M19 conferencebanner


Feb 21, 2019
08:00-09:00 Conference Registration Desk Open / Mesa de inscripción abierta
09:00-09:20 Conference Opening / Inauguración del Congreso—Dr. Phillip Kalantzis-Cope, Chief Social Scientist, Common Ground Research Networks, Champaign, IL, United States
09:20-09:30 Welcome Address / Discurso de bienvenida—Dr. Ross Brinkert, Associate Professor, Pennsylvania State University, Abington, PA, United States
09:30-10:05 Plenary Session / Sesión plenaria—Laurie Sterritt, Coordinator, Indigenous Women’s Leadership Summit, Vancouver, Canada

"Indigenous Inclusion in Corporate Canada: Creating Balance between New and Old Ways of Knowing"

Laurie Sterritt is a values-based leader with over 25 years’ experience in the fields of Indigenous, government, and community relations, business planning and strategy, organizational and leadership development, and executive search. She has managed teams, both large and small, and brings positive energy and empathy to all her work. In 2018, Laurie formed a non-profit association to launch the first-of-its-kind Indigenous Women’s Leadership Summit (IWLS). The mandate of IWLS is to inspire and uplift Indigenous women throughout their personal and professional journeys. Prior to that, Laurie developed and implemented the Indigenous Employment and Business Development strategy for BC Hydro and led the start-up and growth of the Aboriginal Mentoring and Training Association (AMTA) and its subsidiary social enterprise, First Resources Impact Ventures (FRIV).

Active in her community, Laurie is a Director for the (new) Canadian Centre for Arts and Technology (CANCAT) and a Council Member on the Real Estate Council of British Columbia. She was previously a Director for the Industry Training Authority and Governor and 1st Vice-Chair of the British Columbia Institute of Technology. A member of the Kispiox Band of the Gitxsan Nation, Laurie holds a Bachelor of Commerce from the University of British Columbia and a Certificate in Professional Fund Raising from the University of Indiana. Laurie has been recognized for her commitment to creating respectful and inclusive workplaces and, most notably, was a nominee for the 2013 YWCA Women of Distinction Awards.
10:05-10:35 Garden Conversation / Charlas de jardín

Garden Conversations are informal, unstructured sessions that allow delegates a chance to meet plenary speakers and talk with them at length about the issues arising from their presentation. When the venue and weather allow, we try to arrange for a circle of chairs to be placed outdoors.

Las charlas de jardín son sesiones informales no estructuradas que permiten reunirse con ponentes plenarios y conversar tranquilamente sobre temas derivados de su ponencia. Cuando el lugar y el clima lo permiten, se realizan en el exterior.
10:35-11:20 Talking Circles / Mesas redondas

Held on the first day of the conference, Talking Circles offer an early opportunity to meet other delegates with similar interests and concerns. Delegates self-select into groups based on broad thematic areas and introduce themselves and their research interests to one another.

Celebradas el primer día del congreso, las mesas redondas constituyen una de las primeras oportunidades para conocer a otros participantes con intereses y preocupaciones similares. Los participantes eligen los grupos que prefieren según grandes áreas temáticas y se sumergen en grandes debates sobre los temas y problemáticas para el área correspondiente de la Red de Investigación.

Room 1 (C680) - Tema destacado 2019: La nueva historia de la organización (en español)
Room 2 (C400) - Management Education
Room 3 (C440) - Change Management
Room 4 (C100) - Knowledge Management
Room 5 (C485) - Organizational Cultures
11:20-11:25 Transition Break / Pausa
11:25-12:40 PARALLEL SESSIONS
Room 1 - C680 The Responsive Workplace
How to Manage Gender Bias from Within: Women in Leadership
Dr. Sharon Roberts, Project Manager, Office of Stewardship and Sustainability, University Health Network, Toronto, Ontario, Canada
Overview: In this article, we discuss new knowledge related to managing gender bias in the context of women in leadership. The research explored how women on corporate boards cope with gender bias. Researchers Tajfel and Turner’s social identity theory to explain intergroup discrimination and Eagly and Karau’s role congruity theory of prejudice to explain the exclusion of women from corporate boards provided the conceptual lens of the study. Interviews with six women on corporate boards from Canada, journaling, and analysis of physical artifacts related to women were the data sources. Seven themes emerged in the data related to gender bias and experiences of the women using Yin’s five phases of analysis. The themes occur at the individual, organizational, and societal levels. This article is to set the foundation as to how women can transform themselves from within, skills needed, techniques to use, and effective preparation to manage the bias.
Theme:Organizational Cultures
To Use or Not to Use Technology?: The Impact of Technostress and Moderators of Technostress
Deborah Okolo, Ph.D. , Universiti Teknologi Malaysia ( UTM) Azman Hashim International Business School, United States
Overview: The proliferation of ICTs has changed the structure of modern organizations around the world making it compulsory for employees to interface with various kinds of technologies for work performance. ICTs is regarded as the basis of global and local competitiveness in business because of its ability to facilitate and enhance effective and efficient production and delivery of goods and services. Despite all the benefits associated with the use of technology by organizations, it is believed that technology is a double-edged sword that offers numerous advantages and disadvantages because of its impact on employees wellbeing. Researches have shown that ICTs is responsible for inducing stress in employees, this kind of stress is referred to as technostress. Technostress is a stress caused by the inability of individuals to cope with the use of technology or overexposure to ICTs. The speedy technological revolutions have created a knowledge gap for employees, multitasking, work overload and work-family conflict. The major objective of this paper is to investigate the current literature base of technostress and its antecedents, implications and moderators. This paper utilized a systematic literature review and content analysis was used to collect and analyse the literature. Findings revealed that technostress can affect job satisfaction organizational commitments, performance, productivity and intention to extend the use of ICTs. The antecedents, implications and moderators of technostress would be discussed.
Theme:Change Management
Room 2 - C400 Rethinking and Restructuring
Strategic Planning in Australian Universities
Tess Howes, Macquarie University, Sydney, Australia
Overview: To an experienced eye, a Strategic Plan provides some insights into the strategic leadership of the university. However, the document itself is single dimensional; it may or may not reveal how the strategy development process was conducted, what forms of leadership were used to drive the planning process; or how well the Strategic Plan was received by the university community and its stakeholders. Is it possible to discern if the Strategic Plan is fixed to an inflexible performance framework that binds the university to strategic goals that do not reflect community aspirations, or are no longer compatible with changed external or internal circumstances? Does the Strategic Plan suggest dynamic staff engagement that will empower individuals throughout the university to “experiment, create, develop, test and innovate”? For as Moss Kanter (1983) argues “innovation requires intellectual effort. And that, in turn, means people” (p.23). This paper will explore these questions and assess if Australian universities have learned to develop effective Strategic Plans through a process of logical incrementalism or ‘learning by doing’ as Quinn suggests (1987); or are we planning strategically for 2030 using the rational-analytical model that is only able to predict the future based on what we know today?
Theme:Knowledge Management
Change Management, and Acculturation in the Merger of Two Institutions of Higher Education
Anita Hazelwood, Professor and Department Head, Allied Health, University of Louisiana at Lafayette, Lafayette, Louisiana, United States
Overview: Institutional mergers and consolidations require well-planned and strategic organizational change and include an examination of organizational culture and the process of acculturation. While there has been research on various aspects of higher education mergers, there has been little on the process of integrating institutional cultures. Compounding the challenge is that the degree of assimilation among institutions is variable. This integration of cultures takes time to fully accomplish. Researchers have estimated varying time periods for full integration, as much as ten years or more in some cases. As institutions of higher education undergo re-organization, several components of change management must be addressed, looking particularly at culture as a critical element of the change process. Research in this area is limited and the purpose of this case study is to examine why two institutions of higher education merged, the role of change management during a merger, conceptual models used in understanding reorganization, and the role that culture plays during a merger. Given the economic conditions in higher education, interest in mergers is growing and this case study on the merger, change management and the cultural assimilation of the individuals involved in the merger will be of value to state boards of education, policy-makers within the states, and higher administration in colleges and universities across the nation.
Theme:Change Management
Cross Words: The Dynamics of Organizational Change in a University English Department
Christopher Ritter, Assistant Professor, English, Clayton State University, Morrow, GA, United States
Overview: The crisis of the humanities in higher education is a well-known fact: due to high growth in STEM fields and corporate-backed administrators' emphases on education as job training, humanities departments are losing students at steady rates. At the same time, the growing gig economy and diversifying student demographics are challenging all university departments to revise their course offerings and stay relevant. However, university bureaucracies and the tenure system are designed to resist change, at least at the speed with which our world is changing. The student body has shifted over the last decade from mostly white-collar whites to mostly blue-collar blacks, and my mostly white English department is struggling to reverse a gradual but constant loss of majors. My paper will evaluate the department's efforts thus far and explore new approaches.
Theme:Organizational Cultures
Room 3 - C440 Spanish Language Session
Room 4 - C100 Regulation and Governance
Transparency versus Privacy Rights : An Analysis of Public Organization Practices
Renata Tauil Martins Lanz, Student, Law School, Estacio de Sá University, Rio de Janeiro, Brazil
Dr. Luciano Quinto Lanz, Head of Department, Compliance and Fraud Prevention, BNDES, Rio de Janeiro, Brazil

Overview: Public organizations face important challenges regarding information access. The legal and regulatory environment is changing rapidly and constantly. However, the direction is not clear. There is an increased pressure for transparency, open data and information access. On the other hand, there is the right to privacy, the right to be forgotten, commercial and banking secrecies. This study analyzes how Brazilian public organizations are dealing with this situation. The methodology used is a multiple case study, based on secondary data available on organization websites, analysis of press releases, news and reports. The theoretical framework includes a comparison between the legal and regulatory environment in Brazil and other countries. The results showed that public organizations have different approaches and different degrees of transparency, based on their maturity, sector and pressures from the society. Using these results, we proposed a theoretical framework to perform the same analysis on other countries. Some opportunities for additional research include extending this study to non-governmental organizations, including private firms and civil society associations.
Theme:Change Management
Transparency and Practices for Ethical Decision: The Brazilian Development Bank Case
Dr. Luciano Quinto Lanz, Head of Department, Compliance and Fraud Prevention, BNDES, Rio de Janeiro, Brazil
Overview: The Brazilian Development Bank (BNDES) is facing a massive investigation of Brazilian government supervisory bodies and prosecutors focused on operations during the administration of the Workers' Party from 2003 to 2016. This article, a single case study, analyzes the improvements in the BNDES governance until 2018. The methodology used is based on a qualitative analysis of news, press releases, information available on the BNDES website, analysis of practices, internal documents and semi-structured interviews with bank employees. Other governance and transparency practices of the National Development Banks (NDBs) are used as a reference for this analysis, which uses the third-order reflection process. The theoretical framework includes silences and absences in organization stories and discourse, ethical reputation building in corrupt environments, bounded awareness and its implication for ethical decision making. The results showed that the BNDES established an adequate internal decision-making process, based on norms and collegiate decisions, with performance similar to the benchmark in transparency. However, the process used to establish and transform public policy into actions, guidelines, and priorities needs to be improved to avoid potential conflict of interest and suspicions of influence and favoring of private corporations. Internal analytical practices may also benefit from a review to incorporate best ethical decision-making practices.
Theme:Organizational Cultures
Multi-Level Analysis of the Effect of a Strategic Orientation on Performance and the Elements of Organizational Capability
Yosuke Kanno Kanno, Associate Professor, Faculty of Commerce, Chuo University, Tokyo, Japan
Satoshi Shibata,

