The dissertation presents an institutional perspective on the role of values and meaning for organizations focusing on the institutional logic of religion. At its core are Chapter III, a conceptual paper, and Chapters IV and V, empirical papers based on an in-depth two-years long ethnographic case study on the founding process of the first Islamic Bank in Germany. They are framed by an introductory chapter and a conclusion that address the overarching research question of how diverse institutional demands are managed within and beyond the boundaries of organizations, as well as a general literature review chapter that embeds the papers within the wider institutional theory literature. Chapter III presents a conceptualization that integrates religion, specifically Islam, with entrepreneurship along three interconnected pillars: the entrepreneurial, socio-economic/ethical and religio-spiritual; and outlines how Islam shapes entrepreneurship at the micro-, meso- and macro-level. It suggests the institutional logics perspective to further analyze the impact of religion on organizations, which the subsequent papers build on. Chapter IV extends theory on organizational hybridity by outlining polyphony and polysemy as two mutually reinforcing organizational responses, that allow competing logics to coexist without structurally separating or blending them, and that produce elastic hybridity, showing how hybrid organizations can accommodate competing logics that are both central and incompatible. Chapter V shows how organizations collectively and dynamically co-generate and co-resolve institutional complexity through four combinatory mechanisms: pushing, pulling, clarifying and tolerating. These are subsequently integrated into a framework based on their desired versus required and actual versus perceptual nature. Overall, this dissertation contributes to a better understanding of how organizations manage diverse institutional demands including religion.

