Entrepreneurship in theory and practice paradoxes in play pdf

La discipline « Comportement Organisationnel » a pour objectif de contribuer à une meilleure compréhension des déterminants et des conséquences des comportements d’individus, de groupes, et d’équipes sur entrepreneurship in theory and practice paradoxes in play pdf de travail. Le niveau micro : Ces études se focalisent sur les comportements des individus au sein des organisations. Le niveau méso : ces études se concentrent sur les groupes de travail et les équipes.

Elles s’intéressent aussi aux jeux de pouvoir, aux processus de négociation et de décision, aux styles de leadership, à la coopération et au conflit au sein des groupes. Le niveau macro : ces recherches s’intéressent aux comportements des organisations. Elles étudient des phénomènes comme le design organisationnel, le management des objectifs, les systèmes d’incitations, la communication et la culture organisationnelle, la structure organisationnelle.

Un grand nombre de chercheurs en comportement organisationnel étudient simultanément plusieurs niveaux d’analyse. Ils étudient souvent l’influence de ces variables sur des variables telles que la performance organisationnelle, la créativité, le stress, le taux de renouvellement du personnel, la déviance, le comportement éthique ou citoyen, etc. Comme la plupart des chercheurs s’intéressant aux comportements, les chercheurs en comportement organisationnel utilisent essentiellement des méthodes de recherche quantitative. Ils conduisent de nombreuses analyses statistiques afin de vérifier la fiabilité et la validité des construits qu’ils mesurent.

Stewart Clegg, Ad van Iterson, Arne Carlsen. This paper contributes to the literature on workplace creativity by combining insights on epiphanies with theory on the embodied and relational nature of understanding. We explore and develop the concept of epiphany, defined as a sudden and transient manifestation of insight.

Primarily, we are interested in the implications of the concept’s artistic and philosophical origins for organizational creativity. Using three sets of empirical snippets as aids to reasoning, we arrive at renewed understanding of epiphany as a phenomenon in creativity that is experientially multi-sensuous and collective rather than merely cognitive and individual. Epiphanies are typically manifest as a series of felt occurrences arising within collective practice, follow from a history of preparation, and do not solely involve breakthrough ideas but can also include feelings of doubt, movement, opening up or disconfirmation. Understanding epiphanies in this way extends research on organizational creativity as collective practice.

The article suggests further attention be paid to the transient and noetic qualities of work on ideas in organizations, such as visual and material stimuli in sensorial preparations of creativity and the use of openness in marking felt insights. In this paper we build from the theory of energetic activation to highlight the role energizing interactions play in relation to performance and turnover.

We theorize that the association between energizing interactions within organizations and turnover is mediated by individual performance. Our study shows that when an individual perceives their interactions with others inside the organization as increasing their level of energetic activation, they have a reduced likelihood of voluntary turnover, but that this relationship is mediated by individual performance. Perceiving interactions as increasing energetic activation results in higher performance, which in turn actually increases voluntary turnover. This relationship is also mediated by performance.

We also suggest implications for managers and potential areas for future research. Vol18 – 1Introduction: South-South and South-North expansion strategies: What are the theoretical and empirical implications for research in management? Ulrike Mayrhofer, Rodrigo Bandeira-de-Mello, Pervez N. This research aims to understand how leaders with different expertise perform distributed leadership through their discursive acts.

Broad Peak and one to Mt. Everest via the Northern Ridge. Our research contributes to the understanding of the enactment of distributed leadership in three ways. Secondly, the process analysis conducted on the forecaster and team leader interactions shows that these two leadership configurations do not completely substitute for each other, contrary to what previous studies in education have argued, but can coexist during the same expedition.