Overview: The purpose of this study is to quantify the circumstances whereby a strategic orientation affects its performance. Prior research has shown how an organization’s orientation affects the firm’s financial performance and innovation. However, while we know that this effect varies with the circumstances, we do not know which factors affect each firm and by how much. Because the effect of a strategic orientation on its performance varies with the firm’s specific circumstances, this study will clarify the type of effect that a strategic orientation will have on its capabilities or environment due to such differences. In addition, to resolve this issue, we administered an online questionnaire survey to employees of manufacturing firms listed on the first section of the Tokyo Stock Exchange in Japan. We received responses from 2,226 employees at 391 companies, and our study used these as its sample in the quantitative analysis.
Theme:Change Management
Room 5 - C485 Innovation and Transformation
What Makes an Organization Innovatively Successful?
Scott Kerth, Assistant Professor, Organizational Leadership, Lewis University, Romeoville , IL, United States
Overview: This paper explores the cognitive process and cultural influences of innovation within organizations. Utilizing qualitative methods, the study investigates innovation in organizations deemed to be innovatively successful organizations. This research contributes to the field of knowledge management by adding descriptive empirical support to the extant literature and furthering an understanding of what makes an organization innovative from the perspectives of employees in innovatively successful organizations. The cognitive processes of the individuals and the corresponding organizational cultures offer insights into how these companies excel in the area of organizational innovation. The study uses phenomenology to investigate explanations of organizational innovation, leveraging qualitative data to help in understanding the specific area of inquiry. The unique aspect of this research is it’s grounding the findings in the world of practice by means of rich description and contextual focus.
Theme:Knowledge Management
The Maximizing Innovator: How Decision Making Styles Influence Innovation Behavior
Brandon Soltwisch, Associate Professor, Management, Unviersity of Northern Colorado, Greeley, United States
Overview: Innovation behavior is the tendency to apply new ideas and approaches in the workplace. It has been associated with individual and organizational effectiveness in a variety of settings (Woodman, Sawyer, & Griffin, 1993, Janssen & Huang, 2008). Van de Van (1986) has noted that individuals become less aware of the need for change as they acclimate to their work environments over time. A recent development in the organizational psychology literature has begun to measure individual differences in preferences toward information search when making decisions (Schwarz 2002). Individuals who maximize strive to make the best possible choice by considering all potential alternatives. These individuals spend more time and effort to gather information. They are more likely to seek advice from experts, family and friends, and have a desire to explore options beyond what is currently available. Satisficers, on the other hand, are less likely to spend additional time and effort to explore new possibilities, as they tend to settle for options that meet their minimum criteria. This study investigated how decision-making styles (maximizing or satisficing) influence employees’ innovation behavior and entrepreneurial tendencies in a sample of 205 working adults. The results suggest that maximizers are more innovative, utilize an open-minded thinking strategy, and are more inclined to pursue entrepreneurial activities within and outside their careers. These findings lay the groundwork for new research on innovation and change management. They also provide useful advice to practitioners on how to develop a more innovative workforce.
Theme:Change Management
Framework for Transformational Thinking
Dr. James MacGregor,
Dr. Bart Cunningham,

Overview: There seems to be general agreement that the people managing our public and private organizations are increasingly challenged by the rate of change and complexity of the problems they face. Managing change requires changing routines and potentially reinventing oneself as new needs cannot be served with older practices. Can we learn more about how we might more easily transform ourselves, our organizations and society to address the problems we face? The rate of change is underlined by expectations and predictions that future changes will occur at an exponential increase, like Alvin Toffler’s description of future shock in 1970. He offered a prognosis of a future of stress and disorientation of because of changes which are difficult to control are occurring in too short a time, and they will feel like a culture-shock of moving in an entirely different context. The literature on change generally points to many challenges and failures. Given this context, there are strong pressures for transformational change in response to global competition, downsizing, mergers, and acquisitions, the complexity of solving wicked problems, and the growth of new technologies are driving forces that point to the need to explore ways to improve our implementations. Recognizing this need, the purpose of this paper is to develop a framework describing transformational thinking and change which recognizes the possible connections between individual, organizational and societal transformations. Within this purpose, the paper highlights how the context affects how people respond at the individual, organizational, and societal levels.
Theme:Change Management
12:40-13:30 Lunch / Almuerzo
13:30-15:10 PARALLEL SESSIONS
Room 1 - C680 Managing Intangibles
A Company That Learns Together: Incorporating Continuing Education and Professional Development into the Organizational Design
Patrick Hill, Director, Navy Band Great Lakes, United States Navy, Kenosha, WI, United States
Overview: The purpose of this paper is to address the need for a progressive training program in organizations to provide employees with position-appropriate technical and ethical training that will increase innovation and loyalty. This conceptual paper examines technical and ethical training models for organizations; the organizational design approach for a progressive training program; and the need for communications and change management for its implementation. Organizations that invest in their employees’ professional development have higher degrees of success, longevity, and innovation. Implementing training into the organizational design creates efficiency and grows internal leaders who have both the technical expertise and moral character needed to lead at higher levels. By placing the responsibility of ongoing training on the Human Resources department, the individual managers and supervisors are free to focus on the primary operations of their departments. Free and open two-way communication with regards to changing the culture and practices creates a culture where all employees are valued for their beliefs, experience, and contributions. Recommend further studies on organizations that struggle with high turnover and employee dissatisfaction and see if poor training or lack of training is a factor. Organizations that do not currently have an ongoing and progressive training program can use the research, tools, and proposed structure of this paper to implement a program to increase the innovation and longevity of the organization and the loyalty and professional development of their employees.
Theme:Knowledge Management
Elimination of Creative Employee’s Knowledge Depreciation
Lina Girdauskiene, Associate Professor, School of Economics and Business, Kaunas University of Technology
Overview: Successful economic development and the competitiveness of the world nations mostly depend on capability of the manpower. Therefore organizations should be interested in improving the present human resources by constant knowledge and skills renewal. Despite of growing interest of scientist in creative employee and knowledge depreciation, the problem of creative employee’s knowledge depreciation is still being studied in a broad sense while lacking concentration in specific the issues of elimination of the depreciation. Thus the individual employee differences of various sectors would be recognized and the most suitable ways of elimination of creative employee’s knowledge depreciation would be found. Scientific problem is formulated as a question what ways of knowledge depreciation should be applied to various creative employees according to their type of learning and the stage of their career life cycle? Quantitative methodology was applied and findings show that knowledge depreciation is a dynamic process with various causes what are mutual for all creative employees without the differentiation by their style of learning. To eliminate knowledge depreciation while using various learning styles the most acceptable ways of each style must be applied. The ways of elimination of knowledge depreciation cannot be reasonably used by career life cycle in spite of some distinct connections with it. Based on the carried out research it can be stated that the ways of elimination differ depending on the learning style however some of the ways are universal for several learning types.
Theme:Knowledge Management
Leveraging Transactional and Relational Response Differences with Demographic and Psychographic Segmentation
Dr. Manfred F. Maute, Professor, School of Administrative Studies, York University, Toronto, Ontario, Canada
Overview: General/observable approaches to market segmentation are commonplace when more is known about the age, income and social class of customers than the motivations and needs that reside behind their purchasing behavior. Although less accessible, product-specific/unobservable approaches to segmentation based on values, attitudes and life styles are useful or segmenting customers distinguished more so by how they feel about and respond to particular brands/vendors than their demographic characteristics. Using data from a nationally representative consumer panel, demographic and psychographic segmentations of credit card customers are developed with agglomerative and k-means clustering and the effects of segmentation on transactional and relational response differences are examined with multivariate analysis of covariance. Novice customers segmented on household size, age of household head, income and consumer debt differed systematically in terms of overall and co-branded credit card purchases. Segmenting long-tenured customers on product-specific risk, money savviness, debt and deal-proneness values had a significant, but somewhat less powerful effect on relationship satisfaction and cross-buying. However, when household size and income were accounted for in the psychographic segmentation, the effect on relational response differences was magnified threefold. Implications for segmentation theory and practice are considered.
Theme:Knowledge Management
Organizational Designing: Organizing as a Human-centered Design Practice
Jan Auernhammer, Research Engineer & Director Human-centered Design Research, Center for Design Research, Stanford University, Stanford, United States
Overview: Organizational routines are both the micro foundation of Dynamic Capabilities as well as a mechanism of organizational evolution. Such routines are embedded in situational and organizational context. When not consciously and active organized these routines will operate on the default patterns of activities, the shared accepted way of working. Enabling routines towards innovation and organizational renewal requires consciously and actively designing and organizing both context and activities. Designing these situation and experiences have been practiced in human-centered design. This research developed and evaluated in two large companies in Germany and Japan a novel approach of organizing through human-centered design practices to enable agile and innovation within organizations towards organizational renewal. This paper presents both the approach and learnings from case research.
Theme:2019 Special Focus: The New Story of Organizing
Room 2 - C400 Performance and Productivity
Conscious Culture: Raising Consciousness within Organisations and Other Ecosystems as the Pathway for Outstanding Performance
Peter Leong, Director, Change Strategy Limited, Auckland, New Zealand
Mark Vandeneijnde, Founder, Being at Full Potential, Switzerland
Annelieke Verkerk, People and Capability, Being at Full Potential, Netherlands
Sujith Ravindran, Founder, Being at Full Potential, Italy