Made available in DSpace on 2015-12-03T18:33:04Z (GMT). No. of bitstreams: 1 Suzana_Monteiro_Leonardi.pdf: 1263155 bytes, checksum: 7c05d057a81755344f0067a6da0827ce (MD5) Previous issue date: 2005-09-05 / This research's purpose is to understand the chemical industry sales force workers perceptions about sharing market knowledge. A survey with 109 sales force professionals from 23 brazilian chemical companies was performed to assess their perceptions about barriers and enablers to knowledge sharing previously gathered in academic literature. The sample was selected by a non-probabilistic method. A questionnaire, using Likert Scales, was constructed to understand individual knowledge sharing intention and its relationship with organizational and group knowledge sharing conditions. Descriptive and multivariate statistics as Exploratory Factor Analysis, Non-Parametric Kruskal-Wallis Test and Multiple Correspondence Analysis were used to analyze the data collected. Six intervenient factors for knowledge sharing were found. The results demonstrate that sales force workers are favorable to sharing knowledge and consider that favorable values, like reciprocity, team work, open communication and trust exist in their organizations and teams. In other way, these workers do not consider that organizations and teams offer adequate structural conditions that enable knowledge sharing. These results also show interdependence between individual intention to share knowledge and the existence of adequate values and collaboration attitudes in the sales team. This relationship seems to be capable to overcome less favorable organizational and teams conditions and attitudes about knowledge sharing. In addition, the results show that hierarchical levels affect professionals' perceptions about knowledge sharing. Medium level sales force workers have less favorable perceptions about knowledge sharing than their managers and directors. / Esta pesquisa teve como objetivo entender as percep????es dos profissionais de venda de empresas do setor qu??mico quanto ao compartilhamento de conhecimento sobre clientes e mercados. Para tanto, foi conduzido um estudo quantitativo com 109 profissionais de 23 empresas fabricantes de produtos qu??micos no Brasil, em uma amostra probabil??stica n??o intencional. O question??rio aplicado, utilizando escalas do tipo Likert, buscou verificar a percep????o destes profissionais sobre os principais facilitadores e barreiras ao compartilhamento de conhecimento levantados em literatura. Pretendeu-se, com este estudo, agrupar estes diferentes aspectos em indicadores mais robustos do que venha a ser a disposi????o em compartilhar conhecimento, nos tr??s n??veis do comportamento organizacional: indiv??duo, equipe e organiza????o. Buscou-se tamb??m entender as rela????es entre a disposi????o do profissional de vendas do setor qu??mico em compartilhar e as condi????es e valores para o compartilhamento de conhecimento existentes na equipe e na organiza????o onde atua. Para tanto, os dados foram submetidos tanto a um tratamento quantitativo de estat??stica descritiva, com o uso de t??cnicas de an??lise de freq????ncia, quanto a tratamentos de estat??stica inferencial com o uso de an??lise multivariada. Foram utilizados a An??lise Fatorial Explorat??ria, o Teste N??o-Param??trico de Kruskal-Wallis e a An??lise de Correspond??ncia M??ltipla (HOMALS). Foram encontrados seis fatores intervenientes para o compartilhamento de conhecimento. Os resultados deste estudo demonstram que os profissionais de vendas pesquisados percebem como valores favor??veis ao compartilhamento, tanto na equipe quanto na organiza????o, aspectos relacionais de confian??a, abertura, esp??rito de equipe e reciprocidade. Por outro lado, os respondentes percebem de forma mais desfavor??vel as condi????es estruturais oferecidas pela organiza????o e pela equipe para o compartilhamento de conhecimento. Esta percep????o se traduz na disposi????o do profissional de vendas: embora ele demonstre atitudes sol??citas e colaborativas no que diz respeito ao compartilhamento de conhecimento, situa????es onde ele possa estar negativamente exposto, causadas por condi????es estruturais desfavor??veis, como tempo, perda de poder, falta de reconhecimento e exposi????o de erros e falhas diminuem significantemente sua propens??o a compartilhar conhecimentos. Os resultados sugerem ainda a exist??ncia de uma interdepend??ncia entre a disposi????o individual do profissional de vendas em compartilhar conhecimento e os valores e atitudes de colabora????o percebidos em colegas na equipe. Esta rela????o parece ser capaz, ainda, de superar a menor presen??a percebida de atitudes organizacionais favor??veis ao compartilhamento de conhecimento. Mostra-se tamb??m que o profissional de vendas est?? disposto a superar defici??ncias nas condi????es oferecidas tanto pela equipe quanto pela organiza????o, demonstrando uma disposi????o em compartilhar maior que as condi????es ofertadas pela equipe e organiza????o. Por fim, percebe-se que o n??vel hier??rquico afeta a percep????o sobre o compartilhamento de conhecimento dos profissionais de venda, principalmente em rela????o ??s condi????es estruturais, tornando claro que os n??veis hier??rquicos intermedi??rios s??o os menos favor??veis ao compartilhamento do valioso conhecimento sobre clientes e mercados que possuem.

