| 1. |
- Ahonen, Pasi, et al.
(författare)
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Writing resistance together
- 2020
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Ingår i: Gender, Work and Organization. - : John Wiley & Sons. - 0968-6673 .- 1468-0432. ; 27:4, s. 447-470
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Tidskriftsartikel (refereegranskat)abstract
- This piece of writing is a joint initiative by the participants in the Gender, Work and Organization writing workshop organized in Helsinki, Finland, in June 2019. This is a particular form of writing differently. We engage in collective writing and embody what it means to write resistance to established academic practices and conventions together. This is a form of emancipatory initiative where we care for each other as writers and as human beings. There are many author voices and we aim to keep the text open and dialogical. As such, this piece of writing is about suppressed thoughts and feelings that our collective picket line allows us to express. In order to maintain the open-ended nature of the text, and perhaps also to retain some 'dirtiness' that is essential to writing, the article has not been language checked throughout by a native speaker of English.
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| 2. |
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| 3. |
- Alvesson, Mats, et al.
(författare)
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Dynamics of wilful ignorance in organizations
- 2022
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Ingår i: British Journal of Sociology. - : Wiley. - 0007-1315 .- 1468-4446. ; 73:4, s. 839-858
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Tidskriftsartikel (refereegranskat)abstract
- Contemporary society is obsessed with knowledge, leaving its less seductive counterpart, ignorance, in the shadows. However, as an expanding literature suggests, it is equally important to understand ignorance and consider its varieties. This study specifies the nature of wilful ignorance in organizations. It does so by (a) making a distinction between the will of an actor and the epistemic properties of ignorance, and showing how these two form a dynamic relationship, (b) linking wilful ignorance to its various drivers and (c) suggesting how our concept of wilful ignorance can be used in the study of organizations. Rather than reducing the phenomenon into a simple to know/to ignore dichotomy, we concentrate on its processual and dynamic nature. Moreover, we explore the complexities and ambiguity inherently involved in all knowing and ignoring as well as the role of agency in reducing the harmful effects of wilful ignorance in organizations.
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| 4. |
- Alvesson, Mats, et al.
(författare)
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Excessive work regimes and functional stupidity
- 2018
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Ingår i: German Journal of Human Resource Management. - : SAGE Publications. - 2397-0022 .- 2397-0030. ; 32:3-4, s. 283-296
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Tidskriftsartikel (refereegranskat)abstract
- In order to understand why individuals accept and reproduce excessive time regimes, this paper addresses five key drivers: (1) intrinsic motivation, (2) extrinsic motivation, (3) organizational norms, (4) the principle of reciprocity, and (5) identity, including having the ‘true grit’ and belonging to the ‘elite’. It also points to how various elements in excessive work regimes – tendencies towards a closed occupational system, the combination of incentives and ego-boosting and limited time outside work – contribute to functional stupidity, making people disinclined to ask critical questions about work practices and norms, be self-reflective or imagine alternative forms of work organizations, careers or personal objectives.
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| 5. |
- Alvesson, Mats, et al.
(författare)
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Philosophical Minds or Brotgelehrte?
- 2022
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Ingår i: Organization Studies. - : SAGE Publications. - 1741-3044 .- 0170-8406. ; 43:11, s. 1839-1852
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Tidskriftsartikel (refereegranskat)abstract
- In this essay, we discuss basic orientations and ways of being among us, the academics, especially in the context of research. Using German poet, scholar and author Friedrich Schiller’s distinction between ‘der philosophische Kopf’ (‘philosophical mind’) and ‘Brotgelehrte’ (‘bread-fed scholar’), we contrast ideal-typical figures in academia. We find these forgotten 18th-century characters inspirational to help us understand some troublesome contemporary developments of academics and academia and to remind us of the perhaps perennial nature of the ongoing controversies and debates. We further develop and nuance these figures and bring them to the 21st century. Like Schiller in his time, we want to highlight the importance of each of us in shaping what academia is and what it becomes. The contrast may help us think through who we are, what is driving us in our work, and how we can (re)construct ourselves in the light of dominant normalizations and templates for being in contemporary academia.
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| 6. |
- Alvesson, Mats, et al.
