management revue - Socio-Economic Studies
management revue - Socio-Economic Studies is a peer-reviewed, interdisciplinary European journal publishing both qualitative and quantitative work, as well as purely theoretical papers that advance the study of management, organization, and industrial relations. The journal publishes articles that contribute to theory from several disciplines, including business and public administration, organizational behaviour, economics, sociology, and psychology. The journal is indexed in the Web of Science™ Emerging Sources Citation Index (ESCI), ABS Academic Journal Guide 2018, Elesevier's Scopus and the RePEc services IDEAS and EconPapers.
Guiding distinctions of management and organisation research. An introduction
This article examines the role of guiding distinctions in management and organisation research. Drawing on social systems theory in the tradition of Niklas Luhmann, it highlights how distinctions such as shareholder/stakeholder, purpose/profit, and economy/society/environment not only shape theoretical discourse but also act as pivotal frameworks for addressing empirical challenges. The analysis distinguishes between true and false distinctions and proposes a typology that categorises different types of false distinctions. By engaging with the contributions to this special issue, the study explores the impact false distinction might have for theory development in management and organisation research. The article argues for rethinking guiding distinctions as a means of bridging theoretical stasis and empirical dynamism in the digital era, also offering a research agenda that integrates past, present, and emerging distinctions to foster digitally attuned management and organisational theories.
Copyright (c) 2024 management revue - Socio-Economic Studies
Self-Programming Dynamics: Exploring Generative AI-User Interactions through Luhmann’s Systems Theory
This paper explores the self-programming dynamics between generative AI and its users, drawing on Luhmann’s systems theory to frame the interaction. By tracing the development of generative AI from early models to advanced architectures like foundation models, the paper illustrates how these systems approximate contextual understanding and respond dynamically to user inputs. The concept of self-programming is extended to users, who adapt their engagement strategies through repeated interactions, developing prompt scripts and styles that enhance the usefulness of AI outputs. The study highlights the recursive feedback loop between AI and users, wherein both entities influence and modify each other’s operations. Additionally, the paper investigates the structural coupling of these interactions, emphasising how user inputs and AI responses form a shared textual medium that evolves over time. Despite advancements, the research identifies persistent paradoxes in AI-mediated interactions, particularly the balance between specificity and generality, and the tension between novel and familiar information. It calls for further examination of these paradoxes to foster more meaningful and adaptive forms of AI-user interactions.
What is in organisation? Contents of a self-contained container
The purpose of this article is to resolve the apparent opposition between the container metaphor of organisation and the idea that organisations are constituted by communication. Drawing on works by Niklas Luhmann, George Spencer Brown, and Louis Kaufman, I develop a dynamic, communicative concept of containment, or “continence”. Using this concept, I demonstrate how organisations can simultaneously be constituted by and contain communication (within their environment). I conclude that management and organisation researchers must adopt an organisational view of organisations that first abstracts from most of the contents of this self-contained container, before reloading it with diverse forms and topics of organisational communication.
The more independent, the more efficient? Can R&D independence increase business groups’ innovation in both quantity and quality?
This study examines whether research and development (R&D) independence helps business groups (BGs) achieve incremental innovation both quantitatively and qualitatively as a means of boosting their innovation performance. Based on a sample of Chinese listed companies, we find that R&D independence, especially the establishment of R&D subsidiaries by BGs, will significantly improve the quality and quantity of innovation. R&D independence will trigger the delegation of internal authority and the acquisition of external resources, thereby enhancing the innovation performance of BGs. Nonetheless, the effectiveness of R&D independence in promoting innovation is limited by institutional factors. Overall, this research reveals the innovation effect of R&D independence and its boundary, shedding new light on the theory of BGs’ innovation in the Chinese environment.