Overview: Culture is now acknowledged as a key strategic business driver. But there is a lack of systematic ways to address the deep experience and multiple dimensions of people and yet this is at the heart of impactful culture transformation initiatives. Higher impact culture transformation must acknowledge the whole (i.e. all three levels) of the "culture structure" (reference - Edgar Schein’s work). In this paper, we outline how the Human Potential (HP) assessment tool and methodology can be a conduit to address and access all levels of the culture structure, and particularly the “invisible” bottom (or deepest) level where the source of deep human values, action logics and maturity in consciousness lies. It is our contention that only by raising the individual and collective consciousness can we create that "space" where sustained breakthroughs in human performance and results can truly take place. Consciousness is (we say) is the new change lever for profound culture transformation. The HP assessment tool provides robust and compelling data and analytics on human dimensions that give culture change leaders and practitioners confidence and greater visibility to back up the impact of culture change. We then provide a six step “road map” or pathway that gives culture change leaders a practical way to make sense of how to tap into the deeper parts of culture that really matters for impactful culture change investments. Conscious culture transformation advances and elevates human performance beyond current limits of value creation to new levels towards the greater and higher good of all.
Theme:Organizational Cultures
Qualitative Synthesis of Indoctrination and Socialization within Occupational Cultures: Implications for an Organization’s Performance Improvement
Catherine Cole, Doctor of Philosophy, Human Capital Development, The University of Southern Mississippi
Overview: Existent research supports a link between occupational culture and member behavior, cognitions, perceptions, and performance. Research suggests occupational culture may have a greater influence on behavior and performance than organizational culture. Research further acknowledges the importance of socialization within occupational cultures. However, research is without substantive exploration of occupational culture indoctrination and socialization methods and occurrences. This paper discusses the preliminary results of a study aimed to integrate qualitative occupational culture research findings to explore and conceptualize member indoctrination and socialization within occupational cultures. Within the interpretive framework of pragmatism, the study applies qualitative metasummary and metasynthesis techniques to meet the following objectives: Describe occupational culture indoctrination methods; Describe occupational culture socialization methods; Explore the occurrences of member indoctrination and socialization into occupational cultures; and Explore the environment of member indoctrination and socialization within occupational cultures. The study’s practice contributions include performance improvement practitioners gaining a greater understanding of occupational culture influences on performance and the potential for proactive interventions in advance of or counter to occupational culture indoctrination and socialization. Furthermore, the study’s qualitative synthesis methodologies expand occupational culture to include practical applications of the results within evidence-based practice disciplines oriented towards organizational performance improvement.
Theme:Organizational Cultures
Developing a Vigilant Global Project Team: Striking the Balance between Focus and Periphery
Chiaki Yamada, Ph.D Candidate , Graduate School of Business Sciences, Tsukuba University, Tokyo, Japan
Overview: In multinational organizations, multicultural teams operating in globally dispersed virtual environment has become prevalent. Factors such as advanced Information and Communication Technologies (ICT), globalization of markets and global sourcing has led multinational corporations to adopt project management globally. With the potential size and complexity of a Global Project Team (GPT), it can be assumed that numerous interactions and communications take place among team members that require teamwork. When some form of teamwork takes place in a GPT, sharing of tacit or explicit knowledge occurs among team members, by interacting around a common goal. This teamwork is comprised of some shared cognition, which may lead to cognitive convergence. This cognitive convergence is indispensable for increased team performance and effective communication. Teamwork in global project environment has been studied in various literature, however, little attention seems to have been paid to the difference in the cognition mechanism of the team members in a GPT, even though the relationship between cognition and teamwork in general has been thoroughly investigated in the areas such as team cognition and mental model. Given the above situation, the presentation reviews the literature for conducting the above-titled research, consisting of three parts: a discussion on the definition of GPT, the six concepts that are associated with focus and periphery of cognition, and the research methods used in the major literature, to investigate how the difference of the cognition mechanism among team members can affect the performance of a GPT and provide guidance for better performance.
Theme:Knowledge Management
Expediency in Paperwork: Organizational Morality and the Promise of the Future
Syeda Asia , PhD Scholar, Department of Sociology, Delhi School of Economics, University of Delhi, Delhi, India
Overview: This paper explores the role of the paperwork in decision-making processes for organizational collaborations. It looks at business proposals, agreements, concept notes, and profiles as narratives that embark upon a promise of the future. Organizational morality is understood in the amalgamation of what is "eminently practical" and "exceptionally personal." The paperwork enables frames for rules of engagement between parties. It allows negotiators to weave narratives based on fragmented parts of their personal and organizational stories. This study attempts to unravel the processes that consultants use to mediate tensions, disagreements, conflicts, possibilities, and opportunities in generating paperwork. What goes missing? Are there details that are deliberately made discreet? How do we understand the promise of the future based on current practices, projections, and valuations? This study builds on insights from extensive fieldwork in education and healthcare organizations. It brings out key processes over engagement in paperwork in landmark deals. It explores how this engagement with paperwork enables different choices made during adversity, growth, successes, and failures within organizations. The research considers the importance and neglect of paperwork in decisions that reveal vision, approaches, values, and focus of organizational leaders. It questions the "reasonableness" of such decisions that rely upon a taken-for-granted grasp of the professional activity. It seeks to problematize the idea of "expediency" and lays out territories that represent personal narratives in organizational working.
Theme:Organizational Cultures
Room 3 - C440 Spanish Language Session
Room 4 - C100 Workshops
The Internet, Artifical Intelligence, Robotics, Innovation, and Globalization: The Nexus of Ethics and the Future
Dr. Noah Hart, Jr., Professor, Monmouth University
Overview: The purpose of this interactive workshop is to explore with participants the nexus of ethics and the future. Specifically: What should the role of ethics be in the following areas: the internet, artificial intelligence, robotics, innovation, globalization and other areas. The implications of this workshop permeate the common fibers of the global community; whether economic, educational, scientific, and countless other areas. Moreover, there will be implications for how life might be lived and work is done. To facilitate this interactive workshop, participants will be divided into small groups and tasked will examining an ethical dilemma. Each group will examine a specific ethical dilemma and report back to the entire workshop the following: Does the group agree that there is an ethical dilemma? Based on what framework was the group's decision made? If there is an ethical dilemma, what should the response be and how should the response be made? .At the end of the report back session, the presenter will reflect on the collective findings, and provide conceptual, theoretical, and practical perspectives.
Theme:Organizational Cultures
Room 5 - C485 Sense-making Narratives
Narrative as a Managerial Skill: Use of Storytelling as a Management Tool
Satish Kumar, Manager and Head, Dept of English, Management, MDN Global School, Kaithal, India
Overview: Storytelling or Narrative Paradigm Theory (NPT) is recognized as a cross-culturally accepted method of effective communication. It is an exchange of information that is value-laden and is shared along the organizational diversity continuum. Stories are memorable, easy to understand and establish a common platform. It has been recognized as an excellent business tool in many organization areas. It is considered a perfect alternate to face to face and time consuming social exchange because exchanges are inherent in a story itself. Stories bring quick processing and desired results. The Storytelling Model of Organizational Communication (STMOC) helps in developing a swift communication environment. It fosters a symbiotic understanding among all participants from a cognitive and affective standpoint leading to behavioural actions that benefit the organization. These benefits include improved understanding of the organizational culture, while increasing cohesiveness among team members and higher quality relationships among both internal and external members. By raising the overall quality and timeliness of information exchange in the organization, it can help lead to more effective and long-standing business relationships both within and between organizations. It becomes a significant pathway to garnering strategic competitive advantages in a global working environment. This paper intends to highlight the relevance of storytelling in day to day functioning of an organization.
Theme:2019 Special Focus: The New Story of Organizing
Mundane Change: Unfolding the Sensemaking of Changes as Everyday Activities of Organizational Life
Signe Bruskin,
Overview: "The only thing that is constant is change" is a common expression, both in the academic and business world. However, within a classical Weickian sensemaking perspective, change has most often been studied as an exceptional episode shaped by change agents as sense makers. This paper draws on literature from a Post Weickian sensemaking perspective to unfold sensemaking of mundane changes. The data applied is collected via a longitudinal study of a Nordic bank and by analyzing the stories of the organizational members the paper has two theoretically contributions. First, by exploring the role of disruption, interruption and influence in sensemaking processes of change the paper unfolds three empirically differences between a classical Weickian and a Post Weickian sensemaking perspective on change. Second, by exploring the relatively unknown field of sensemaking of mundane changes, the paper contributes with an extension of a Post Weickian sensemaking perspective on change.
Theme:2019 Special Focus: The New Story of Organizing
15:10-15:25 Coffee Break / Pausa para el café
15:25-17:05 PARALLEL SESSIONS
Room 1 - C680 Organization Life Cycles
The Organizational Life Cycle Scale: An Empirical Validation
Moyassar Al Taie, Assistant Professor, Department of Management, University of Sharjah, Sharjah, United Arab Emirates
Overview: Little attention has been given to verify and validate the Organizational Life Cycle measures. The purpose of this study is critically examine the psychometric properties of the Organizational Life Cycle (OLC) scale by Lester, Parnell, and Carraher using component-based structural equation modelling (PLS/SEM). Data obtained from a sample of 174 Australian CIOs from different sizes firms from different industries. Results show that the five stages OLC scale exhibit acceptable validity and reliability indices despite some minor weaknesses. Results also confirm the validity and the generalizability of this scale to measure and identify the OLC stages in different types of industries.
Theme:Change Management
Action Learning Past, Present, and Future
Dr. Robin Hurst, Assistant Professor and Coordinator, MEd in Adult Learning and PhD in Adult Learning, Teaching and Learning, Virginia Commonwealth Univerrsity
Overview: The story of action learning begins in the coalmines of Wales in the 1940’s when Reg Revans began exploring new ways of solving problems by involving the miners themselves rather than bringing in outside experts. Over the next 40 years, Revans practiced and wrote about action learning, bringing it to Europe, Asia and Australia. Jack Welch brought Action Learning to General Electric and the United States in the 1980’s. Action learning, however, was little known and practiced until several action learning books were published and conferences convened in the 1990’s. Through the efforts of organizations such as the International Federation of Action Learning and the World Institute for Action Learning, action learning quickly became the leadership development and problem solving methodology of thousands of corporations and government agencies around the world. Research on action learning continues to identify ever more powerful ways for action learning to be used in virtual, national and global settings. The session will explore the history of Action Learning, Action Learning in its present state, and provide predictions of Action Learning in the future. This session is significant because it identifies the main strengths, pitfalls and challenges of action learning to date and provides a future vision of its potential value/impact worldwide.
Theme:Management Education
The Facilitation of Organizational Change: A New Paradigm of Non-linear and Agile Transition Management
Navneet Bhandal, Senior Change Management Consultant, Information Technology, Paradigm Change Consulting
Overview: In today’s complex and turbulent business environment, organizational transformation has become synonymous with organizational existence. Rapid advances in technology, globalization, and evolving socio-cultural factors have challenged organizations to stay abreast of necessary changes at the same time eroding previous notions of linear evolution, stabilization of the business environment, and rationalistic approaches to change as "managed." In short, transformational processes in an organization need to be inherently complex and dynamic, representing a paradigm shift from managing change to facilitating and supporting transitions . This paper will examine the connotations of the term "change management" and challenge that concept’s efficacy in the current environment, theorize a new role for change consultants as transition facilitators in a non-linear, ongoing process of organizational transformation. In addition, five key enables to effective change management will be reviewed to support this paradigm which include: Benefits Realization & Return on Expectations; Outcomes Measurement & Adoption; Holistic Communications; Transformational Storytelling; and, Change Networks.
Theme:Change Management
The Effects of Responsive and Proactive Market Orientation on New Product Success
Tugce Ezgi Soyaltin, Research Assistant, Business Administration, Marketing, Istanbul Kultur University Faculty of Economics and Administrative Sciences, İstanbul, Turkey
Alper Ozer, Professor, Ankara University, Turkey
Sezer Korkmaz, Professor, Gazi University Faculty Of Economics And Administrative Sciences, Turkey

Overview: This study seeks to draw the importance of the process of producing new product in firms of universities’ technoparks. Additionally, the purpose of this empirical study is to show that proactive and responsive market orientation have a significant effects on new product success. The paper designed a mail-survey that was sent to marketing managers, sales managers and general managers of small, medium and large scale enterprises in universities’ technoparks, which resulted in 207 usable surveys. Data were analysed using simple and multiple regression analysis. The results show that proactive and responsive market orientation have a positive effect on innovation orientation; the most important finding is that the responsive market orientation is higher than proactive market orientation. Secondly, innovation orientation is another result that has a strong influence on new product success. Finally, when the mediation effect of innovation orientation has been examined on the relationship between proactive and responsive market orientation and new product success, the consequence is that proactive and responsive market orientation has partly mediated effect to new product success. However, the effect of responsive market orientation has been observed as higher than proactive market orientation.
Theme:2019 Special Focus: The New Story of Organizing
Room 2 - C400 The Roles of Leadership
Military Leadership Development and its Role in Natural Disaster Management: A Case Study of the 2016 Earthquake in Ecuador
Sandra Dennis, Consultant, Ministry of Social Development and Poverty Reduction and Ministry of Children and Family Development, BC Provincial Government, Victoria, British Columbia, Canada
Overview: The social and economic devastation from natural disasters takes an enormous toll and the resources to rebuild can take decades and consume much of the aid directed to these countries. The humanitarian principles of humanity, impartiality, neutrality and independence are discussed in light of military intervention in the face of natural disasters. On April 16, 2016, the west coast of Ecuador suffered a major earthquake. A case study of events and the actions of the country’s military are documented in a firsthand account. Recommendations are made for military actions for future events which could also be extrapolated to other countries. The need for contingency plans to be formulated and consistent policy making to be in place in anticipation of natural disasters is advanced. Leadership development is shown to be crucial in emergency situations, along with strong project management skills..
Theme:Knowledge Management
Heterogeneity in the Transition and Challenges of First-time Managers
Xavier Mundet,
Renate Osterchrist, Professor , Hochschule München, Germany