(författare)
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Reflexive Design in Qualitative Research
- 2022
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Ingår i: The SAGE Handbook of Qualitative Research Design Vol. 2. - 1 Oliver's Yard, 55 City Road London EC1Y 1SP : SAGE Publications Ltd. - 9781529770278 - 1529770270 - 1526484323 - 9781526484321 ; , s. 23-40
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Bokkapitel (övrigt vetenskapligt/konstnärligt)abstract
- Qualitative research design is continually evolving. It is not only more established in disciplines beyond the traditional social sciences in which it is a standard choice, but also just as impacted by the changes in what data, technologies, and approaches researchers are using. This Handbook takes readers through the foundational theories, functions, strategies, and approaches to qualitative research design, before showcasing how it negotiates different data and research environments and produces credible, actionable impact beyond the study. Containing contributions from over 90 top scholars from a range of social science disciplines, this Handbook is not just an anthology of different qualitative research designs and how/when to use them; it is a complete exploration of how and why these designs are shaped and how, why, and into what they are evolving. This is a valuable resource for Master's and PhD level students, faculty members, and researchers across a wide range of disciplines such as health, nursing, psychology, social work, sociology, and education. Volume One: Part I: Concepts of Designing Designs in Qualitative Research; Part 2: Theories and Epistemological Contexts of Designing Qualitative Research; Part 3: Elements of Designing Qualitative Research; Part 4: Basic Designs and Research Strategies in Qualitative Research; and Part 5: Mixing Methods in Designing Qualitative Research. Volume Two: Part 6: Designing Qualitative Research for Specific Kinds of Data; Part 7: Designing Qualitative Online and Multimodal Research; Part 8: Designing Qualitative Research for Specific Groups and Areas; Part 9: Designing Qualitative Research in Disciplinary Fields; and Part 10: Designing Qualitative Research for Impact.
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| 7. |
- Alvesson, Mats, et al.
(författare)
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The gaslighting of authentic leadership 2.0
- 2022
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Ingår i: Leadership. - : SAGE Publications. - 1742-7150 .- 1742-7169. ; 18:6, s. 814-831
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Tidskriftsartikel (refereegranskat)abstract
- This article is a response to Bill Gardner and Kelly McCauley’s ‘gaslighting’ critique of our text on the perils of authentic leadership. Against gaslighting 1.0 (evilly trying to convince people to doubt their perceptions), we propose gaslighting 2.0 (enlightenment). We argue that organizations face severe problems and challenges that cannot be solved by motivating managers to engage in introspection and being overly preoccupied by their own authenticity. A search for one’s true self is a personal journey of inner growth and heightened self-awareness that individuals, leaders and non-leaders may engage in and find highly beneficial, but outside any notion of exercising influence or power on others to reach career objectives or corporate goals. The broad use of simple recipes with claims of overwhelming positive effects is problematic. Leadership research is often based on highly problematic measures, making most efforts to capture the core phenomenon unreliable. That many people are attracted by simplistic, positive-sounding and ego-enhancing formulas is not the same as evidence for theoretical value and relevance of a truth claim. Taking aspiration as a critical element would call for the development and study of Aspirational Authentic Leadership Theory, which would be something quite different from the static study of how managers score in terms of being true to their values, a core self, and so on. In-depth process studies of managers trying to be authentic navigating dilemmas at work could be an alternative to focus further research on.
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| 8. |
- Alvesson, Mats, et al.
(författare)
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Warning for excessive positivity : Authentic leadership and other traps in leadership studies
- 2019
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Ingår i: Leadership Quarterly. - : Elsevier BV. - 1048-9843. ; 30:4, s. 383-395
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Tidskriftsartikel (refereegranskat)abstract
- We study authentic leadership as a prominent but problematic example of positive leadership that we use as a more general “warning” against the current fashion of excessive positivity in leadership studies. Without trying to cover “everything”, we critically examine the principal tenets of mainstream authentic leadership theory and reveal a number of fundamental flaws: shaky philosophical and theoretical foundations, tautological reasoning, weak empirical studies, nonsensical measurement tools, unsupported knowledge claims and a generally simplistic and out of date view of corporate life. Even though our study focuses on authentic leadership, much of our criticism is also applicable to other popular positive leadership theories, such as transformational, servant, ethical and spiritual leadership.
