Alle Publikationen
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2017
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(2017): Whether power holders construe their power as responsibility or opportunity influences their tendency to take advice from others. In: Journal of Organizational Behavior 38 (7), S. 923-949. DOI: 10.1002/job.2171
Abstract: Investigated different responses that power holders demonstrate in their tendency to take advice depending on the construal of power. A field study was conducted with 49 supervisors (mean age 42 years) and 54 of their subordinates (mean age 36 years) representing a wide range of organizations and industries in Australia, Malaysia, and Israel. A second field study was conducted with 217 individuals (mean age 42 years) in high-power positions in Chile and the Netherlands. A final experiment was performed with 75 Western Europeans (mean age 21 years), in which participants were assigned to a more or less powerful role. Across all three investigations, higher tendencies to take advice were observed among individuals who construed their power as a responsibility as opposed to an opportunity. Furthermore, the impact of construal of power on advice-taking was moderated by a heightened perceived value of advice, but not by decreased confidence in personal judgments or personal sense of power. As a result, openness to advice-taking when power was construed as a responsibility occurred regardless of whether advice was offered by subordinates, expert advisors, or a less powerful person. Future research imperatives include an examination of possible gender differences in the observed effects.
2016
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(2016): Power, Interaction, Position, and the Generation of Cultural Agreement in Organizations. In: Human Relations 49 (1), S. 75-104. DOI: 10.1177/001872679604900104
DOI: https://doi.org/10.1177/001872679604900104 Abstract: Examined the role of differing assumptions about the effect of power, interaction, and position in cultural viewpoints in organizations by content analyzing the stories that private school faculty, administrators, and staff told about their school organization. Differences in formal power, informal influence, and organizational position led to differences in stories that signified different cultural viewpoints. Results suggest that the effects predicted from the integration, differentiation, and fragmentation perspectives are likely to be jointly present in organizations. It is also suggested that an understanding of formal and informal position in organizations can enhance appreciation of the subtleties of cultural understanding. (PsycINFO Database Record (c) 2016 APA, all rights reserved) zitiert von 75
2015
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(2015): “Justice” and “fairness” are not the same thing. In: Journal of Organizational Behavior 36 (2), S. 313-318. DOI: 10.1002/job.1956
DOI: https://doi.org/10.1002/job.1956 Abstract: Organizational justice researchers tend to treat as synonyms the terms 'justice' and 'fairness'. We discuss different definitional arguments, concluding that these two concepts are distinct. Justice should be defined as adherence to rules of conduct, whereas fairness should be defined as individuals' moral evaluations of this conduct. (PsycINFO Database Record (c) 2016 APA, all rights reserved)
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(2015): Using Ethnography of Communication in Organizational Research. In: Organizational Research Methods 18 (4), S. 629-655. DOI: 10.1177/1094428115590662
DOI: https://doi.org/10.1177/1094428115590662 Abstract: Ethnography of Communication offers new analytical and interpretive possibilities for contextually sensitized, language- and communication-based ethnographic studies of management and organization. In this article we provide an introduction and overview of relevant linguistic and related fields, positioning Ethnography of Communication within the broader context of anthropology, ethnomethodology, and sociolinguistics. We describe Dell Hymes’s seminal contribution to theory and method of Ethnography of Communication (foregrounding Hymes’s signature concept of 'communicative competence') and outline what the application of an Ethnography of Communication approach in management research might entail (illustrating the application of Hymes’s SPEAKING grid). We conclude by offering an example of how the methods of Ethnography of Communication might be applied usefully to the study of organizational language, discourse, and communication. (PsycINFO Database Record (c) 2016 APA, al l rights reserved) zitiert von 9
2014
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(2014): Using politeness to model the psychosocial dynamics of power in organizational interaction. In: International Journal of Organizational Analysis 22 (2), S. 247-273. DOI: 10.1108/IJOA-09-2011-0515