Overview: Among studies of the transition of employees into a first-manager role a pervasive assumption is that the starting point for the transition is similar. It is of high importance to understand if and how the heterogeneity of starting points that new managers face is associated with different challenges they confront. We rely on over 70 hours of interviews with 45 managers of multinational companies in the time that immediately followed their transition into managers. We study what characterized their starting points and what challenges they were confronted with. Our preliminary findings show key differences in the challenges they face that are associated with the starting point the new manager has. We explore implications on what companies can do to support a successful transition.
Theme:Management Education
Know Where You Stand Before You Do Anything: Staff Self-Assessment for Successful Public and Nonprofit Programs
Aziza Zemrani, Assoc. Professor, University of Texas Rio Grande Valley, United States
Cynthia Lynch, Associate Professor, Master on Public Administration, Hawaii Pacific University, Honolulu, HI, United States

Overview: Diversity is more than just ethnicity and gender, and cultural competency is more than just being able to say hello in another language. Diversity and cultural competency are also about how we think and our attitudes towards others. Understanding our attitudes about and towards others is particularly important for public sector and nonprofit programs. Intervention programs designed to serve the public are doomed to fail if the program designers fail to culturally identify with the population they are serving. Equally, program evaluators are likely to miss the failures of the program to meet the needs of the population it is intended to serve, if they are also culturally insensitive. Massive, nation-wide diversity training initiatives such as the one Starbucks embarked on in 2018 are necessary but not sufficient to make a significant difference in consciousness raising to foment lasting organizational change. One-size-fits all diversity training initiatives, without prior knowledge of where each trainee fits on the culturally competent spectrum, ends up being understood by many participants as a lecture on “political correctness” rather than a deep learning experience, and results in a collective data dump as they cross the threshold of the training room at the end of the session. This paper uses a case study of a Hawaiian nonprofit organization’s failure to understand and culturally identify with the population they were charged with serving to illustrate the fundamental need to do employee cultural awareness self-assessments prior to program implementation and evaluation.
Theme:Organizational Cultures
Room 3 - C440 Spanish Language Session
Room 4 - C100 Challenging Transitions
Intensifying Awareness and Adaptation to Internationalizing and Acculturation of Cross-cultural Encounters from School to Work
Liton Furukawa, Ph.D. Researcher, Interdisciplinary Studies, Royal Roads University, Victoria, Canada
Overview: With the growing population of international students changing the demographics in Canada, and the dramatic increase of internationalization in the academy as a part of the Canadian present and future, the federal government offers a new category which is the Canadian Experience Class of immigration to assist a certain number of graduates. The transition from school to work is crucial for the international students who wish to apply as a skilled work under the Canadian Experience Class. However, research and projects focusing on school-to-work programs emphasizing cross-cultural adaptation are lacking. Therefore, this paper summarizes and extends prior research by anthropologists, business consultants, and educators, investigating the effects on foreign individuals interacting with others during the learning curve and in working contexts within the period of transition from school to workplace. This research concerns not only the “toward land”, but also the “on land” international student; it aims to investigate the main causes of international students’ difficulties in cross-cultural adaptation during school-to-work transitions in Canadian contexts. The initial stage of cross-cultural transition involves international students relocating to a new environment; second, their education does not entirely prepare them when they complete a degree in Canada and are then employed at a Canadian workplace. Thus, this 2nd level of cross-cultural adaptation from school to work needs to be explored and studied. Presenting diverse conceptualizations of research and social construction theory lays the groundwork for the subsequent articulation of this interdisciplinary research project.
Theme:Organizational Cultures
Room 5 - C485 Human Resource Development
The “Human” Role in Matching Platforms
Rikiya Tsuchihashi Tsuchihashi, Associate Professor, Department of Business Management , Aichi Gakuin University, United States
Kazuyuki Kozawa, Professor, Aichi Gakuin University, Japan

Overview: Matching platforms such as Airbnb and Uber have become widely accepted in modern society. The role of matching platforms is to reduce transaction costs for users, implying that platforms that most effectively reduce transaction costs can gain a competitive advantage. To reduce costs, platforms invest in technology such as recommendation systems, reviews and ratings, and search tools. Although prior research has stressed the importance of reducing transaction costs, how to achieve this reduction has not been fully examined. Moreover, existing research does not account for the surge of artificial intelligence and the human role. From a qualitative case study on the Japanese logistics industry, we reveal the advantage of direct human intervention in matching platforms. In the early 2000s, due to the advancement of information technology, more than 40 Vehicle-Cargo matching platforms emerged in the Japanese logistics industry. These platforms match “return truck” and cargos. Although most platforms utilizing a “Bulletin Board” interface to match return truck and cargos have failed, platforms with a “visible hand” have succeeded, reflecting the strength of direct employee involvement in the search, negotiation, and coordination process. We find three factors behind the strength of the “visible hands” strategy compared to the “invisible hands” strategy: acceptance of ambiguities, reduction of complexities, and, reliability. For early-stage enterprises, we find that a “visible hands” strategy may reduce transaction costs. This proposal contributes to platform strategy by shedding light on new sources of competitive advantage.
Theme:Change Management
Cultural Leadership and the Role of Women in the Museum and Cultural Sector in Qatar: Female Decision-making and Leadership in Cultural Heritage
Catharina Hendrick, Lecturer - Museum Studies , UCL Qatar, UCL Qatar, Doha, Qatar
Overview: The topic of cultural leadership and the role women play in the museum and cultural sector, in Qatar and the region, is gaining importance and awareness, but, the role women play in shaping the development of museums is, in general, neglected in museum literature. The aim of my research project at UCL Qatar is to investigate the significant role women play in the museum and cultural sector in Qatar (such as in the governing bodies of Qatar Museums (QM) and Qatar Foundation (QF)). Thus, the leadership role women (both Qatari and non Qatari) play in the development of the museum and cultural sector in Qatar will be investigated. This paper will outline preliminary research findings from fieldwork to consider the ways women lead in cultural heritage institutions in Qatar, if there are different ways of working and in what ways do women play an active role in shaping and developing the museum and cultural sector in Qatar?
Theme:Organizational Cultures
Discovering Potentials and Capacities: A Case of an Academic Library in the Northern Philippines
Prof. Louise Ian Aquino, Head Librarian, Metro-Dagupan Colleges Library, Metro-Dagupan Colleges, Mangaldan, Pangasinan, Philippines
Overview: The shortage of Professional Librarians in the Philippines has resulted in hiring employees with little to no background or experience in librarianship to serve in libraries in many institutions. This practice can cause difficulties for the librarian concerning staff management and the delivery of library services. However, it can be argued that having untrained staff is better than having no staff at all. Discovering the staff's potential is sometimes not easy but can be of great value to library management. The librarian in an Academic Library in Northern Philippines investigated its personnel's capacity by assigning them to handle the Current Awareness Service (CAS) of the library with very little assistance from the Librarian. This paper reports the work of the staff in the CAS of the library and its impact on the student community, as well as the values learned and problems encountered by the personnel in performing the task.
Theme:Management Education
Flexible Work Arrangements and Workplace Well-being in Department of National Defence Public Servants in Canada: Deconstructing Perceived Availability and Actual Use
Natalie Mercer, Defence Scientist, DGMPRA, Department of National Defence, Ottawa, Canada
Mathieu Saindon, DGMPRA, Canada
David Scholtz, DGMPRA, Canada

Overview: Flexible work arrangements (FWA) are increasingly widespread and have been recommended in various workplaces for more than a decade. Recent literature has highlighted the importance of deconstructing workplace flexibility into employee perceptions of the availability of FWA and the self-reported use of FWA as they can be associated with different aspects of well-being (e.g., Allen, Johnson, Kiburz & Shockely, 2013; Bal & De Lange, 2015). The current study examines the relationships between FWA availability and use (i.e., variable hours, compressed workweek, telework, reduced hours, and job sharing) and various facets of self-reported well-being using data from the Defence Workplace Well-being Survey (DWWS). The DWWS is based on an instrument that aligns with Canada’s national standard for psychological health and safety in the workplace (Ivey, Blanc, Michaud, & Dobreva-Martinova, 2018). It includes measures related to job resources and job demands as well as outcome measures that assess psychological health. Results from 4708 Canadian Department of National Defence public servants will be presented including the extent of perceived availability and use of FWA in relation to job resources (e.g., autonomy, organizational support), job demands (e.g., work-life conflict, psychological stress) as well as work outcomes (e.g., morale, engagement, burnout). Results will examine differences between specific types of FWA (e.g., flextime, flexplace, or reduced hours) and aspects of workplace well-being. Finally, FWA availability and use will be examined in more detail including potential moderators of relationships to better understand FWA and workplace well-being. Implications of deconstructed FWA in large, public organizations will be discussed.
Theme:Organizational Cultures

Feb 22, 2019
08:30-09:00 Conference Registration Desk Open / Mesa de inscripción abierta
09:00-09:15 Conference Update / Noticias del congreso—Dr. Phillip Kalantzis-Cope, Chief Social Scientist, Common Ground Research Networks, Champaign, IL, United States
09:15-09:50 Plenary Session / Sesión plenaria—Dr. John Burk, Human Resources Manager, Intel Corporation, Chandler, AZ, United States

"The Only Constant is Change: Developing a Compelling Story to Enable Organizational Transformation"

John E. Burk received his PhD from Southern Illinois University in 1996. He is a Human Resources Manager at Intel Corporation focused on aligning talent, teams, leaders, and organizations to execute business strategies within high growth organizations. He leads organizational design, development, and change management initiatives for the businesses he supports. Previously, John served in senior executive roles in government and as an educational technology consultant in secondary and higher education in addition to being a faculty member of Arizona State University. He is a frequent presenter at conferences and has several publications in journals and handbooks.
09:50-10:20 Garden Conversation / Charlas de jardín

Garden Conversations are informal, unstructured sessions that allow delegates a chance to meet plenary speakers and talk with them at length about the issues arising from their presentation. When the venue and weather allow, we try to arrange for a circle of chairs to be placed outdoors.

