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doi: 10.1525/cmr.2013.56.1.5pmid: N/A
Wrongdoing in and by organizations offends public sensibilities, is costly to organizations, and is injurious to the individuals who perpetrate it and are victimized by it. The dominant perspective on organizational wrongdoing considers it to be an abnormal phenomenon; behavior that is rare, clearly aberrant, perpetrated by people who are abhorrent (who possess outsized preference structures or perverse values), and produced by a narrow range of out of whack organizational arrangements (most frequently, misaligned incentives or perverse cultures). However, new emerging theory and research on organizational wrongdoing present a fundamentally different perspective. It views wrongdoing as a normal phenomenon; behavior that is prevalent, not much different than rightdoing, perpetrated by people who are for the most part upstanding (otherwise ethical, socially responsible, and law abiding), and is a function of a plethora of structures, processes, and mechanisms that are integral to the efficient and effective functioning of organizations. This new way of approaching wrongdoing has important implications for managers.
Hunter, Mark Lee; Van Wassenhove, Luk N.; Besiou, Maria; van Halderen, Mignon
doi: 10.1525/cmr.2013.56.1.24pmid: N/A
Media controlled by stakeholder communities and groups, or “stakeholder media,” can exercise powerful influence on the strategic agendas of firms. Stakeholder media can be different and in some ways stronger than the influence of traditional news media. This article identifies strategies through which stakeholder groups use their own media to achieve desired outcomes, as support for or extensions of strategies known from the literature on social movements. These strategies rely on specific characteristics of stakeholder media that differ from mainstream media. These communication tools have altered the dynamics of stakeholder influence: on the one hand, allowing them greater independence from and influential collaboration with mainstream media as well as with other stakeholders; and on the other, augmenting the scope and momentum of their adversarial campaigns. There are important risks and opportunities posed to organizations by stakeholder media.
doi: 10.1525/cmr.2013.56.1.50pmid: N/A
As a result of the spread of social media and collaboration technologies in the workplace, the adoption of matrix-based structures, and the proliferation of initiatives to create a “one firm” culture, many organizations are experiencing collaboration overload. Too often, excessive collaboration harms organizational performance, overworking employees for only marginal gains. High-performing employees are especially vulnerable because they already shoulder a disproportionate collaboration burden. This article shows how traditional approaches to improving collaboration often invisibly slow decision making and hurt performance, and describes how companies can identify and address points of collaboration overload and use structural and behavioral interventions to streamline information-sharing and decision-making interactions.
doi: 10.1525/cmr.2013.56.1.67pmid: N/A
The Mozilla case study describes Vice President and Chief of People Debbie Cohen's key initiatives in a software entity that was one of the pioneers of the “open source” movement. The case study showcases Mozilla's unique culture of distributed decision making and delegated leadership. Mozilla has a small staff of over 1,100 and millions of volunteers around the world. The case also showcases Cohen's innovative, yet tailored, talent strategy for Mozilla, and the implementation of a series of initiatives related to compensation, onboarding, and development. The case study concludes in April 2013, when Cohen is able to reflect on her time working at such a unique and some would say “cultish” organization.
doi: 10.1525/cmr.2013.56.1.89pmid: N/A
The case explores the remarkable rise of Coach Teri McKeever to the top of a sport traditionally dominated by male coaches. Her success is driven by an unorthodox leadership and motivational style that emphasizes a growth mindset of self-improvement. She is an influential innovator, mentor, and trailblazer who challenged long entrenched methods of training and overcame criticisms and setbacks to change the face of swim training today. This case examines McKeever's leadership philosophy and controversial motivational strategies that she uses to develop and sustain high-level performers. McKeever's leadership and motivational strategies can be applied to organizations today and managers can use similar tools to develop high-performing employees in their organizations.
Kastalli, Ivanka Visnjic; Van Looy, Bart; Neely, Andy
doi: 10.1525/cmr.2013.56.1.100pmid: N/A
Increasingly, manufacturing firms are turning to services as a new way of creating and capturing value. Despite its potential benefits, many new product-service providers struggle to deploy service activities effectively, not least because they fail to reflect the presence of service activities in their performance management systems. This article reports the results of an in-depth case study, which examines how manufacturers can steer the transition towards services. It shows that manufacturing firms need to emphasize two separate but related dimensions of the market performance of service activities: “service adoption,” reflecting the proportion of customers who purchase the manufacturer's services; and “service coverage,” signaling the range of service elements or the comprehensiveness of the service contract that customers opt for. These two indicators, reflecting service market performance, should be supplemented with a “complementarity index” designed to disclose whether the relationship between products and services is reinforcing or substitutive. When combined, these indicators allow manufacturing firms to deploy a service-based business model in an integrated and sustainable manner.
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