DOI: https://doi.org/10.1108/IJOA-09-2011-0515 Abstract: Purpose: The purpose is to show how actors' relative power or parity is dynamically instanced in discrete speech behaviors that are exchanged throughout everyday organizational interaction. Design/methodology/approach: Politeness theory, rooted in the dramaturgical theories of Erving Goffman, details a set of linguistic indices used to show regard for others' face. This conceptual paper draws on politeness theory to model the unfolding of power relations within face-to-face verbal interchange in organizations. The paper presents a number of propositions suggesting how power differentials (or parity) are reflected in a set of common speech behaviors used to defray threats to face throughout organizational interaction. Findings: This article extends and applies politeness theory to organizations by exploring specific motives and linguistic outcomes of high and low power actors, describing the behavioral egalitarianism associated with organic organizations, and suggesting ho w the de mand characteristics of face-to-face interaction create oligarchic tendencies that militate against the success of workplace participation. Politeness' role in the social construction of power, and in distortive processes within hierarchical communication, is also discussed. Research limitations/implications: This paper enables researchers to understand the specific linguistic features associated with power-related roles, and it shows how the social distribution of certain speech behaviors is a function of power and dependency relations. Practical implications: The findings provide managers a fine-grained understanding of how power affects speech, and an understanding of how such speech patterns may stymie attempts to stimulate organizational empowerment and employee voice. Originality/value: Prior scholarship has neglected this most important topic. (PsycINFO Database Record (c) 2017 APA, all rights reserved)
2013
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(2013): Review of Professional civility. Communicative virtue at work. In: Journal of Business Ethics 115 (3), S. 645-649
Abstract: Reviews the book, Professional Civility: Communicative Virtue at Work by J. M. H. Fritz (2013). In this book author argues for professional civility in the workplace at a time in human history when professional standards and public decorum often evade ethical responsibilities in everyday work environments. Fritz provides a case for a practical communicative virtue that opens to interdisciplinary, philosophical grounding, practical applications, and fitting responses to contemporary ethical issues in the workplace. This review explores Fritz’s case for professional civility first by illuminating what she identifies as the need for a return to communicative virtue at work, second by summarizing each chapter through a common lens by identifying chapter arguments and main metaphors, and thirdly, this review identifies the significance of this book to various fields of knowledge, making an argument that this book is applicable not only in the communication domain but also in business and professional studies, leadership studies, and philosophy and ethics. This is is a remarkable work that provides a significant opening for applied philosophical and ethical literature as well as offering practical understanding and guidance for communicative, business, and leadership practices. (PsycINFO Database Record (c) 2016 APA, all rights reserved)
Keywords: Arbeits - und Organisationspsychologie, BUSINESS, business ethics, communicative virtue, decorum, ethical practices, Führung, Historie, Leadership, leadership practices, Organizational behavior, Organizational Climate, Philosophie, professional civility, Professionalism, Virtue, workplace environments 2012
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(2012): How institutions think. London: Routledge (Routledge revivals)
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(2012): Examining the Impact of Socialization Through Trust. In: Journal of personnel psychology 11 (4), S. 191-198. DOI: 10.1027/1866-5888/a000072
Abstract: Past research on newcomer socialization practices has focused on how such practices influence employee attitudes through increased job knowledge and role clarity. However, to date, no research has examined organizational trust as a mechanism through which socialization influences employee attitudes. We suggest that socialization serves as a signal to new employees regarding the treatment they are likely to receive from the organization, thus leading to increased organizational trust and positive job attitudes. In this three-wave study, we examine the relations among institutionalized socialization, organizational trust, and job attitudes. Our results indicate that trust functions as a mediator between institutionalized socialization tactics and job satisfaction and affective commitment. zitiert von 10
2010
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(2010): Cultures and organizations. Software of the mind : intercultural cooperation and its importance for survival. Revised and expanded third edition. New York: McGraw-HillKeywords: Corporate culture, Cultural pluralism, Ethnopsychology, Intercultural communication, Interkulturelle Beziehungen, International cooperation, Kultur, National characteristics, Nationalkultur, Organisation, Organization, Organizational behavior, Research, Social groups, Unternehmenskultur, Verhalten in Organisationen
2009
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(2009): Coordination in high-risk organizations. The need for flexible routines. In: Cognition, Technology & Work 11 (1), S. 17-27. DOI: 10.1007/s10111-008-0119-y