Las charlas de jardín son sesiones informales no estructuradas que permiten reunirse con ponentes plenarios y conversar tranquilamente sobre temas derivados de su ponencia. Cuando el lugar y el clima lo permiten, se realizan en el exterior.
10:20-10:25 Transition Break / Pausa
10:25-12:05 PARALLEL SESSIONS
Room 1 - C680 Systems and Process
Implementation of Lean in Healthcare: Problems and Solutions
Dr. Christian Gadolin, Assistant Professor, School of Business, University of Skövde
Overview: Lean has become one of the most widespread manifestations of Quality improvement in healthcare, however, both its suitability in healthcare settings and ability to achieve increased efficiency and quality has been questioned due to the fact that system-wide implementation has been proven difficult. Policy makers and legislators play a pivotal role in enabling healthcare organizations to enact more precise strategies and achieve harmonizing adaptions of guidelines and frameworks in order to avoid superficial implementation and concomitant ill-advised local adaptations. Through a qualitative content analysis of Swedish counties’ annual reports, this papers highlights that policy makers and legislator ought to communicate a more precise ideal of what they perceive is included in the concept of Lean; a more nuanced approach towards why Lean ought to be implement that incorporates a broader span of reasons distinct from financial dilemmas; as well as more developed and broader span of concrete activates that may facilitate Lean implementations. In addition, policy makers and legislator should direct more attention towards the potential conflicts that may arise during Lean implementations due to the institutional complexity found in healthcare organizations, as well as guiding and steering efforts regarding how such conflicts could be balanced and constructively handled.
Theme:Change Management
Finding Process Thought in the Systems Model: System within Process
Thomas D. Lynch, Professor Emeritus, International Academy for Interfaith Studies
Cynthia Lynch, Associate Professor, Master on Public Administration, Hawaii Pacific University, Honolulu, HI, United States

Overview: This paper explores the parsimoniousness of the Systems Theory logic model using Process Thought to apply it to three management activities, Budgeting, Building Harmonious Organizational Environments, and Transparency. This model, developed by Thomas D. Lynch in Public Budgeting in America (1995), presents a logic sequence with data feedback loops that can monitor and quantify the effectiveness of an intervention or administrative function. This model is particularly adaptable to complex abstract issues.
Theme:Change Management
A Systematic Review Study of Career Plateau
Sean Darling, University of Victoria, Victoria, Canada
Overview: The overall goal of this systematic review is to synthesis the empirical basis of the career plateau research. This systematic review process has three secondary goals: to present a state-of-the-art of the existing empirical research on career plateau; to provide new insights, analysis and interpretations through secondary analysis of the published data and findings; and to suggest a series of actions that, based on the systematization of empirical findings, help increase the effectiveness of individual and organizational attempts to prevent or mitigate the negative impacts of career plateau. Following a description of the methodology used to conduct the systematic review, key findings from the exploration of research methods and development of a map of empirical studies on career plateau is presented. The study provides greater clarity and new insights related to career plateau.
Theme:Organizational Cultures
Data-driven Management: Digital Technologies as Enablers of the Art and the Practice of Management
Dr. Marcelo Machado, Department Chair, School of Business / Entrepreneurial Leadership, Kwantlen Polytechnic University
Overview: Based on decades of research, Henry Mintzberg (2009) proposed management to be a combination of science (i.e., focus on analysis), art (i.e., vision and conceptualization) and craft (i.e., the practice of management). Today’s business environment is extremely complex and dynamic. In search of efficiency and effectiveness, the digitalization of business models, processes, products, services and customers generate massive amounts of data. Moreover, new digital technologies have evolved to better process and make sense and generate intelligence from data. Over the years, digital technologies have evolved from reporting what happened (descriptive technologies) to recommending and implementing actions (prescriptive technologies). This paper updates Mintzberg view of management, by proposing digital technologies greatly reduce (sometimes automate) the need for the analytical side of management. Hence, management can better focus its energy on the more strategic, visionary and conceptual aspects of the practice (management). In terms of organization, a pertinent literature review is completed. Then, a “new” management framework is proposed and discussed. Furthermore, the validity of the framework, based a survey of managers is assessed. Lastly, a reflection about preliminary findings and opportunities for future research is also provided.
Theme:2019 Special Focus: The New Story of Organizing
Room 2 - C400 The Greater Good
Sifting through Organizational Noise to Serve the Greater Public Good
Prof. JoAnn Barbour, Gonzaga University, Spokane WA
Overview: A team of organizational leadership researchers recently conducted a work culture audit focused on understanding the organizational work culture of a local police department within a national environment of turbulence. My purpose is to present lessons learned about the complex process of building a collaborative research culture while exploring the work culture of this public agency. From this environment, findings will be discussed through the lenses of collaboration, contradictions, and challenges, and the metaphor of “noise.” When nature poet William Cowper (1817) once intoned, “A life all turbulence and noise may seem to him that leads it wise and to be praised, but wisdom is a pearl with most success sought in still waters,” (p.74), he was not speaking of 21st century organizations in which working in and understanding noise is important. Organizationally, noise can be variously a “loud, confused, or senseless shouting or outcry … a sound … noticeably unpleasant … or interferes with one’s hearing of something … unwanted signal or a disturbance … irrelevant or meaningless data or output occurring along with desired information; … common talk; something that attracts attention; [or] … something spoken or uttered” (https://www.merriam-webster.com/dictionary/noise, 2017). In a turbulent environment, “a state of confusion, violence, or disorder” (https://www.merriam-webster.com/dictionary/turbulence, 2017) often characterized by unpredictability and/or uncontrolled change, a public agency has to evolve externally and internally: counter-intuitively must move toward the danger from outside forces (local community, technology, business, government, and professional challenges); and internally must develop a coherent, focused strategy (Fullan, 2000; Rumelt, 2011).
Theme:Organizational Cultures
Organizational Culture in a Small, Non-Profit Organization in Transition: The Organizational Culture Assessment Instrument in Use at Tahquitz Pines Conference Center
Michael Jewell, Conference Center Director, Tahquitz Pines Conference Center, California Baptist University, Marion, IN, United States
Overview: Through the development of the Organizational Culture Assessment Instrument (OCAI), Cameron and Quinn (2011) presented a method to assess the current climate within an organization and where the members of the organization believe the organization needs to be. This paper sought to provide an overview of Tahquitz Pines Conference Center, assess the culture using the OCAI, provide an overview of the results, analyze the meaning of the results, develop an organizational profile, and provide some suggestions on what Tahquitz Pines can do to bring its culture in-line in line with where the staff believe it needs to be. It was found that the culture leaned towards a clan-based culture with strong hierarchical leanings. Suggestions included acknowledging the apparent discrepancies between the two culture types, becoming more market-oriented, and the empowerment of employees.
Theme:Organizational Cultures
The Partnering Function in Organizations
Lisa Burley, Senior Partnership Officer, Program and Partnership Branch, International Development Research Centre, Ottawa, Ontario, Canada
Overview: There is much written across academic and practitioner literatures concerning the organizational challenge to adapt to an ever changing external environment. The same can be said for alliance building which is supported by a plethora of frameworks from practitioner contributions, and benefits from almost two decades of pro-partnership discourse, now fully embedded in the sustainable development goals. Only limited attention however has been given to the actual partnering function within organizations. The partnership function and its effectiveness can be seen as a fulcrum that balances on the one hand the efforts of the organization to sustain relevance within the external environment and on the other, internal organizational roles of specific individuals and task groups as well as policy, processes and sometimes simple precedence of how-did-that-work-the-last-time. This presentation will identify and discuss the challenges of the partnering function across levels as it relates to organizational strategy, climate and culture.
Theme:Organizational Cultures
Corporate Activism : A New Era of Corporate Social Responsibility
Carol Madere, Associate Professor, Southeastern Louisiana University
Overview: From opposing bathroom bills to cutting ties with the National Rifle Association, corporations are responding to pressure from customers, employees and shareholders and wielding a big stick in public policy areas. This paper examines the evolution of corporate social responsibility, focusing on the changing cultures of two companies from different sectors to answer these questions: What drove the changes? How are they being received? What are the risks?
Theme:Organizational Cultures
Room 3 - C440 Spanish Language Session
Room 4 - C100 Innovation Showcase
Two Ideas Combined a Different Way: A Practical Way to Use Behavioural Assessments during Change
Dave Soock, Partner, you-curve Inc.
Overview: Change is a process people and organizations experience and is often described as several stages(Elizabeth Kubler-Ross -1969, William Bridges - 1991, Jeff Hiatt - 2003). People are motivated differently depending on their behavioural motivators or "personal style" (Carl Jung - 1921, Isabel Briggs & Peter B. Myers - 1980, Lahnee Pavlovich - 2016) . Meeting the needs of individuals during a change depends on both the stage of the change they are experiencing and their personal behavioural profile. Combining these two aspects of stage and style can be represented in a simple visual manner to measure the "people progress" of change. This provides a monitoring mechanism to shape change strategies and tactics through the course of a change initiative. Using this methodology and measurement technique is an effective way to reduce personal and organizational disruption and reduce time to adoption.
Theme:Change Management
Room 5 - C485 Structure: Implications and Outcomes
Psychological Power : The Fifth Dimension of Power
Humaira Mujib,
Overview: Power is generally considered top-down and usually seen as coercive, manipulative and systemic. Coercive power is patronizing, where all the resources and decisions lie with the leaders, as seen between parents and children. Manipulating power brings to center the structural inequalities whereby the leaders bring only safe agendas to the table to politically manipulate their own interests. Systemic power is dominating whereby the leaders shape the thoughts of the subjects. All these three dimensions of power reside in the identity of a leader. However, Foucault argues that identity power is ubiquitous lying with both the leader and the follower. Foucauldian take of power is normative used to discipline human beings to live according to the societal expectations. People follow the societal expectations blindly but challenge it when inequality results in their sufferings: physical and emotional. In this way Foucault sees power as a disciplining and resisting force. Foucauldian normative (fourth dimensional) power envelops all the other three dimensions but is underdeveloped (Clegg, et al., 2006). The present research argues that Foucault’s power is underdeveloped in its psychological understanding; for example, a king due to his psychological power of being a king can exercise coercive, manipulative and systemic power. Similarly, human beings sufferings make them resist power initially at a psychological level and then at a physical level by using all the three dimensions. I call psychological power, the fifth dimension of power to understand its implications for organizations as seen in a power struggle between the management and employees.
Theme:Change Management
Supervisor-Subordinate Conflict Negotiation: Examining the Core Concerns in Light of Communication Accommodation and Gender Roles
​Piyawan Charoensap-Kelly, The University of Alabama in Huntsville and University of Southern Mississippi, United States
Overview: Guided by the core concerns framework, communication accommodation theory, and gender role research, this quasi-experimental study examines the interplay of core concerns accommodative-ness, gender roles, perceived goodwill, emotion, and intended negotiation behavior in supervisor-subordinate conflict negotiation. A core concerns message is defined as a message that addresses one or more of the five core concerns (i.e., basic social and psychological needs including appreciation, affiliation, autonomy, status, and role) that often underlie a conflict. Specifically, the study explores employees’ positive emotion and intended negotiation behavior when their male versus female managers delivered a core concerns message to them under-accommodatingly, accommodatingly, and over-accommodatingly. The research also examines how employees’ perceptions of the managers’ goodwill might mediate the effects of the core concerns accommodative-ness and its outcomes. Results showed that core concerns accommodative-ness has a positive linear relationship with integrative intention (i.e., the tendency to seek win-win solutions) and positive emotion, and a U-shaped curvilinear relationship with distributive intention (i.e., the tendency to seek win-lose solutions). Also, goodwill mediates the linear relationship between accommodative-ness and positive emotion. Male managers’ accommodative-ness has no direct relationship with integration but an indirect relationship through goodwill. However, for male managers, accommodative-ness has a Bell-shaped curvilinear relationship with integration and U-shaped curvilinear relationship with distribution. For female managers, accommodative-ness has direct relationship with emotion and integration regardless of perceived goodwill. Female managers’ accommodative-ness also has a U-shaped curvilinear relationship (approaching significant) with distribution but not as strong as in male managers. Practical and theoretical implications will be discussed.
Theme:Management Education
Room 6 - C215 Spanish Language Session
12:05-12:55 Lunch and CG Scholar Information Session / Almuerzo y sesión informativa de CG Scholar
12:55-13:40 PARALLEL SESSIONS
Room 1 - C680 Posters and Virtual Posters
Portfolio of Incentives: Effect Assessment on Productivity
Jessica Rubiano Rubiano, Universidad Nacional de Colombia
Carlos Eduardo Alonso Malaver, Professor, Department of Statistics, Universidad Nacional de Colombia, Bogotá, Colombia
Samuel Nucamendi Guillén, Research Professor, Academia de Operaciones, Universidad Panamericana, Campus Guadalajara, Zapopan, Mexico