A intensificação da competição nos ambientes de negócio nas últimas décadas provocou profundas mudanças nos modelos de gestão de pessoas e, consequentemente, na forma como se conduzem as carreiras dentro e fora das organizações. A fim de alcançarem maior satisfação profissional e pessoal, os profissionais têm se responsabilizado cada vez mais pelo seu desenvolvimento e pela gestão da própria carreira. Para isso, é comum que ultrapassem as fronteiras tradicionais das organizações, buscando oportunidades e realização em novas ocupações ou empregos diferentes. Com isso, movimentos de transição de carreira têm se tornado cada vez mais comuns. Pesquisas recentes realizadas no Brasil indicam que 60% dos ex-alunos da Faculdade de Economia, Administração e Contabilidade da Universidade de São Paulo já realizaram ao menos uma interrupção voluntária de carreira para empreender ou então para reduzir ou flexibilizar a carga de trabalho. Resultados semelhantes foram encontrados em pesquisas realizadas com mulheres executivas no exterior. Muito já se sabe sobre o \"quando\" e \"com que frequência\" as pessoas mudam de carreira, mas pouco se sabe sobre como elas realizam essas mudanças e quais os seus impactos sobre sua identidade profissional. Assim, nesta pesquisa de natureza exploratória, buscou-se compreender como ocorrem os processos de transição de carreira e quais as ações que as pessoas realizam para reconfigurar sua identidade profissional. Para isso, foram entrevistadas nove pessoas que realizaram, entre os 31 e 41 anos de idade, uma transição de carreira que envolveu uma mudança significativa de seu papel profissional. As narrativas de carreira resultantes dessas entrevistas foram analisadas utilizando-se o método de análise de conteúdo. Os resultados desta pesquisa apontam que transições de carreira realizadas por indivíduos que já possuem um histórico profissional relevante, construído ao longo de vários anos, demandam um grande esforço de redefinição da identidade profissional. Concluiu-se que a redefinição dessa identidade se dá por meio de um processo subjetivo e dinâmico de criação de sentido das diferenças percebidas pelo indivíduo entre um papel profissional novo e um antigo. Esse processo tem como consequência a mudança da percepção sobre quem ele é e, apesar de provocar sofrimento psicológico, ao final da transição o indivíduo atinge uma integração maior entre quem ele é e aquilo que faz, obtendo assim satisfação e realização profissional e pessoal. / The intensification of competition in business environments in recent decades has caused profound changes in people management models and, consequently, how careers are managed within and outside organizations. In order to achieve greater personal and professional satisfaction, professionals have increasingly held accountable for their development and management of their own career. Therefore, it is usual they transcend the traditional boundaries of organizations, seeking new opportunities and achievements in different occupations or jobs. As a result, career transitions have become more frequent. Recent research in Brazil indicates that 60% of former students of the Faculdade de Economia, Administração e Contabilidade of Universidade de São Paulo, have had at least one voluntary interruption in their career, so as to endeavor or to reduce or ease the workload. Similar results were found in research studies conducted on businesswomen abroad. Much is known about \"when\" and \"how often\" people change careers, but little is known about how they carry that out and what the impacts are on their professional identity. Therefore, this exploratory research intended to understand how the career transition processes occur and what actions people take to reconfigure their professional identity. For this, nine people who made a career transition between 31 and 41 years of age which involved a significant change in their professional role were interviewed. Their career narratives were analyzed through the content analysis method. The results show that career transitions that take place when an individual already has a relevant work history, built over several years, demand a significant effort to redefine the professional identity. It was concluded that this identity\'s redefinition occurs through a subjective and dynamic sense making process of the perceived differences between a new and a former professional role. This process leads to a change in the perception of who he is, and despite being psychologically distressful, at the end of the transition the individual attains greater integration between who he is and what he does, thereby obtaining satisfaction and professional and personal fulfillment.

by Anita, Wing-Ngar, Tsang. / Thesis (M.Phil.)--Chinese University of Hong Kong, 1998. / Includes bibliographical references (leaves 102-114). / Abstract also in Chinese. / ACKNOWLEDGMENT --- p.i / TABLE OF CONTENTS --- p.ii / LIST OF TABLES --- p.iv / LIST OF FIGURES --- p.vi / ABSTRACT (CHINESE) --- p.vii / ABSTRACT (ENGLISH) --- p.viii / CHAPTER / Chapter I. --- INTRODUCTION --- p.1 / Chapter II. --- THEORETICAL BACKGROUND --- p.5 / The Person-Organization Fit Framework --- p.5 / Role Motivation Theories --- p.8 / The Professions --- p.11 / Professional Role Motivation Theory --- p.14 / Role Theory and the Role Episode Model --- p.21 / Interrole Conflict Among Professionals --- p.23 / Person-role Conflict Among Professionals --- p.25 / Consequences of Role Conflict --- p.25 / Differential Effects of Positive and Negative Incongruence --- p.27 / Chapter III. --- HYPOTHESES OF THE STUDY --- p.29 / Chapter IV. --- METHODS --- p.35 / Sample --- p.35 / Data Collection Procedures --- p.35 / Measures --- p.40 / Data Analyses --- p.58 / Chapter V. --- RESULTS --- p.61 / Basic Descriptive Statistics --- p.61 / Effects of Absolute Congruence Indexes on Perceived Role Conflict --- p.64 / Differential Effects of Positive and Negative Congruence Indexes --- p.67 / Chapter VI. --- DISCUSSION --- p.81 / Organizational-Professional Role Congruence and Interrole Conflict --- p.82 / Individual-Work Role Congruence and Person-Role Conflict --- p.86 / Perceived Role Conflict and Work Outcomes --- p.88 / Research and Managerial Implications --- p.89 / Limitations and Future Research --- p.93 / Conclusion --- p.95 / APPENDIX A --- p.97 / REFERENCES --- p.102