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| 9. |
- Butler, C, et al.
(författare)
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The Role of Political Skill in Advancing Teamwork Skill Development in Temporary Teams
- 2023
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Ingår i: Academy of Management Annual Meeting Proceedings. - New York : Academy of Management. - 2151-6561 .- 0065-0668.
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Konferensbidrag (refereegranskat)abstract
- As temporary teams have become common practice in knowledge-intensive work settings, the skills of individuals to operate effectively in any teams is increasingly important for both individual and team performance. While learning-by-doing is an obvious way of learning skills for teamwork, we know very little about factors facilitating these skill developments. We integrate insights from political perspectives on organizations into the teamwork literature to suggest that by helping to make sense of socially complex dynamics and to reflect on their experiences, political skill is a key driver of teamwork skill development. In addition, we theorize that politically skilled individuals have higher capacity to turn common teamwork-related challenges—namely, team task conflict and a lack of team leader direction—into learning experiences which they take with them to their next team. The article presents two studies to test our predictions. Study 1 analyzed a sample of 259 business school students in 77 project teams to investigate our core hypothesis that political skill advances the development of teamwork skills. Study 2 employed nested data collected from 110 junior investment bankers and their experiences in 434 teamwork projects to retest our core hypothesis with individuals operating across multiple team-based projects and extend our investigation to the moderating effects of political skill. We contribute to the present understanding of teamwork, individual learning, and political skill to show that highly politically skilled individuals are better able to turn temporary teams into learning experiences.
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| 10. |
- Degbey, William Y., et al.
(författare)
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Resilience in Virtual Teams : Developing the Capacity to Bounce Back
- 2020
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Ingår i: Applied Psychology. - : Wiley. - 0269-994X .- 1464-0597. ; 69:4, s. 1301-1337
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Tidskriftsartikel (refereegranskat)abstract
- Resilience, or the capacity to bounce back from adversity strengthened and more resourceful, can be considered an important quality of virtual teams in the contemporary working world. A team is the basic organizational unit many modern firms are composed of—and, the virtual ones are those conducting teamwork over distance using a combination of telecommunications and information technologies to accomplish an organizational task. Yet, we know little about how these teams with members who rarely meet in person can build resilience. We develop further the notion of resilience from the traditional focus on significant adversity to also include mundane yet crucial events that can become key for building resilience in virtual teams. Our study focuses on team dynamics and builds on an experimental research setting using a longitudinal, qualitative and interpretative research design to examine five anatomically similar, well-performing virtually working teams over their life cycle. Our findings show that team members in two out of the five teams engaged in specific reflection and action mechanisms—self-reflective practices, regulation of emotional expression, and engagement in concrete actions promoting team inclusion—that in turn helped these teams become more robust and prepared to face new adversities. Implications for practice and research are discussed.
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| 11. |
- Einola, Katja, et al.
(författare)
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A colleague named Max : A critical inquiry into affects when an anthropomorphised AI (ro)bot enters the workplace
- 2024
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Ingår i: Human Relations. - : SAGE Publications. - 1741-282X .- 0018-7267.
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Tidskriftsartikel (refereegranskat)abstract
- We offer a critical inquiry into the faltering entry of an anthropomorphised AI (ro)bot, an algorithm without physical or visual form, into the workplace in a media consultancy company. While living a digital life in the virtual world, the ro(bot) was given a human name. We highlight the unexpected consequences the humanisation of an early form of artificial intelligence (AI) has on the affects circulating between people and the new technology and between members of different organisational groups. We argue that anthropomorphising technologies such as AI influences the affective life of organisations and amplifies existing discontent between organisational members, complicating the introduction of the technology. Focusing on human–AI interaction, our analysis reveals a rift between managers who are excited and hopeful about the future capabilities of AI and employees who are frustrated and angry about its present shortcomings. We conclude that collective affects play a central role in contemporary technology-driven organisations in which the role people play in relation to the avalanche of AI technologies is often neglected.
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| 12. |
- Einola, Katja, et al.
(författare)
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Ackreditering i högre utbildning
- 2020. - 1
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Ingår i: Ledning och (sned-)styrning i högskolan. - 9789144127064 ; 1, s. 269-292
-
Bokkapitel (refereegranskat)
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| 13. |
- Einola, Katja, et al.
