| 1. |
|
|
| 2. |
|
|
| 3. |
- Edvik, Anders, et al.
(author)
-
Credence in the Organization's Ability to Respond to Change : Implications on Work Engagement and Job Satisfaction in the Church of Sweden
- 2020
-
In: Frontiers in Psychology. - : Frontiers Media S.A.. - 1664-1078. ; 11
-
Journal article (peer-reviewed)abstract
- As part of society, religious organizations are exposed to contextual conditions and challenges. However, adapting to external conditions is an act of balance since too much compromising may risk having a negative effect on employees' perception of organizational authenticity and, in turn, employees' well-being and attitudes toward work. In this study, we examined how specific characteristics of the work, in terms of job demands (role conflict and emotional demands) and job resources (influence at work and social community at work), as well as employees' credence in the organization's ability to respond to change, relate to employee well-being within the Church of Sweden. In total 2,112 employees (58% participation rate) answered a web-based survey. The results of regression analyses showed that job resources and credence in the organization's ability to respond to change provided a clear contribution to the explanation of variance in work engagement and, especially, job satisfaction. However, the contribution of job demands was less clear. Moreover, to further the understanding of the association between employees' credence in the organization's ability to respond to change and employee well-being, the mediating effect of job resources was tested. The results showed that the association between credence and well-being is in part mediated by job resources. In sum, the study demonstrate that employees' credence in the organization's ability to respond to change is important to consider for understanding employee well-being within religious organizations. In conclusion, our study suggest that organizations that are built up on strong values and institutionalized beliefs, such as religious and faith-based organizations, need to tread carefully in the process of adapting to conformal pressure for change. This, since the actions and choices of the organization are important for employees' credence in the organization and, in turn, employee well-being. Implications and recommendations for future research are discussed.
|
|
| 4. |
- Hillgren, Per-Anders, et al.
(author)
-
Glossary: Collaborative Future-Making
- 2020
-
Other publication (other academic/artistic)abstract
- Collaborative Future-Making is a research platform at the Faculty of Culture and Society at Malmö University that is concerned with how to envision, elaborate and prototype multiple, inclusive, and sustainable futures. The platform gathers around 20 researchers that share a methodological interest in how critical perspectives from the humanities and social sciences can be combined with the constructive and collaborative aspects of making and prototyping in design research.The research centers around two major themes:Critical imagination, which focuses on how basic assumptions, norms and structures can be challenged to widen the perspectives on what can constitute socially, culturally, ecologically and economically sustainable and resilient futures.Collaborative engagements, which focuses on how we can set up more inclusive collaborations to prototype and discuss alternative futures, engaging not only professionals and policy makers but also citizens and civil society.During 2019 the research group set out to make a shared glossary for collaborative future-making. The glossary is multiple in purpose and exists in several versions. Hopefully there will be more to come. At first, the making and articulation of the glossary was used within the research group as an exercise to share concepts that we found central to collaborative future-making, coming from different disciplines. This published version of the glossary was assembled to be used during a workshop called Imagining Collaborative Future-Making, which gathered a group of international researchers from different disciplines.The collection of concepts reflects the heterogeneous and diverse character of the research group and a strong belief in that plurality regarding ontologies and epistemologies will be crucial to be able to handle the multiple uncertainties and complex challenges we have to face in the future. Some of the concepts are already well established within different research communities, but gain a specific meaning in relation to the research area. Others are more preliminary attempts to advance our understanding or probe into new potential practices within collaborative future-making. In that sense the concepts in the glossary are well situated and grounded in past and ongoing research within this research group, at the same time as they are meant to suggest, propose and point towards practices and approaches yet to come.The concepts in this glossary are not only meant to be descriptive but also performative. In that sense, assembling and circulating this glossary is part of collaborative future-making. As pointed out by Michelle Westerlaken in her articulation of “Doing Concepts” (see page 15), “...without proposing, critiquing, or working towards a common or uncommon understanding of certain concepts, it becomes impossible to ‘make futures’ in any deliberate fashion.”
|
|
| 5. |
- Håkansson, Peter, et al.
(author)
-
Social media and trust : a systematic literature review
- 2015
-
In: Journal of Business and Economics. - : Academic Star. - 2155-7950. ; 6:3, s. 517-524
-
Journal article (peer-reviewed)abstract
- The role of trust has long been acknowledged among economists and political scientists. It is often argued that high levels of trust among people help promote democratization, economic activity, well-performing institutions and low levels of violence. Social media has been identified as a significant vehicle in fostering social connections however the depth and significance of these connections to the creation of trust has not been well developed. According to Robert Putnam trust derives from reciprocity that is learned only in cooperation with others. Putnam is skeptical of a positive relationship between trust and digitalized social media. According to Uslaner trust is a moral issue established by family relationships early in life and therefore use of social media has no impact on creating trust. This paper is a structured literature review. The aim is to investigate if trust can be created by connections on digitalized social media. Eight articles emphasized a positive relationship between social media and trust; two articles claimed no relationship between trust and social media. We did not find any studies claiming there is a negative relation between social media and trust.
|
|
| 6. |
- Håkansson, Peter, et al.