Overview: Currently, organizations have incentive policies to motivate their employees, however, the incentive portfolio has been used closely in most Colombian companies, since its implementation is focused on purely economic aspects. According to Soto and Jaime (2005), 95.3% use only monetary incentive plans with their employees. Organizations start from the concept that money is what motivates a worker the most. However, in the long term the use of this stimulus becomes a problem for the organization if it is not accompanied by other stimuli that are not directed to the economic aspect, and that cause the same impact on employee satisfaction (Soto and Jaime , 2005). The construction of motivational profiles allows the management of incentive policies in a more effective way, since the preferences of the workers are directed towards the improvement of the level of individual performance. This allows to improve not only the productivity of the organization but also has a positive effect on the worker.
Theme:Change Management
Supply Chain Flexibility: A Literature Review
Dra. Araceli María Rojo Gallego Burín, Profesor Sustituto Interino, Departamento de Economía Aplicada, Universidad de Granada, Profesor Sustituto Interino, Departamento de Economía Aplicada, Universidad de Granada, Granada, Spain
Dra. Marina Rojo Gallego Burín, Personal Técnico de Apoyo a la Investigación, Instituto Interuniversitario de Criminología, Universidad de Granada, Personal Técnico de Apoyo a la Investigación, Instituto Interuniversitario de Criminología, Universidad de Granada, Granada, Spain

Overview: The aim of this paper is to analyze the understanding of supply chain flexibility (SCF) definitions and dimensions present on the literature. The proposed research method is based on the systematic literature review and on the obtaining and analyzing the data from the SCF, supply chain management, flexibility and existing literature. This raises the following questions: How is the SCF definition understood among the existing literature? How many SCF definitions are and how are distributed along time? What elements or characteristics are present on each definition? What are the SCF dimensions in the current literature? What units of analysis are used in the dimension analysis? What research methods are used to get those dimensions? How is the influence of characteristics like unit of analysis / research method in the SCF dimensions proposed by each article? Finally, the main conclusions obtained during the course of paper are discussed, as well as the main drawbacks encountered and the future research lines which arise from this research
Theme:Knowledge Management
Employees’ Perception of Fairness in Relation to Managerial Skills of Their Supervisors in the Workplace
Ana L. Gonzalez, Student, Albizu University, Miami, Miami, Florida, United States
Dr. Toni DiDona DiDona, Albiza University, Miami
Wendyned Centeno Soto Centeno Soto, Student, Albiza University, Miami
Reinier Ramirez Ramirez, Admissions Representative, West Coast University
Paul Marrero Marrero, Masters Student, Industrial and Organizational Psychology, Albiza University, Miami

Overview: The role of fairness perception and its links with managerial practices are included among the most frequently researched topics in industrial-organizational psychology, human resource management, and organizational behavior over the last decade. The purpose of this study is to explore the relationship between employees’ perception of fairness and managerial skills of their supervisors. Results of this study found a moderate positive correlation between variables. Findings confirmed that the managerial skills of supervisors and their family supportive behaviors have an impact on employees’ perception of fairness.
Theme:Knowledge Management
Employee Education and Perception of Innovation Barriers
Nuttapon Punpugdee, Instructor, Operations Management, Kasetsart University
Overview: Business firms must innovate to create and sustain competitive advantage. While a number of studies on various aspects of corporate innovation in an emerging market economy like Thailand has recently risen, many questions in the research area of innovation barriers in some industry contexts remain unanswered. The food and beverage industry in Thailand has experienced a tremendous growth in recent decades. The companies in the industry can maintain a high growth rate by continuously adding innovative products to their portfolios. Nonetheless employees play an important role in this value creation activity. Their perception of innovation barriers in the company impacts their willingness to take an active part in corporate innovation. As part of a research stream on employee perception of innovation barriers in the Thai food and beverage industry, this paper aims to investigate the relationship between employee education and perception of barriers to innovation. The results of this study showed that perception of innovation barriers were varied from one employee to another because of employee educational status. Bachelor’s degree holders suggested that fear of failure was largest innovation barriers while master’s degree holders named lack of innovation training as strongest barriers to innovation.
Theme:Knowledge Management
Creating a Culture of Professional Engagement: Meeting a Strategic Priority
Eileen Theodore Shusta, Director of Planning, Assessment & Organizational Effectiveness, University Libraries, Ohio University, Athens, Ohio (OH), United States
Scott Seaman, Dean of University Libraries, Ohio University, United States

Overview: The Libraries completed strategic planning in 2012, using an approach similar to the Balanced Scorecard. One strategic priority was to "Promote a culture of professional development among all staff." One initiative was to create an internal mechanism for professional engagement and career ladders. The presentation will focus on a multi-factored assessment of the impact on the professional library staff from the changes implemented, and if that resulted in a change in culture.
Theme:Organizational Cultures
Small Community Entrepreneurail Linkages to Regional Markets and Manufacturing: Employing Institutional Organizational Theory
Nancy Miller Miller, Professor, Design and Merchandising, Colorado State University
Overview: Employing institution organization theory, we empirically study geographic communities in their support of new apparel manufacturing ventures. This research elaborates the local culture and rationalized beliefs that constitute embedded agency and potential linkages to broader market organizations, either of which may hinder or advance the ongoing process of legitimacy in the emerging businesses. The concept of locality is examined for affecting entrepreneurial capacity within the localized community as well as within regional manufacturing systems. The context of the study involves apparel manufacturing startups as organizations in two geographically distant rural Colorado communities with populations less than 20,000. Rural communities are said to seek ideas for new industry and programs aimed at enhancing business growth, entrepreneurship, technology integration, and long-range sustainability. The low overhead and lower cost of living in rural communities allow a business model with competitive pricing for apparel manufacturing. However, rural communities are likely to hold norms that necessitate conformance if the organization is to receive support and achieve legitimacy. Legitimacy may influence the organization’s strategic choices. There are also constraints that accompany the small community in terms of individuals who are interested or capable of working in manufacturing. This was evidenced by a rural Colorado apparel entrepreneur who found local and industry capacity were conversely related. She stated, “We were completely surprised by the demand for our services. And simultaneously, completing surprised by the lack of workforce.” Using a mixed method approach, we draw together insights from community members and apparel manufacturers, both locally and regionally connected.
Theme:Organizational Cultures
Learning a Second Language with Time Paired Practice: Building Confidence and Character in Classrooms around the World
Samuel Rose, Asst. Professor, Faculty of Letters, Rissho University, Shinagawa, Tokyo, Japan
Overview: In 2020, Tokyo will host the XXXII Olympic Summer Games. Prime Minister Abe, as well as numerous other political leaders, have been calling for vast improvements in the development of practical English skills. These leaders would like to see individuals enhance their actual English communication/speaking abilities in order to meet the challenges of an ever-increasing globalized world. Unfortunately, many of the traditional teaching methods used in Japan do not seem to be having the desired effect. Politicians like Toshiaki Endo, the leader of the Liberal Democratic Party’s system revitalization headquarters, are still making claims like, “We all know that the (current) six years of English education did not help us speak English.” Additionally, despite the incredible amount of resources spent on the development of second language acquisition skills, there is still a definite gap between what theoretically works in Japanese classrooms and what actually works. For fifteen years, Time Paired Practice (TPP) has been successfully used in various universities in the Greater Tokyo Area. The teaching method is simple yet effective, and it has proven to raise confidence and motivation levels in Japanese classrooms. This TPP poster presentation will introduce an oral communication teaching style that focusses on building and individual’s confidence while improving his/her second language abilities. It is the presenter’s hope that the information will provide viewers with some new and innovative techniques that can be used in various teaching environments around the world.
Theme:Management Education
Room 2 - C400 Focused Discussions
Neurodiversity in Higher Education: Building a Culture of Innovation, Creativity, and Persistence
Jimmie Smith, Director of the Learning Effectiveness Program, University of Denver, Denver, Colorado, United States
Overview: Institutions of higher education are organizations in constant change in order to meet the neurodiverse needs of adult learner. Neurodiversity was first developed as a term referring to a social and clinical movement to explain that the world is made up of individuals with a wide range of skills, perspectives, and abilities. This movement took on a social justice stance by working to create and develop better support for the diverse needs of individual people and at the same time create a better understanding and acceptance of differences and strengths. The neurodiverse approach is to adapt the environment to meet the needs of individuals rather than forcing individuals to adapt to an unsupportive environment. In so doing, the higher educational institutions are evolving more in to organizations of change and knowledge management, and are developing a culture of innovation.
Theme:Management Education
Image in the Arena of Presentation and Public Speaking: The Importance of Appearance as well as Content
Gillie Haynes, Adjunct Professor, Communications, American University
Overview: Distance that one will travel to absorb a well-crafted speech or presentation is never too far. However, the knowledge being presented could possibly be lost if the presenter fails to place an equal share of attention on Image. The Image projected by a presenter has the potential to enhance the receiving of the message or possibly create a distraction for those in attendance. I propose a Focused Discussion to include – Choosing and rehearsing the best way to present the information...Reviewing and assessing if the language and words to be used will be understood by all...Understanding the importance of eye contact and gestures...Exercises to work through nervousness...Clear, proven ways to eliminate “um’s” when speaking...Techniques to speak with confidence in any setting...Selecting and using supporting visual and printed materials in the most effective way...How to maintain composure despite unforeseen distractions...The most appropriate look and style of dress for the occasion. The attention to detail given during the formation of a presentation or speech will serve to create a memorable experience for both the presenter and the audience. Respectfully submitted by…Gillie Haynes
Theme:2019 Special Focus: The New Story of Organizing
A Dialogue on Organizing a Community of Practice for Conflict Intervention
Terry Neiman, Adjunct Faculty, Centre for Conflict Resolution, Justice Institute of British Columbia (JIBC), New Westminster, BC, Canada
Tara Kowalski, Adjunct Faculty, JIBC
Kent Highnam, Program Director, JIBC

Overview: The goal of this session is to increase our personal and collective understandings of how we attain the benefits that come from working for change within organizations. Over the last 40 years, there has been huge growth in the art, understanding, and practices of leadership through building a commitment for change. The art of leadership demands finding an equilibrium to deal with conflicts where organizational goals must be met and people have an appetite for autonomy and human connection. The Justice Institute of British Columbia is at the forefront of Canadian efforts to advance conflict resolution through skills-based training and partnerships involving industry, government, and the professions. This approach is informed in significant, and often subtle ways, by influences ranging from “Getting to Yes,” to counseling psychology research, to the phenomenology of Paul Ricœur, to Adam Kahane’s four stages of dialogue. This session’s panel of practitioner/educators will reflect on the complexities, challenges, benefits, and emerging developments in organizational conflict education and practices worldwide. They will share their personal experiences of the conflict change process via play, audience participation, and dialogue. This session is open to all, and will be of special interest to scholars and professionals involved in conflict intervention, mediation, facilitation, and negotiation.
Theme:2019 Special Focus: The New Story of Organizing
Healing after Organizational Trauma: What Leaders Should
Dr. Lynda Byrd-Poller, Thomas Nelson Community College, United States
Dr. Jennifer Farmer, Renewed Mindset, LLC, United States
Dr. Valerie Ford, ISP Global Communication, United States

Overview: Effective 21st century organizations build cultures that adapt to an unpredictable and changing environment. This work endeavors to make a contribution to knowledge about organizational trauma and leader behaviors - specifically what leaders can do when there are signs of trauma in the organization due to organizational change. This session will focus on the conceptual relationship between organizational trauma, organizational change, transformational leadership behaviors and their influence on engagement and professional identity. Through our discussion we hope to gain insight to inform future research that will help to validate the conceptual framework and further the understanding of organizational trauma.
Theme:Change Management
Developing Leader Behavior to Effectively Balance Exploration and Exploitation and Create Organizational Capacity: Critical Factors to the Innovation Process
Jennifer Groh, Associate Vice President, Council for Adult and Experiential Learning (CAEL), United States
Dr. Claudia Santin, Dean, College of Business, Concordia University Chicago, River Forest, Illinois, United States