Made available in DSpace on 2016-04-25T16:44:24Z (GMT). No. of bitstreams: 1 Andrea Maruyama.pdf: 1171909 bytes, checksum: db734851707ef885c737380d0c7df625 (MD5) Previous issue date: 2011-10-17 / Relevance of studies related to leadership has been highlighted in the academic field as well as inside organizations. As a result of this strategic relevance of this issue, have pushed academic researchers on definitions and studies related to Organizational Behavior which theories have been built in order to complement standards already defined in the literature. This situation builds a scenario whose scope one cannot find whole meaning of leadership issue. Definitions available are, from one side different among their shelf and, from the other side, complementary. However, two elements seem to be in a commonsense. First of all, leadership as a phenomenon linked to at least two individuals. Second, leadership has been considered as an influence process. Main definitions related to leadership were considered for this academic research which objective is to evaluate contents related to leadership programs in a bank organization. Analytical focus as based on actions made by this organization in order to develop their leaders, to manage teams and to build up strategy for leadership development. By considering amplitude of the object, subjectivity and its contemporary characteristic for business administration, a qualitative study was conducted in order to analyze phenomenon through a case study in an international bank that has played in Brazil since 1957 and nowadays is responsible for approximately 52 thousand employees and 38% of them in a leadership position. During the study, researcher could verify that this organization put in place corporative programs top develop leadership focus on day-by-day and strategic decision making processes / O tema liderança abordado atrai a atenção tanto de pesquisadores e empreendedores quanto de líderes e liderados. O grande interesse pelo assunto determinou o aparecimento de várias definições entre os pesquisadores em Comportamento Organizacional e novos enfoques foram surgindo e se complementando. Em meio às diferentes ou mesmo definições complementares, o que nos chama a atenção são dois elementos que parecem ser comuns a todas elas. Em primeiro lugar, conservam o denominador comum que liderança esteja ligada a um fenômeno que envolve duas ou mais pessoas. Em segundo lugar, trata-se de um processo de influência exercido de forma intencional por parte do líder sobre seus seguidores. O estudo das principais definições de liderança foi aplicado neste trabalho com o objetivo de avaliar os conteúdos dos programas de liderança de uma instituição bancária, tendo como foco analítico as ações da instituição para o auto desenvolvimento, gestão de equipes e gestão de estratégias para o desenvolvimento de liderança. Considerando-se a amplitude do objeto e subjetividade inerente a tema, optou-se pela abordagem qualitativa para analisar o fenômeno por meio de estudo de caso em uma instituição bancária no mercado brasileiro desde 1957, com aproximadamente 52 mil funcionários, sendo 38% destes em posições de liderança. Ao analisar os blocos dos programas sob a luz das teorias de liderança, notamos que as práticas do programa de autogestão procuram motivar, criar identificação entre o indivíduo e a instituição e transformar valores individuais para alinhá-los com os institucionais. Caminho semelhante ao recomendado pela teoria transformacional. No bloco de gestão das relações como o objetivo é aumentar o conhecimento dos gestores para aplicação das práticas na condução do dia-a-dia. Quando o líder ocupa uma posição estratégica, o programa de capacitação busca desenvolvê-lo para traduzir o modelo do banco e expressá-lo no dia-a-dia, tendo como expectativa que trabalhe para o engajamento e a criação de valor presente e futuro, gerando resultados que contribuam para que o banco torne-se uma liderança no setor e referência na sociedade