Abstract: In this article, we link the literatures on organizational routines and the management of uncertainties in order to establish the concept of flexible routines. Supported by flexible rules, this type of routine is argued to help achieve the right balance between standardization and flexibility, thus enabling resilience through loose coupling in high-risk organizations. The operationalization of the concept of flexible routine can help strategic decision-making regarding the design of high-risk systems as well as operational decision-making in the course of handling complex work processes. To underpin these arguments, findings from a case study on rules management in a railway organization are presented, where alignment of rules with the amount of uncertainty and actors' competencies for handling uncertainties were analyzed. Implications for future research on flexible routines are discussed. zitiert von 111
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(2009): Beruflich in Norwegen. Trainingsprogramm für Manager, Fach- und Führungskräfte. Göttingen: Vandenhoeck & Ruprecht
Abstract: Unberührte Natur, Zeugnisse einer reichen Geschichte und eine vielfältige Kunst- und Kulturszene – Norwegen ist ein äußerst beliebtes Urlaubsziel. Allerdings zieht es auch immer mehr Deutsche zu einem Studien- oder Arbeitsaufenthalt in das Land. Wer länger in der Heimat von Ibsen, Munch und Amundsen leben möchte, sollte nicht nur über Sprachkenntnisse verfügen, sondern auch mit typischen Denk- und Verhaltensweisen der Norweger vertraut sein. Auf welche kulturellen Besonderheiten man sich einstellen muss, verrät dieses Buch.
2008
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(2008) : Emotional and social intelligence competencies In: Ashkanasy, Neal M.; Cooper, Cary L.; Ashkanasy, Neal M. (Ed); Cooper, Cary L. (Ed) (Hg.): Research companion to emotion in organizations: Northampton, MA, US: Edward Elgar Publishing, S. 226-244
Abstract: Human talent has many components from values to traits to skills. These elements are conceptualized, defined, and measured in many ways. Often attributed to a statement by Edward Thorndike in the 1920s, efforts to explore deep capability have been linked to various forms of 'intelligence' beyond cognitive. In contrast to the cognitive realm, these alternatives are using the term 'intelligence' to connote a core or basic capability of the individual as it applies to various aspects of human comportment. Emotional and social intelligence competencies are a behavioral manifestation of two of these sets of abilities. Research published over the last 30 years or so shows us that outstanding leaders, managers, advanced professionals and people in key jobs, from sales to bank tellers, appear to require three clusters of behavioral habits as threshold abilities and three clusters of competencies as distinguishing outstanding performance. The threshold clusters of competencies include: expertise and experience is a threshold level of competency; knowledge (i.e., declarative, procedural, functional and metacognitive) is a threshold competency; and an assortment of basic cognitive competencies, such as memory and deductive reasoning are threshold competencies. This chapter is an exploration of the competency, or behavioral approach to emotional and social intelligence. Let us first start with how they are defined, determined and measured. Are competencies enough for outstanding performance? No, so let us look at the larger picture for the role of competencies. (PsycINFO Database Record (c) 2016 APA, all rights reserved)
Keywords: behavioral approach, cognitive competencies, competence, competencies, Emotional Intelligence, Emotionsforschung, Industrial and Organizational Psychology, Intelligence, Kognitionswissenschaften, Organizational behavior, Social intelligence, Soziale Intelligenz, Sozialpsychologie, Verhaltensforschung 2006
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Zimolong, Bernhard; Konrad, Udo (Hg.) (2006): Ingenieurpsychologie. Göttingen; Bern; Toronto: Seattle, Hogrefe, Verl. für Psychologie (Enzyklopädie der Psychologie)
2002
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(2002) : Rituale in Organisationen In: Welter-Enderlin, Rosmarie: Rituale - Vielfalt in Alltag und Therapie: 1. Aufl.: Heidelberg: Carl-Auer-Systeme-Verl., S. 184-210
Abstract: Diskutiert wird über den Stellenwert und die Notwendigkeit von Ritualen in Organisationen, wobei Rituale als eine besondere Form der symbolischen Kommunikation verstanden werden. Reflexionen der eigenen Haltung gegenüber Ritualen werden durch die Betrachtung von deren geschichtlicher Bedeutung ergänzt. Die nachfolgenden theoretischen Ausführungen knüpfen an die Ritualtheorie von Mary Douglas sowie die Konzeption elaborierter und restringierter Sprachcodes von Basil Bernstein an. Organisationen werden demnach als eigenständige Kulturen mit unterschiedlichen Dimensionen sozialer Wirklichkeit beschrieben, welche unterschiedlichen internen und externen kommunikativen Anforderungen ausgesetzt sind und sich der Rituale unter anderem aus Gründen der Komplexitätsreduktion bedienen. Abschließend werden einige praxisbezogene Überlegungen zum Einsatz von Ritualen in Supervision und Organisationsberatung angestellt und an Beispielfällen illustriert.