(författare)
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Behind the Numbers : Questioning Questionnaires
- 2021
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Ingår i: Journal of Management Inquiry. - : SAGE Publications. - 1056-4926 .- 1552-6542. ; 30:1, s. 102-114
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Tidskriftsartikel (refereegranskat)abstract
- Is complex, ambiguous, and fluctuating social reality measurable? Sometimes yes, perhaps, but often not. At least not in the fairly straightforward way assumed by many researchers. This study is an ethnographic inquiry into data collection during a survey research project. Based on our observations of participants’ spontaneous thoughts and confusions as they filled in questionnaires on “leadership” and “teamwork”, we draw attention to hidden problems in much organizational research. Many respondents found measures ambiguous, irrelevant, or misleading. We (a) underline the inherently interpretative nature of research into complex organizational phenomena, (b) warn against lack of reflexivity and overreliance on existing survey instruments when we study complex social aspects of organizations, (c) identify five categories of possible problems, and (d) suggest paths towards better informed research that take context seriously.
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| 14. |
- Einola, Katja, et al.
(författare)
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Best friend or broken tool? : Exploring the co-existence of humans and artificial intelligence in the workplace ecosystem
- 2023
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Ingår i: Human Resource Management. - : John Wiley & Sons, Inc. - 1099-050X .- 0090-4848. ; 62:1, s. 117-135
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Tidskriftsartikel (refereegranskat)abstract
- Artificial intelligence (AI) has become an important topic in business literature and strategy talk. Yet, much of this literature is normative and conceptual in nature. How organizational members perceive AI and the job role changes that come with it is, so far, largely unknown territory for both HR scholars and practitioners. We sought to investigate the relationship between humans and AI and conducted an in-depth exploratory study into the co-existence of humans and two early-stage AI-solutions, one for “low-status” automation and another for “high-status”; augmentation. We suggest that different organizational groups may engage in distinctly different sensemaking processes regarding AI, an important insight for successful HRM strategies when AI is being introduced into the workplace. Moreover, contrary to recent conceptual work, our findings indicate that AI-enabled automation and augmentation solutions may not be detached from nor exist in tension with each other. They are deeply embedded in organizational processes and workflows for which people who co-exist with the technologies must take ownership. Our findings, in part, go against discussions on AI “taking over” jobs or deskilling humans. We describe a more nuanced version of reality fluctuating around the various ways different organizational groups encounter different AI-solutions in their daily work. Finally, our study warns against unconditional technological enthusiasm, managerial ignorance of the nature of work that employees undertake in different organizational groups, and a neglect of the time and effort required to successfully implement AI-solutions that affect not only the home organization but also members of the broader ecosystem. © 2022 The Authors. Human Resource Management published by Wiley Periodicals LLC.
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| 15. |
- Einola, Katja, et al.
(författare)
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HRM i Akademin - byråkratiskt nonsens eller vägen till en bättre arbetsplats?
- 2020. - 1
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Ingår i: Ledning och (sned-)styrning i högskolan. - Lund : Studentlitteratur. - 9789144127064 ; , s. 157-186
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Bokkapitel (övrigt vetenskapligt/konstnärligt)abstract
- Universitet har under en tid varit utsatta för ett tryck att öka kvaliteten (på forskning, undervisning och organisatoriska processer) och produktionen (antalet examina och publikatio- ner). Human resource management (HRM) har framställts som ett medel för att uppnå dessa mål. Diskussionen om dess roll och potential inom akademin har dock varit polariserad. Å ena sidan har HRM och dess specifika praktiker diskuterats som ett verktyg för att få mer motiverade anställda och därmed mer högpresterande universitet. Å andra sidan har HRM studerats som en nyliberal, ideologiskt driven ledningsteknik. HRM framställs i den senare traditionen som en samling idéer och praktiker som i grunden står i strid med traditionella akademiska värden som demokrati, kollegialitet och akademisk frihet.Även om vi sympatiserar med dessa värden och ser akademins okritiska anammande av HR-praktiker från affärsvärlden som ett potentiellt hot, tror vi att det är problematiskt att helt förkasta HRM och dess praktiker. Många problem erkänner man aldrig formellt och tar man ännu mindre itu med. I det här kapitlet tar vi upp några av de utmaningar som human resource management utgör för universitet.
