Dysfunctionality in “citizenship” behaviour in decentralized organizations

We study secure survey designs in organizational settings where fear of retaliation makes it hard to elicit truth. Theory predicts that (i) randomized-response techniques offer no improvement because they are strategically equivalent to direct elicitation, (ii) exogenously distorting survey responses (hard garbling) can improve information transmission, and (iii) the impact of survey design on reporting can be estimated in equilibrium. Laboratory experiments confirm that hard garbling outperforms direct elicitation but randomized response works better than expected. False accusations slightly but persistently bias treatment effect estimates. Additional experiments reveal that play converges to equilibrium if learning from others’ experience is possible. (JEL C83, C90, D83, D91)

Bringing together research in critical organizational communication, leadership studies, and performance theories of embodiment and voice, this project explores how executives of color are socialized into leadership dynamics within elite organizational contexts and how power dynamics affect this socialization.Through qualitative interviews with leaders of color across a variety of industries, this study investigates how the identity work and emotional labor of mid-to-high level executives in dominant culture organizations intersect with the cultivation, perception, and expression of one's "executive presence."Through these experiences I aim to shed light on people's relationships to the concepts of "authenticity" and "executive presence" within their own leadership contexts, and how the expectation of "being authentic" in an organizational setting can be a complex project for people whose intersecting gender, race, and cultural identities do not conform to the dominant norm.v

This chapter explores the nuanced dynamics of Chinese paternalistic leadership in conflict situations within organizational settings. Drawing on a rich body of literature and empirical studies, it examines how leaders navigate the delicate balance between exercising authority and demonstrating care for subordinates. The research delves into the cultural roots of paternalistic leadership, its manifestation in contemporary Chinese organizations, and its effectiveness in addressing various types of conflicts. Through case studies and theoretical analysis, the chapter illuminates the unique approaches paternalistic leaders employ in conflict resolution, including indirect communication, relationship-focused problem-solving, and moral suasion. This comprehensive exploration contributes to the broader understanding of culturally specific leadership styles and their implications for global management practices in an increasingly interconnected business world.

I. Organizations as Learning Bodies.- Technology in Support of Organizational Learning.- Practice Cannot be Reduced to Theory: Knowledge, Representations, and Change in the Workplace.- Ethnography and Organizational Learning: In Pursuit of Learning at Work.- Organization and Cognitive Design of (Technological) Learning Environment.- Learning is an Active and Personal Process.- II. Learning and Organizations.- Mental Models of Complex Systems: When Veridicality Decreases Functionality.- Error Management in Training: Conceptual and Empirical Results.- Decision Aiding in an Organizational Context.- User Interface Design from the Viewpoint of Human Learning.- Organizational Setting and Task Complexity: Interactions with Collective and Individual Cognitive Abilities. Elements for Elaborating a Framework.- Learning Strategies and Organizations.- III. Technology for Cooperative Learning and Working.- The School as a Workplace.- Intelligent Learning by Doing Tools for Technical and Dialectical Knowledge.- The Use of Computer-Mediated Role Play in Management Training.- Organizational Learning and Hypermedia: An Action Science Perspective.- Supporting Cooperative Work with Workflow Management Technology.- Computer Support for Cooperative Work: Computers Between Users and Social Complexity.- Communicating Through Pictures.- Complex Organizations, Knowledge-Intensive Applications, Software and Systems Development: A Case Study.

Sustainability has become a key strategic challenge for aviation organizations, requiring a shift from technical compliance to broader strategic and organizational transformation. This chapter examines sustainable aviation management through an integrated lens combining strategy, organizational design, leadership, and change management. It argues that sustainability should be managed as a continuous change process shaped by uncertainty, stakeholder expectations, and energy volatility. The chapter highlights the roles of dynamic capabilities, leadership, governance, and employee engagement, and emphasizes the importance of aligning strategy, structure, and people to support long-term resilience, legitimacy, and competitiveness in the transition toward decarbonization.