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(2002): Die Entwicklung organisatorischer Regeln im Zeitverlauf. In: KOLNER ZEITSCHRIFT FUR SOZIOLOGIE UND SOZIALPSYCHOLOGIE 42 (Sonderheft), S. 119-150
Abstract: Organisatorische Regeln und ihre Veranderungen im Zeitverlauf sind ein neuartiger Untersuchungsgegenstand, dem in letzter Zeit eine wachsende Aufmerksamkeit im Bereich der Forschung zum organisationalen Lernen entgegengebracht wurde. Die Erforschung der Entwicklung organisatorischer Regeln ermoglicht es, wesentliche Mechanismen des organisatorischen und sozialen Wandels aufzudecken. Dieser Aufsatz stellt das Konzept des organisatorischen Regelverlaufes dar und diskutiert die jungeren Ergebnisse der Forschung zum Wandel von organisatorischen Regeln im Zeitverlauf. Eine wesentliche Erkenntnis dieser Forschungsrichtung liegt darin, dass Regeln uberindividuelle und semiautonome Bestandteile der sozialen Ordnung sind, die in ihrer Entwicklung durch ihre eigene Geschichte und auch durch Umweltbedingungen beeinflusst werden. ( Autorenreferat) zitiert von 26
1998
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(1998): Aufstiegsdiskriminierung von Frauen durch Mitarbeiterbeurteilungen. Wiesbaden, Germany: Deutscher Universitätsverlag
Abstract: Unterschiedliche Verfahren der Mitarbeiterbeurteilung in Organisationen wurden im Hinblick auf die Aufstiegsdiskriminierung von Frauen analysiert. Es zeigt sich, dass die Ursachen der Diskriminierung und damit der beruflichen Benachteiligung von Frauen nicht nur in den Beurteilungsverfahren, sondern auch in dem Selbstverständnis von Organisationen liegen. - Inhalt: (1) Ein himmelstürmender Abflug: Problemstellung und seine Relevanz sowie Zielsetzungen, Vorgehensweise und Aufbau der Arbeit. (2) Methodisch-begriffliche Grundlagen (Ungleichheit versus Diskriminierung; Aufstieg; Aufstiegsdiskriminierung; Mitarbeiterbeurteilung). (3) Analyseraster (Immanente Sortierung; organisationstheoretische Systematisierung). (4) Mitarbeiterbeurteilung in traditioneller Perspektive (Eckpfeiler; traditionelle Problemfelder; traditionelles Diskriminierungspotential; traditionelle Anti-Diskriminierungsmaßnahmen; Paralyse durch Analyse; organisationstheoretische Würdigung der traditionellen Mitarbeiterbeurteilung). (5) Mitarbeiterbeurteilung in politischer Perspektive (Eckpfeiler; politische Problemfelder; politisches Diskriminationspotential; politische Anti-Diskriminationsmaßnahmen; individualistischer Reduktionismus; organisationstheoretische Würdigung der politischen Mitarbeiterbeurteilung). (6) Resumée und Implikationen. (7) Die institutionalistische Perspektive (Begriffliche Grundlagen; das institutionalistische Modell; Mitarbeiterbeurteilung in institutionalistischer Interpretation; Institutionalisierte Mitarbeiterbeurteilung und Aufstiegsdiskrimination). (8) Eine gedämpfte Landung: Zusammenfassung und kritische Würdigung der Ergebnisse sowie Abgang.
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