 APA, all rights reserved)
2011
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(2011): Development, social norms, and assignment to task. In: Proceedings of the National Academy of Sciences of the United States of America 1084, S. 21308-21315. DOI: 10.1073/pnas.1019457108
DOI: http://www.ncbi.nlm.nih.gov/pubmed/22198757 Abstract: Economic development involves a structural transformation in the way people are allocated to tasks. There is a shift from self-provision to market exchange, facilitating specialization. There is also a shift from self-employment to wage employment in large firms and organizations, driven by innovation and increasing returns to scale. Changes in allocation mechanisms require changes in norms and attitudes. Because different labor assignment domains coexist, conflicts arise among norms that apply to different domains, possibly resulting in dysfunctional outcomes. I argue that religion, humanism, and schools have all played an important historical role in fostering the changes in social norms and attitudes that are needed to accompany structural changes in the way economies allocate workers to tasks. zitiert von 30
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