Overview: Innovation and change are hallmarks of modern organizational success, requiring the complex and often polarizing need for both exploration and exploitation to build capacity and achieve sustainability. Tabeau, Geyser, Halting, & Wijnber (2016) citing Levinthal and March (1993) noted that exploration activities relate to activities that search for new knowledge, while exploitation activities relate to the organization’s efforts to improve current knowledge. According to Rosing and Zacher (2017), exploration and exploitation are critical to the innovation process and are leader behaviors that require attention and balance. Leaders, therefore, are challenged with utilizing behaviors and fostering a culture that balances the extremes of exploration and exploitation to build organizational capacity and sustainability through innovation. Shapiro, Wang, and Peltason (2015) proposed mindfulness, Hollywood, Blaess, Santin, and Bloom (2016) proposed holistic mentoring and Groh (2016) proposed pragmatic energy. Gabriel (2004) discussed how to use narratives as devices to engender collaboration between managers and employees and Boje (2001) discussed how organizational narratives and storytelling apply to innovation narratives. This presentation reviews the literature on leader ambidextrous behaviors and examines the aforementioned approaches for their potential in developing leader behaviors that effectively balance exploration and exploitation in creating organization capacity and sustainability. The discussion will also include practical application narratives; attendees are encouraged to bring their own practical examples of leader approaches to balancing creativity and execution to develop the dialogue.
Theme:Organizational Cultures
Room 3 - C440 Spanish Language Session
Room 4 - C100 Virtual Lightning Talks
Evaluating the Tacit: Measuring Changes in Thinking Following Training and Change Initiatives
Scott Frasard, President and CEO, Frasard Consulting, Pflugerville, TX, United States
Overview: More than ever, organizations place emphasis on and dedicate resources to evaluating the impact of training and other change initiatives. Often, evaluations to understand how initiatives changed on-the-job behaviors, impacted business metrics, and to determine return on investment. While meaningful, demonstrated changes following initiatives are the result of something more profound – a change in how individuals, groups, and the organization THINKS, yet no evaluation approach targets this aspect. I am forwarding a new evaluation strategy, which can be used in conjunction with current practices, but has the explicit purpose of assessing changes in the ways people, groups, and organizations process information following interventions, which in turn drives behaviors. Many evaluation approaches rely on evaluation “levels” to build establish direct impact; however, this approach uses five focus area “clusters” to refine evaluation data collection and analyses to isolate thinking changes. Reflection assesses individuals’ reflection-in-action and reflection-on-action efforts. Capability assesses individuals’ learning during and immediately following an initiative. Learning loops focuses on how individuals process feedback into future actions. Philosophies assesses individuals’ and groups’ views on the initiative subject. Culture assesses how the organizations’ values following an initiative. The results of such an evaluation provide insights on how the initiative influenced thinking, which is a more impactful and sustainable proposition. This strategy is drawn from the literature and practical implementations are addressed in this talk.
Theme:Change Management
Responsible Leadership and Corporate Social Responsibility in Luxembourg
Dr. Ursula Schinzel, Tutor, Unicaf University
Overview: The aims of the present study are to determine first if there is a link between responsible leadership and CSR in Luxembourg, and second Luxembourg’s specifics in the field of CSR. This study is the combination of research about responsible leadership and CSR in Luxembourg in connection with Hofstede’s cultural dimensions: high Long-Term Orientation (LTO), high Uncertainty Avoidance (UA), and high Collectivism (low Individualism). This is a qualitative study. 64 semi-structured interviews were conducted from January to August 2017 using four culturally different samples, namely: Luxembourgers with Luxembourgish Nationality (Lux.Nat.), foreigners who reside in Luxembourg (Lux.Foreigner), cross-borderers, and the rest of the world (World). Results were formed in three groups: Euphoric respondents who said it is the authenticity of the leader and his modelling role in lived CSR, second, moderate respondents, and, third, critical respondents, denying any link and claiming for change and innovation accusing the high Uncertainty Avoidance Index. In their opinion, there is an urgent need for managers to learn responsible leadership and CSR. Research implications are that this article contributes to the discussion on change and innovation in the field of leadership theory, first with particular emphasis on responsible leadership following Michael Maccoby, second on multilingual and multicultural Luxembourg in the middle of Europe, following Geert Hofstede and Edgar Schein, and third on CSR following Thomas Maak and Nicole Pless.
Theme:Organizational Cultures
Regulatory Challenges on Organizational Development in Enterprises Providing Public Services Based on the Example of Transmission System Operators in Germany
Dominik Halstrup, Professor for Strategic Management, Business Administration, University of Applied Sciences Osnabrück, Osnabrück, Germany
Marlene Schriever, Researcher, Business and Social Sciences, University of Applied Sciences, Osnabrück, Germany

Overview: Transmission system operators (TSOs) plan and maintain the high-voltage grid, regulate grid operations and guarantee the safe operation of the high-voltage grid operation. Although TSOs are privately managed in Germany, they operate in a regulated environment because they provide a public service. A major task in recent years for the TSOs was to incorporate the increasing requirements of public participation within the context of transmission network expansion. In order to meet these regulatory challenges, the TSO needed to rethink their organizational structure and faced change. The presented study therefore sheds light on how the TSOs respond to these requirements on an organizational level. Based on qualitative interviews with the German TSOs, this article provides first empirical results in relation to the question of the influence of external stimuli on and reaction patterns of organizational change in companies operating in a regulated environment. The results show that the TSOs followed different pathways in the way they react to the exogenous impulse, even though they do provide similar services. With regard to the empirical data, it can be seen that the willingness to change appears to be increasing in the investigated companies providing public services, the more open the corporate culture is. In addition, it appears that corporate transparency and flatter hierarchical structures also facilitate the establishment of transparent communication with the public. All in all, the results thus confirm the influence of corporate culture on the ability to transform, as described in the scientific literature, also for companies providing public services.
Theme:Change Management
Mobilizing Project Knowledge in Temporary Organizations
Dr. Chivonne Algeo, Associate Professor, Faculty of IT, Monash University, Caulfield East, Victoria, Australia
Robert Moehler, Lecturer, Department of Civil Engineering, Monash University, Australia

Overview: Project managers need to effectively mobilize their knowledge to meet time-driven demands in temporary organizations created to successfully deliver projects. Our research shows that using stories and/or storytellers significantly reduces the time required to share relevant knowledge. The storyteller's role is to share context-specific information to "…extend the organization’s capability to make informed, rational decisions" (Dalkir, 2005, p. 60). This paper reviews current publications on storytelling to mobilize knowledge. Mobilized knowledge is "… often transferred between people by stories, gossip, and by watching one another work" (Pfeffer & Sutton, 1999, p. 90). Laufer and Hoffman (2000) suggest that "…the study of success stories told by [project] practitioners is unique in its capabilities to generate and disseminate knowledge"(2000, p. xvi). Storytelling can also be characterised as "narrative inquiry" where "…stories are driven forward by a detailed explanation of the cause-and-effect relationship between an action and its consequence" (Denning, 2006, p. 45). We suggest that "narrative inquiry" may be an effective way to generate and disseminate knowledge when managing temporary organizations e.g. projects. The findings of our literature review suggest that social exchange, or narrative, can successfully mobilize knowledge between people with the intention of eliciting an outcome. We found that the literature also identified that informal relationships that develop within formal systems are the predominant form of explicit knowledge mobilization in project management. These informal knowledge mobilization systems underpin how project managers mobilize knowledge in a social context to make informed decisions, highlighting the value of relationships in an organization.
Theme:Knowledge Management
13:40-13:45 Transition Break / Pausa
13:45-15:25 PARALLEL SESSIONS
Room 1 - C680 Cultures of Innovation
Innovation Narratives at the CPA Western School of Business: Building a Culture of Continuous Improvement
Shannon Cuthbert, Director, Strategic Innovation, Strategic Innovation, CPA Western School of Business, Vancouver, Canada
Overview: The past five years have been a time of tremendous change in Canada’s accounting community. In 2016, after years of effort, unification of the three legacy accounting designations was essentially complete, with legislation underpinning the new single Chartered Professional Accountant (CPA) designation in place across the country. With change to the profession came associated changes to graduate accounting education. The CPA Western School of Business (CPAWSB) succeeded several predecessor organizations, and now delivers the CPA Professional Education Program (CPA PEP) in Western Canada, as well as a suite of preparatory courses. Though the work of the merger has now been accomplished, CPAWSB approaches to education administration and delivery have continued to evolve, as we endeavour to keep pace with a changing business landscape and provide offerings that meet the diverse needs of our learners. The leadership at the School recognizes that the long-term success of the organization is tied to its ability to not just manage change, but to embrace change as an appealing feature of its work. Building a culture of innovation and resilience at the organization is critical, and that culture rests on the norms and narratives that knit our employees together. The LEAP! continuous improvement program was launched at CPAWSB to promote staff development and empower individuals to think creatively about their work. Employees are learning to use a new language to talk about change, and the growing shift in mindset from reactivity to agency has been tangible. Narratives build identity; and identity drives action.
Theme:2019 Special Focus: The New Story of Organizing
New Ways of Locating Expertise in Organizations: A Study of a Non-Profit Organization Working on Social and Emotional Learning
Harsh Vardhan Yadav, Officer - Research & Trainings, LEARN, MASS CLIMB, New Delhi, Delhi, India
Overview: Emerging trends in organisational theory suggest a need for reimagining "expertise." Where do we locate expertise? Is it in the Individual who is knowledgeable, skilled or experienced? Or does expertise lie beyond an individual as well? What makes for a more comprehensive object of study? Is it the specialized individual, the system or the structure? Or is it a situation of collective engagement in an organisation that offers a different imagination of expertise? The paper studies how the coming together of several "experts" has the potential of generating multi-dimensional articulations of expertise. It uses a non-profit organisation as an ethnographic object for the purposes of this research. The organisation works on social and emotional learning through planned interventions in education. Their interface is with school teachers and students to enable value-based transformations in society. Organisations working on change management find themselves precariously defining what they do and how do they do it. Their models rely on articulations of the ‘Self’ and how some of their everyday practices are embodied. An endeavour to put their learning into products and services demands exteriorising and shaping personal knowledge. This crafting is done in a way that is translatable to other institutions. It is precisely in this regard that their expertise becomes diverse and diffused, concrete and inexplicable simultaneously. The paper seeks to explore what happens in these organisations that work on transformations? How do they articulate their niche? What differences are they bringing to change management in a wider organisational landscape?
Theme:Organizational Cultures
The Measure of Leadership Strength: Implications and Impacts to Leading Organizations to Sustainable Future
Derrick Samuels, PRECISENT, BUSINESS, DSLI, Sicklerville, United States
Overview: The place and power of measuring anything of value cannot be overestimated. Whether it is thermometer, hygrometer, hydrometer, Anemometer, Refractometer, or a Sphygmomanometer; it is obvious that today’s scientists continue to design, manufacture and; improve upon measuring varying instruments. This they do, to reduce possibility of production defects, improve on process safety and; enhance overall effectiveness and efficiencies of those devices. While these are important steps in the world of scientific measurement; the question is, how much is being done through research and applicability to measure leadership effectiveness? How much are today's leaders being prepared to take on any leadership role? After all, how can aspiring leaders put their leadership skills to effective use if they do not know what they are? Do they know whether a leader is more of a future-oriented leader or a leader who is focused on the present? What about a leader’s openness to learning and new experiences—are they stronger when they stick to routines, or do they flourish when they encounter new environments and ideas? This is a quantitative study where the researcher seeks to help aspiring leaders gain insight into their strong points and analyze their leadership styles. Results from this evaluation will form as the basis for planning professional development and improving on leadership effectiveness. The researcher hopes that outcomes from this study will further benefit educational institutions, private and public sectors and; serve as lesson learned to the global body of knowledge.
Theme:Management Education
Room 2 - C400 Workforce Capacity Development
WeChat as an Internal Communication Tool : Collaborative and Work-life Balanced Organizational Culture
Dr. Ran Ju, Assistant Professor, Department of Public Relations, Mount Royal University, Calgary, Canada
Dr. Mirit Shoham, Instructor, California State University