This study examined the individual and combined effects of the organisational-level variables of climate and task design, and the group-level variables of group citizenship behaviour (GCB), market orientation, group self-efficacy (GSE), and group climate for innovation (GCI) on work group service innovativeness. Specifically, this study theorised that work group service innovativeness is a product of both organisational (organisational climate and task design) and work group (GCB, market orientation, and GSE) contexts. Drawing upon the theories and literature, six hypotheses were derived. Data were collected through a 64-item questionnaire using a 7-point Likert scale from four hotels in Melbourne, Australia. Results indicated that organisational climate, task design, GCB, group self-efficacy, and group climate for innovation were significant predictors of work group service innovativeness, while market orientation was not. Limitations, future directions, managerial and research implications are explored.

Systems psychodynamics analyses the inter-relationships of boundaries, roles, structures and organisational design, work culture and group processes. This approach selectively interprets the overt, covert and dynamic relationships of the client organisation and the work groups that comprise it. The focus is on how authority is psychologically distributed, exercised and enacted. This chapter considers attitudes, beliefs, phantasies, core anxieties, social defences, patterns of relationships and collaboration and how these influence task performance. Systems psychodynamics focuses on how unwanted feelings and experiences are split off and projected onto other individuals and groups that then carry the unwanted feelings on behalf of the organisation. Crossing an organisational boundary into a client's system is a point for analysis of boundary-related issues, the assessment of which provides information about authority in the organisation; how it is delegated; sub-system dependency and autonomy; clues about the nature of the request for a consultation; organisational resistance to intervention and change. The key educative task is ‘insight’ into the psychodynamics or covert processes as well as the structural properties of the system in the organisation. Working with and in the transference is crucial, involving thoughts, feelings and phantasies in the client/consultant relationship. Systems psychodynamics consultancy aims to understand organisational life that is outside the client's awareness.

Many organizations have chosen groupware to support the communication activities of their work groups, yet relatively little is known about users’ reactions to and acceptance of this emerging information technology. Further, there has been limited field experience to justify investments in groupware, and rules of thumb about its implementation are difficult to find. This article describes the first part of a multiple‐stage study of acceptance of groupware, in organizational settings. Our ultimate goal is to explain or predict acceptance of groupware, however, the purpose here is to understand what constitutes acceptance. Based on an electronic survey on individuals’ acceptance of groupware in three Fortune 500 companies, we examine the relationship among the usage of groupware technology, the subjective ratings of users’ satisfaction with using the technology, and the perceived benefits of using the technology. The results agree with the earlier findings of Hiltz and Johnson [1] that a multidimensional concept of acceptance is required to properly study the acceptance of new communication technologies. Keywords: groupwarecomputer‐mediated communication systemsLotus Notesacceptance

Two field studies tested and extended the group engagement model (Tyler & Blader, 2000, Tyler & Blader, 2003) by examining the model with regard to employee extrarole behavior. Consistent with the group engagement model's predictions, results of these studies indicate that the social identities employees form around their work groups and their organizations are strongly related to whether employees engage in extrarole behaviors. Moreover, the studies demonstrated that social identity explains the impact of other factors that have previously been linked to extrarole behavior. In particular, the findings indicate that social identity mediates the effect of procedural justice judgments and economic outcomes on supervisor ratings of extrarole behavior. Overall, these studies provide compelling indication that social identity is an important determinant of behavior within work organizations and provide strong support for the application of the group engagement model in organizational settings.

"Abstract: This article is a reflection on the changes in our practice of groups in Gestalt as evidenced by the two editions of Beyond the Hot Seat – the original 1980 edition (Feder and Ronall, 1980) and the new 2008 ‘revisited’ edition (Feder and Frew, 2008). The last thirty years have seen exciting developments in the Gestalt approach to groups, not only in our move away from Perls’ hot seat but in the spread of Gestalt in groups to social and organisational settings. What is the definition of a group in Gestalt? Can we have a developmental model of groups based on Gestalt theory? What are the key challenges of group facilitation? These are some of the questions tackled in this article along with a touch of speculation around Gestalt’s future challenges in terms of group work. Key words: groups, group work, field theory, systems thinking, organisational consulting."