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| 16. |
- Einola, Katja, et al.
(författare)
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The making and unmaking of teams
- 2019
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Ingår i: Human Relations. - : SAGE Publications. - 0018-7267 .- 1741-282X. ; 72:12, s. 1891-1919
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Tidskriftsartikel (refereegranskat)abstract
- Contemporary expert organizations rely heavily on cross-border, often temporary teams typically working through virtual means of communication. While static aspects of teams are well researched, there have been considerably fewer studies on team dynamics and team processes. Existing process studies tend to take a cautious, entity-based approach, emphasizing team structure as much as (or even more than) processual aspects. This article represents a shift from studying teams as entities and structures changing over time to studying teams as an on-going process. Participants engage in teaming and thus in the continued making and sometimes unmaking of teams. We report on a study of three anatomically similar, self-managed teams performing the same set of complex tasks with radically different teaming processes. With more or less successful shared sensemaking, the team members collectively create (or fail to create) not only team task outputs but also the team itself.
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| 17. |
- Einola, Katja, et al.
(författare)
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The perils of authentic leadership theory
- 2021
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Ingår i: Leadership. - : SAGE Publications. - 1742-7150 .- 1742-7169. ; 17:4, s. 483-490
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Tidskriftsartikel (refereegranskat)abstract
- In this commentary, we discuss perils of authentic leadership theory (ALT) in a modest effort to help weed out one theory that has gone amiss to pave the way for new ideas. We make an argument for why ALT is not only wrong in a harmless manner, but it may be outright perilous to leadership scholars, scholarship and those who believe in it. It may undermine academic work, delegitimize university institutions, make false promises to organizations, and cause identity trouble through encouraging managers and others overeager to live up to the proposed formula. We argue that leadership and authenticity should be kept separate as interests and themes of study.
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| 18. |
- Einola, Katja, et al.
(författare)
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When ‘Good’ Leadership Backfires : Dynamics of the leader/follower relation
- 2021
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Ingår i: Organization Studies. - : SAGE Publications. - 0170-8406 .- 1741-3044. ; 42:6, s. 845-865
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Tidskriftsartikel (refereegranskat)abstract
- This paper contributes to the understanding of relational aspects of leadership and followership. Our in-depth empirical study of the leader/follower relation uncovers how and why assigning team members into ‘leader’ and ‘follower’ positions may sometimes be a double-edged sword and lead to unintended consequences undermining both the team’s potential and member satisfaction. We report on a multi-voiced story of one team that at first looked like a well-performing one with effective, ‘good’ leadership and satisfied team members. However, a closer investigation revealed frictional understandings, unresponsiveness and dynamics of immaturization as the followers overly relied on the elected leader. Leadership seen as ‘good’ may indeed backfire and encourage satisfied, trustful followers to relax and focus on limited roles. Our study further shows the need to conduct rich empirical studies that capture views of all parties in a relation.
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| 19. |
- Gardner, William L., et al.
(författare)
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Authentic leadership theory : The case for and against
- 2021
-
Ingår i: Leadership Quarterly. - : Elsevier BV. - 1048-9843. ; 32:6
-
Tidskriftsartikel (refereegranskat)abstract
- Scholarly and practitioner interest in the topic of authentic leadership has grown dramatically over the past two decades. Running parallel to this interest, however, have been a number of concerns regarding the conceptual and methodological underpinnings for research on the construct. In this exchange of letters, the cases for and against the current authentic leadership theory are made. Through a dialogue, several areas of common ground are identified, as well as focal areas where the cases for and against the utility of authentic leadership theory for scholars and practitioners sharply diverge. Suggestions for future theorizing and research that reflect areas of common ground are advanced, along with divergent perspectives on how research on authenticity and leadership should proceed. Despite their differences, both author teams found the dialogue in itself to be a healthy process for theory development and encourage constructive future dialogue on other areas where theoretical perspectives diverge.
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| 20. |
- Kaasila-Pakanen, Anna-Liisa, et al.