Overview: In China, WeChat is one of the most widely-used social media applications, playing a prominent role in both personal and organizational domains. In the organizational context, research primarily examines the external use of WeChat as a tool for marketing and advertising but neglects its role as an internal communication tool. In fact, the application has become one of the most essential work communication tools for employees across various types of organizations in China. This study explores the internal uses of WeChat across organizational communication practices, to illuminate this otherwise overlooked scholastic gap and help inform management (in China and globally) of actual and best practices for the use of such technology. As a social media technology, WeChat possesses unique, interactive, empowering, communal, participatory and relational information-sharing features, which have the potential to foster a collaborative organizational culture, facilitate the knowledge-sharing process and construct and promote organization identity. However, as any form of social media, the features of accessibility and mobility may cause overuse at work and beyond, potentially creating work-life conflicts. Qualitative interviews with diverse Chinese employees will seek to uncover answers to two driving questions: How do employees use WeChat? And how do organizations use WeChat? The results intend to reveal any discrepancies between employees’ actual use and organizations’ imposed use of this technology and hence provide implications regarding the broad idealized use of this technology at work. Recommendations will be offered to help employers use the technology to foster a collaborative environment and work-life balanced organizational culture.
Theme:Organizational Cultures
Implementing a New Initiative to Build Organizational Capacity: The Digital Information Fluencies Program at the University of Victoria Libraries
Justin Harrison, Coordinator, Learning & Research, University of Victoria Libraries
Overview: To align more closely with the University of Victoria’s Learning Objectives the Libraries has undertaken a strategic initiative to provide students with technological skills required for learning, research, and life beyond the academy. This initiative is in response to a sudden shift of educational and social changes taking place involving digital tools scholars need for their research and learning. The Libraries’ Digital Information Fluency (DIF) initiative seeks to directly support the University’s Learning Objectives, while additionally serving to build capacity of knowledge within the organization itself. A DIF programming framework was designed to enhance cross-unit collaboration, leverage human capital, and develop professional knowledge with the creation of innovative programming involving digital tools for students. In addition to serving as an operational plan for a new organizational direction and initiative, the DIF framework serves as an expression of the organization’s understanding and addressing of core strategic challenges of new technological needs and new ways of learning, as well as building networks of innovation within the Libraries. The DIF program was conceived in part to enhance employees’ knowledge and skills with the latest forms of technological tools and instruction methods, by virtue of shared development in programming. This sharing of knowledge is intended to build capacity in specialized and innovative knowledge throughout the organization. This presentation will describe this new organization-wide initiative that seeks both to align the organization with key stakeholder interests as well as to build knowledge capacity through shared innovative programming.
Theme:Knowledge Management
Room 3 - C440 Spanish Language Session
Room 4 - C100 Policy and Productivity
Managerial Decision-making Policies in the National Health Service: Moving beyond Structures and Personas
Polly Pascoe, PhD Researcher, Faculty of Health Studies, University of Bradford, Bradford, United Kingdom
Overview: Decision-making is a key aspect of any managerial role. This article reviews the numerous policy changes that have impacted the ways in which managers within the English National Health Service (NHS) are expected to make decisions. Following analysis, the author presents a two pronged model of policy changes to date and raises questions as to the effectiveness of continuing the attempt to improve management following this model. To conclude, a new approach to management improvement is suggested.
Theme:Knowledge Management
Organizational Communication, Diversity and Job Satisfaction : What Roles Do Generational Differences Play?
Catherine Nickerson, Associate Dean/Professor, College of Business, Zayed University, United Arab Emirates, Dubai, United Arab Emirates
Dr. Payal Mehra Mehra, Indian Institute of Management Lucknow

Overview: Despite receiving some attention in other contexts, the impact of inter-generational differences as an aspect of diversity in the workplace has not been widely investigated. In addition, while there have been many studies on job satisfaction and levels of attrition in workplace settings, very few have looked specifically at non-Western contexts such as India. The present study provides a comparison of the communication preferences reported within multi-generational organisations in India.The purpose of the research was to examine the influence of generation on job satisfaction, with specific reference to organizational communication. 400 managers working in public and private sector companies in India were surveyed to investigate the respondents’ choice of communication media, their satisfaction with the communication at their workplace, and the type of interactions that took place. It also measured the respondents’ job satisfaction. The study was inter-disciplinary in nature, drawing on accommodation theory and media richness theory, alongside the findings from empirical studies in other contexts that have looked specifically at inter-generational differences. We found that organizational communication was positively related to job satisfaction, and also that generational category moderated the relationship between these two factors. Gen Y managers were the least satisfied generation at work, and frequently used avoidance while communicating with older adults. Our conclusion is that job satisfaction may be enhanced by focusing on the development of a positive communication environment; at the same time, employees that belong to different generations may define what constitutes a positive communication environment in very different ways.
Theme:Organizational Cultures
The Nation as an Imagined Community and the State as Its Representative Organization: Understanding the Differences in ASEAN State Responses to China's Claim to Sovereignty over the South China Sea
Prof. Benedict DeDominicis, associate professor of political science, International Studies Department, Catholic University of Korea, Bucheon-si, Gyeonggi-do, South Korea
Overview: The neoclassical realist theoretical paradigm emphasizes the importance of analyzing the unique complexity of state polity composition to analyze international relations. ASEAN hedging strategies require that the analysis of the nature of these states themselves to adequately comprehend this behavior. Assuming them to be black boxes acting so-called rationally in response to the rise of China is not effective. Not all of them are so willing to hedge; Vietnam is much more resistant to Chinese claims in the South China Sea. Vietnam is a nation state, consequently it is more likely to perceive challenges and display nationalist motivations. In contesting China's territorial claim to the entire South China Sea, Vietnam has demonstrated notably assertive behavior. Media reports note that Vietnamese public opinion has manifested widespread support for closer relations with the US, despite the recent history of the Vietnam War. Vietnam's behavior stands in contrast to that of the Philippines, a longtime US ally. Under President Rodrigo Duterte, the Philippines has moved expeditiously to improve relations with China. Manila did so despite high profile coverage in the international media of China's physical assertion of its sovereignty over the Scarborough Shoal, which Manila claims as part its exclusive economic zone. A critical factor explaining this difference in foreign policy behavior is the fundamentally different nature of Vietnam as a nation state, while the Philippines and the other South China Sea littoral states are post-colonial, multiethnic states. Nation states demonstrate significantly different patterns of policy goal behavior than non-nation, multi-ethnic states.
Theme:Organizational Cultures
Charting How Different Policy Frames are Received by the Populace
Dr. Bart Cunningham,
Walter Lepore,
Dr. James MacGregor,

Overview: Megaprojects that potentially entail substantial economic gains but also enormous environmental risks, like the construction of a hydro-electric dam or the expansion of a pipeline to transport oil, put decision makers in the public sector under public scrutiny. This type of problem/situations/decisions in public sector policy making is called a "wicked problem," a term which was coined to define highly complex, uncertain and intractable societal issues that are ambiguously defined and highly resistant to resolution (Rittel, 1972). Wicked problems can be seen as “expressions of competing values and goals” (Norton, 2005: 133) where a variety of stakeholders, each with a particular notion of the issue at hand, try to influence and determine its definition and the nature of its resolution. Underlying the public debate over the decision to advance or not with a megaproject there is the way policymakers frame the problems. The lack of consensus on how a wicked problem is framed by actors with competing values and interests is indeed considered the most salient aspect of such public policy issues and the core of the theory defining them. This paper explores framing effect at collective/organizational level in real settings. We conduct a comparative case study of two recent megaprojects undertaken in Canada. The case study is conducted from a narrative approach using event-structure analysis (ESA) based on evidence collected from
Theme:Change Management
Room 5 - C485 Workshops
Storytelling Workshop: Maximizing Strategic Leadership through Storytelling to Enhance Organizational Culture
Kimberly Jordan, Lecturer, Management, Ohio University, Athens, United States
Dr. Andrew Pueschel, Director of Emerging Leaders, Ohio University, United States

Overview: Those in strategic leadership positions often have years of experience in the workforce and have honed effective storytelling. These leaders know their stories, how to shape and move their followers, and have had the opportunity to develop them over time. However, aspiring leaders with less experience due to being younger, newer to leadership roles, those from diverse backgrounds with less mentoring time, or with those reentering the workforce after a hiatus such as childrearing, need to develop storytelling skills with the intention to impact organizational culture and followership. This session primes participants to maximize their strategic leadership abilities through storytelling in order to enhance their organization’s culture. At the conclusion, participants should become more aware of the underlying currents created by storytelling, and how it can be recognized, mobilized, and executed at strategic levels. This hands-on and interactive experiential learning module will have participants creating their own stories based on design thinking and model driven best practices. Participants will learn about storytelling, brainstorm current areas of opportunities for development and organizational culture change, use structures to create concise elevator pitches as well as a more formal storytelling to support the changes, and, discuss the benefits of storytelling techniques to maximize their individual leadership needs. At the conclusion of the workshop, participants will own examples of storytelling best practices that will be replicable in the workplace to help facilitate organizational culture change at the strategic leadership level.
Theme:2019 Special Focus: The New Story of Organizing
15:25-15:40 Coffee Break / Pausa para el café
15:40-16:25 Talking Circles II / Mesas redondas II

A second Talking Circle is held at the end of the second day for the original group to reconvene and discuss changes in their perspectives and understandings as a result of the conference experience. Delegates self-select into groups based on broad thematic areas and then engage in extended discussion about the issues and concerns they feel are of utmost importance to that segment of the network.

Al final del día se procede a una segunda mesa redonda con el grupo original para revisar y discutir los diferentes cambios en las perspectivas y comprensiones, fruto de la experiencia del congreso. Los delegados se autoincluyen en grupos basados en áreas temáticas generales y participan en una detallada conversación sobre los temas y cuestiones que consideran de mayor importancia.

Room 1 (C680) - Tema destacado 2019: La nueva historia de la organización (en español)
Room 2 (C400) - Management Education
Room 3 (C440) - Change Management
Room 4 (C100) - Knowledge Management
Room 5 (C485) - Organizational Cultures
16:25-16:55 Closing Session and Award Ceremony / Clausura del Congreso y entrega de premios

Join the plenary speakers and your fellow delegates for the Organization Studies Conference Closing Session and Award Ceremony, where there will be special recognition given to those who have helped at the conference as well as announcements for next year’s conference. The ceremony will be held in the plenary room directly following the last session of the day.

Únase a los ponentes plenarios y otros ponentes en la clausura del Congreso y entrega de premios donde se hará un reconocimiento de los moderadores y se anunciará el congreso del próximo año. El acto tendrá lugar en la sala plenaria de la sede del Congreso UBC Robson Square al finalizar la última sesión del día.
16:55-18:25 Conference Closing Reception

Common Ground Research Networks and the International Conference on Knowledge, Culture, and Change in Organizations will be hosting a closing reception at UBC Robson Square. The reception will be held directly following the last parallel session of the last day, 22 February. Join other conference delegates and plenary speakers for drinks, light hors d'oeuvres, and a chance to converse.