Complaints often expressed about undergraduate computer science or information systems programs,,, is that students graduate with adequate technical skills but often lack an understanding of organizational processes, team project experience, and the ability to integrate information technology in an organizational setting. To address this, educators have historically created service-learning group projects, which leverage local organizations. These types of projects can be very rewarding for students and offer excellent educational opportunities for the students within the group. Educators who have taught service-learning group projects know there are significant problems with using this type of project. These problems include: motivation of students to do their best work, fair individual and overall group assessment, appropriate workload for a semester, and minimizing disruptive outside influences. In addition, the creation of new projects on a continuous semester basis would be very useful for the instructor of a project course. To solve these issues and problems, the following capstone course design was used with success at Grand Valley State University (GVSU). A socially-relevant, community-based assignment with local non-profit organizations provided the basis for the capstone information systems project course described in this paper. This project course produced working applications for actual clients that gave students a unique capstone experience.

Introduction: Special education building allow each child to be educated within the framework of the principle of equal opportunity. This study aims to examine the interior design approaches applied in education schools for autism and to provide an overview of the special education buildings to be built in Türkiye. Method: The study has been designed with a qualitative research method and a document review has been conducted to determine the sample group. The sample group consists of five special education schools located abroad, where the most comprehensive information was accessed in terms of spatial characteristics such as plans, sections, interior visuals, etc. The interior design approaches of these schools have been examined in terms of 8 parameters, namely spatial organization, circulation areas, lighting, acoustics, color, material, equipment/reinforcement and security. Findings: All of the schools determined as the sample group have been arranged in a campus and as a single or two storey. The most important emphasis in schools is on gradual smooth transitions between spaces, with different sensory levels (low, medium, high). In addition, in these schools, individual learning areas have been created as well as arrangements that allow group work in terms of the changing sensory needs of students. Discussion: As a result of the examination of the sample group, it has been determined that especially the space organization, lighting, color, material and acoustic design are extremely important in schools for autistic people. Specially designed schools also support the healthy development of students with autism.

This theoretical paper presents a novel "Kinematic Model" of leadership, designed to capture the dynamic nature of leadership within organizations considering the environments in which they arise amidst the context of continuous change. At the core of every organization are three fundamental components: people, processes, and resources. The leadership landscape consists of 34 distinct constructs, from traditional styles such as transformational and transactional to newer ones like digital and neuroleadership. Leadership operates within varied environments, influenced by internal and external events, as well as the nature and experiences of the individuals and groups comprising organizations. The Kinematic Model integrates these elements into ten domains, emphasizing the need for continuous assessment, adaptability, and balancing people, processes, and resources. Taken together this review provides an orientation and reference to a separate comprehensive survey developed in parallel that provides a framework for any leadership assessment in various organizational settings. In the context of artificial intelligence (AI), its integration into organizations significantly affects leadership dynamics. AI enhances decision-making by analyzing vast data sets, but also risks over-reliance, potentially sidelining human judgment. AI's insights into employee performance might overlook intangible leadership qualities. Additionally, ethical concerns arise with AI in leadership, including workplace surveillance and algorithmic biases. As AI takes on more leadership roles, leaders must adapt, emphasizing vision-setting, relationship-building, and fostering innovation. Leaders must stay updated and adaptable as AI evolves, balancing its capabilities with human insight, ethics, and emotional intelligence.

This theoretical paper presents a novel "Kinematic Model" of leadership, designed to capture the dynamic nature of leadership within organizations considering the environments in which they arise amidst the context of continuous change. At the core of every organization are three fundamental components: people, processes, and resources. The leadership landscape consists of 34 distinct constructs, from traditional styles such as transformational and transactional to newer ones like digital and neuroleadership. Leadership operates within varied environments, influenced by internal and external events, as well as the nature and experiences of the individuals and groups comprising organizations. The Kinematic Model integrates these elements into ten domains, emphasizing the need for continuous assessment, adaptability, and balancing people, processes, and resources. Taken together this review provides an orientation and reference to a separate comprehensive survey developed in parallel that provides a framework for any leadership assessment in various organizational settings. In the context of artificial intelligence (AI), its integration into organizations significantly affects leadership dynamics. AI enhances decision-making by analyzing vast data sets, but also risks over-reliance, potentially sidelining human judgment. AI's insights into employee performance might overlook intangible leadership qualities. Additionally, ethical concerns arise with AI in leadership, including workplace surveillance and algorithmic biases. As AI takes on more leadership roles, leaders must adapt, emphasizing vision-setting, relationship-building, and fostering innovation. Leaders must stay updated and adaptable as AI evolves, balancing its capabilities with human insight, ethics, and emotional intelligence.

Global Manager: Indian Perspective