Thesis. 1976. Ph.D. cn--Massachusetts Institute of Technology. Dept. of Urban Studies and Planning. / MICROFICHE COPY AVAILIABLE IN ARCHIVES AND ROTCH / Bibliography: leaves 306-310. / Ph.D.cn

Thesis (Ph.D.)--Massachusetts Institute of Technology, Dept. of Electrical Engineering and Computer Science, 1982. / MICROFICHE COPY AVAILABLE IN ARCHIVES AND ENGINEERING / Bibliography: leaves 126-134. / by Gerald Ramón Barber. / Ph.D.

Research on dynamical systems theory has demonstrated the vital role that higher levels of complexity play in the constructive management of complex conflicts. Requisite complexity theory proposes that there are stable individual complexity attributes that contribute to a dynamic complexity process that allows an individual to more effectively engage with complex and dynamic decision-making scenarios over time. However, to date, no research has empirically tested the relationships between these attributes and patterns of thought, affect and behavior in individuals engaging with complex tasks. This research examined the relationships between five proposed individual complexity attributes – cognitive complexity, perceived emotional complexity, tolerance for ambiguity, consideration for future consequences and behavioral repertoire – and level of integrative complexity, complexity of emotional experience and patterns of decision making while engaging with a complex conflict resolution simulation. Results provide initial support for the requisite complexity model, with cognitive complexity, perceived emotional complexity, tolerance for ambiguity and consideration for future consequences all demonstrating predictive validity for various aspects of the dynamic decision-making process. Implications for theory and practice are discussed, along with proposed avenues for future research.

In this dissertation, I theoretically and empirically examine the psychological experience of middle-power, which occurs when someone frequently alternates between adopting behavioral strategies targeting higher-power and lower-power interaction partners. In Chapter 1, I update and extend the approach/inhibition theory of power (Keltner, Gruenfeld, & Anderson, 2003) by developing a novel theoretical framework related to the psychological experience of middle-power. This new theoretical perspective draws from and integrates insights from role-based identity (Ashforth & Johnson, 2001; Stryker, 1980) and role transition theories (Ashforth, Kreiner, & Fugate, 2000). In Chapter 2, I conduct a systematic review of the social hierarchy literature over the past 10 years and demonstrate that scholars have considered the middle of the distribution with respect to stratifying variables in only 5.4% of past empirical investigations. This conscious absence of the middle forces us to reconsider existing findings in the social hierarchy literature. In Chapters 3 and 4, I examine the relationship between power and unethical behavior and present evidence of a curvilinear relationship: middle-power individuals consistently behave more ethically than both their higher and lower-power counterparts. Taken together, these insights highlight the importance of considering the antecedents and consequences of middle-power states.

Modern organizations increasingly rely on teams to act as information processors—pooling and integrating various sources of information in order to solve complex problems and reach quality decisions. Traditional frameworks for the influence of diversity suggest that diversity can enhance decision making by adding to the backgrounds and perspectives that can be applied to a given task. However, this additive view of diversity is unable to account for more recent findings that show that members of homogeneous and diverse groups differ in their decision-making processes even when they have access to identical task-relevant information. I propose a novel theoretical framework whereby in homogeneous groups, members construe the group more abstractly as a group, while members of diverse groups construe the group more concretely as individuals. These differences in cognitive orientation shape relational goals, communication norms and additional task-relevant cognitions within groups. I test some of the propositions set forth in two studies. In the first, I find that homogeneous group members’ tendency to focus on building positive relationships at the cost of thorough task consideration relative to diverse groups only occurs at more abstract levels of construal and can be eliminated by priming more concrete construal. In the second study, I find that members of diverse groups voice their unique opinions more frequently, use more first-person singular pronouns (i.e., “I”, “me”), and use more concrete language in their group discussions relative to homogeneous groups. Theoretical and practical implications, as well as future applications of this novel framework are also discussed.