(författare)
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Writing touch, writing (epistemic) vulnerability
- 2024
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Ingår i: Gender, Work and Organization. - : WILEY. - 0968-6673 .- 1468-0432. ; 31:1, s. 264-283
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Tidskriftsartikel (refereegranskat)abstract
- Touch mediates relations between self-other, writers, and readers; it is material and affective. This paper is the outcome of writing touch as a collaborative activity between eight women writers across different times and locals. In sharing experiences of touch during and beyond the pandemic, we engage with collaborative writing articulated here as colligere, involving the assembling of writing in a holding space. The meanings and feelings of touch arise from our distinct writer positionalities as we think, work, and write in and about life, research, organizations, and organizing. We suggest that writing that reflects on/through touch presents epistemic vulnerability and openness to unknowing in the nexus of intercorporeal relationships. Writing touch contributes to writing and doing academia differently, particularly by offering sensorial encounters that reframe the ethico-political conditions of academic knowledge creation.
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| 21. |
- Khoreva, Violetta, et al.
(författare)
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A Critical Inquiry into an Anthropomorphized Robot Entering the Workplace
- 2022
-
Ingår i: Academy of Management Annual Meeting Proceedings. - New York : Academy of Management. - 2151-6561 .- 0065-0668.
-
Konferensbidrag (refereegranskat)abstract
- In this study, we analyse the entry of an anthropomorphized software automation robot into the workplace in a media consultancy company, a technology pioneer in its industry. Applying an affect lens, we explore how organizational members experience the entry of the AI-based robot and seek to understand the reasons behind its fortunes and misfortunes. We go beyond depicting ‘enthusiastic feelings of the management’ and ‘frustration of employees’ and highlight what consequences anthropomorphising AI may have on interaction between humans and machines, and ultimately on success of these technology projects. Understanding human-robot interaction and its consequences is not simply about distinctions between positive and negative affect. It is about distinctions rendered within ongoing interventions into affective organizational life. Our study has implications for understanding the contemporary technologized global economy that often neglects and downplays the role humans must play in what has been described the Second Machine Age.
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| 22. |
- Khoreva, Violetta, et al.
(författare)
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Artificial intelligence as a colleague : Towards the workplace coexistence of people and artificial intelligence
- 2024. - 1st
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Ingår i: Research Handbook on Human Resource Management and Disruptive Technologies. - Cheltenham, UK : Edward Elgar Publishing Ltd.. - 9781802209235 ; , s. 224-237
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Bokkapitel (refereegranskat)abstract
- In this chapter, we introduce the idea of artificial intelligence (AI) emerging not only as a new technology but also as a new type of organizational actor. When seen as a colleague, AI needs to be understood and managed in a different way to earlier technologies such as cars and personal computers. The key difference here is that while people use cars and personal computers for various purposes, AI and people engage together in shared or consecutive tasks. Consequently, the boundary between people and AI blurs. We suggest that both scholars and practitioners consider this coexistence of people and AI a new organizational phenomenon and topic of study. Due to an inherent complexity in the study of human/AI coexistence, we advocate an extension of the paradox theory to include not only different types of AI solutions, such as those for automation or augmentation, but also different people in different roles who work with these solutions. In line with this perspective, we explore common patterns in human/AI coexistence, as well as how this coexistence impacts different occupational roles in organizational settings.
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| 23. |
- Werr, Andreas, et al.
(författare)
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Individual performance management: enabler or threat to academic performance?
- 2021
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Ingår i: How to Lead Academic Departments Successfully. - Northampton : Edward Elgar Publishing. - 9781789907155 - 9781789907148 ; , s. 79-97
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Bokkapitel (övrigt vetenskapligt/konstnärligt)abstract
- The quality and quantity of academic work is increasingly becoming a managerial concern in universities. As a consequence, department heads are expected to engage in intensified individual performance management and conduct systematic performance appraisals. In this chapter we review research on individual performance management and its effects. We posit that traditional performance management systems make an uneasy fit with the academic context in which middle managers possess limited power and academics have multiple loyalties and high expectations of freedom and autonomy. After reviewing some current trends in performance management in academia and research evidence of intended and unintended consequences of common practices, we end the chapter with suggestions for how individual performance management could be carried out more effectively in universities.
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| 24. |
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