(author)
-
Social Media and Trust : A systematic literature review
- 2014
-
In: Book of Abstracts and Programme. ; , s. 154-154
-
Conference paper (other academic/artistic)abstract
- The role of social trust has long been acknowledged among economists and political scientists. It is often argued that high levels of trust among people help promote democratization, economic activity, investments and growth, responsive and well-performing institutions, low levels of violence and personal health and happiness (Knack & Keefer, 1997; Putnam, 2000; Zak & Knack 2001). Trust is needed in all different kind of relations because it lowers transaction costs and risk. According to Robert Putnam (1993, 2000) trust derives from reciprocity, which can be learned only in cooperation with others. However, Putnam denies that there should be a positive relationship between trust and digitalized social media. On the contrary Putnam is very skeptical that the internet and social media would be capable of creating social trust. This paper does a structured literature review on the research on this subject. We want to find out what knowledge there is on if trust can be created by contacts on social media? We found eight articles emphasizing that there is a positive relationship between social media and trust, and that trust can be created by connections on social media. We also found two articles claiming that there is no relationship between trust and social media. According to these studies people using social media do not become more or less trusting than others. In spite of Putnam’s skepticism we did not find any studies claiming there is a negative relation between social media and trust.
|
|
| 7. |
|
|
| 8. |
- Muhonen, Tuija, et al.
(author)
-
Skolledarskap och resiliens
- 2016
-
In: Upplyftande ledarskap. - : Natur & Kultur. - 9789127817647 ; , s. 104-114
-
Book chapter (other academic/artistic)
|
|
| 9. |
- Mølbjerg Jørgensen, Kenneth, 1969-, et al.
(author)
-
Storymaking for Gaia? : Newcomers' stories of managing for sustainability
- 2023
-
In: Organizing for the Good Life.
-
Conference paper (other academic/artistic)abstract
- This paper constructs an ethics of managing by reading Latour’s notion of Gaia with Arendt’s notion of storytelling. Gaia implies reframing the ethical foundation for making stories as well as it has ontological consequences for how we perceive stories. We suggest reframing storytelling into storymaking. This concept attunes to how storymaking is part of making life that becomes through, relies on, and is answerable to multiple other lives: human as well as nonhuman. Second, storymaking allows depicting managers’ imagination of themselves and what they do in the complex webs of relations that managers are part of. We put storymaking to work in discussing the processes of translation that occur when new managers transition from management education for sustainability to work life. Our re-storying of their stories attunes to their ethical compass and how they enact it into being. We attune to the tensions involved in building a stable foundation for their storymaking and the compromises they make in coping with fleeting and, at times, chaotic organizational realities. Attuning to how organizations make life and affect the conditions of caring for life is important for judging organizational action. Second, storymaking allows understanding of managing as a process that involves making stories about life spiritually and materially, thereby stabilizing life amid chaos.
|
|
| 10. |
- Scholten, Christina, et al.
(author)
-
The opaque gendered lens : barriers to recruitment and career development
- 2017
-
In: Gender in Management. - : Emerald Group Publishing Limited. - 1754-2413 .- 1754-2421. ; 32:1, s. 47-65
-
Journal article (peer-reviewed)abstract
- Abstract Purpose – This paper aims to reveal gendered leadership constructs that hinder a competency-based view of leadership in Swedish-based global companies and the implications for leadership recruitment and development to top management positions. Design/methodology/approach – The paper is based on qualitative semi-structured interviews, which have been analyzed using a gender analytic framework to identify how senior management, Human resource management and leadership trainees are discussing leadership and career development. Findings – Three themes were identified as clouding the issue of gender-equal leadership practices thereby creating an opaque gendered lens of who is defined as eligible for leadership positions. The three themes were: symbols as gendered images, counting heads – preserving the existing system and illusive gender inclusion. Research limitations/implications – Recruitment practices were identified as contributors to homosocial practices that perpetuate male-dominated leadership representation. However, specific recruitment practices were not fully explored. Practical implications – The potential use of gender equality as a sustainable management practice for competitive organizations to recruit and develop talented people. Social implications – To create resilient and gender-equal recruitment and leadership development practices. Originality/value – This research offers an original perspective on gender representation at the senior management level in global companies by revealing gendered leadership constructs in the leadership recruitment and development process as antecedents to unequal gender representation in senior management positions.
|
|