Copyright (c) 2025 management revue - Socio-Economic Studies
Regulation as Distinction – A Generalized Approach to Leadership Based on Social Systems Theory
In view of the digital transformation of business and society, management literature discusses leadership not only as a function within organization, but as a broader and more commonplace phenomenon. Social systems theory has so far favoured a more constrained concept of leadership. Its conceptual repertoire, however, also allows for a more general approach to capture a broader bandwidth of literature. The article at hand develops such an approach based on the regulatory character of leadership. It argues that regulation reflects a general act of distinction in human action, shifting from the participant to the observer perspective. This shift is a commonplace phenomenon in society, generating asymmetries in human interaction that differentiate leaders from followers. At the same time, this distinction presupposes some sort of agreement on the perspective from which a system is observed, the performance indicators that can trigger interventions and the execution of interventions. This agreement can be expected to result form autopoietic dynamics. Social systems theory can be used to address these dynamics. Furthermore, the different aspects of regulation provide the basis for a deeper investigation of leadership styles and the diverse accounts given of systems operation therein.
From Neglect to Resonance? - The Twin Transition and Luhmann’s Legacy
Luhmann's theory of ecological communication examines how modern society addresses climate and ecological challenges through its functionally differentiated structure. Even though the functionally differentiation enables society to manage complexity, it also leads to challenges in addressing cross-cutting issues like climate and ecological concerns. This has resulted in the neglect of such problems, as no single subsystem, neither functional nor organizational systems, is equipped to address ecological concerns comprehensively. Luhmann suggests that society's response to ecological challenges depends on the ability of these subsystems to adapt their communication processes to resonate with ecological considerations. In this paper, we highlights the importance of the reflective capacity, linked to Luhmann’s concept of observation, semantics and communication. We discuss if the Twin Transition, since Luhmann passed away, has changed the recurrent criticism about modern society’s neglect, and what it means for organization, especially small and medium-sized enterprises (SMEs). We find that important issues related to observation, reflection and semantics have changed, but the theme regarding neglect is still relevant. We also discuss an intervention strategy based on a digital learning platform and engaged scholarship in a regional polycentric network. We find that it demonstrates potential regional impact on inclusion of challenged SMEs, but to achieve broader European effects, such initiatives must, however, be scaled up and tailored to the specific contexts across Europe. Keywords: The modern differentiated society, Luhmann’s criticism, functional systems’ neglect, Included/excluded as meta coding, Twin Transition, change of observation, reflection and semantics, Digital Learning Platform, Small and Medium-sized Enterprises, (JEL: D83, M10, O33, Q56, R50)
Reframing race beyond black and white: the case of Pardos in Brazil and the global challenge of rigid racial classifications - a systems approach
Brazil's rich racial diversity, shaped by centuries of intermingling among Indigenous, European, African, Asian, and Middle Eastern populations, resists simplistic categorization. However, prevailing societal and institutional frameworks enforce a restrictive black/white binary that marginalizes pardos—mixed-race individuals comprising nearly half the population. This study employs a systems approach, integrating Niklas Luhmann's social systems, to analyze how these guiding distinctions perpetuate exclusion in social policies and organizational contexts. Through case studies of affirmative action policies in Brazil's public universities, including the experiences of Glauco Dalalio do Livramento and André Correia Lopes, the research exposes the limitations of phenotype-based assessments in capturing the complex identities of multiracial individuals. By drawing parallels with Afro-Germans, the study highlights the global challenge of rigid racial classifications and advocates for a multidimensional framework that incorporates self-identification, ancestry, and social experiences. Additionally, genomic research underscores the necessity of moving beyond binary frameworks, revealing extensive genetic admixture that traditional categories overlook. By redefining racial classifications and addressing false distinctions, Brazil can lead in decolonizing racial discourse, fostering equity, and celebrating its multifaceted population. This research contributes to the global dialogue on race and identity, emphasizing the importance of flexible and inclusive guiding distinctions in diverse societies.
From Fixed Groups to Fluid Groupings: Identity Regulation in Contemporary Organisations
In contemporary organisational contexts, group identities are often conceptualised as stable and bounded phenomena (e.g. Katzenbach & Smith, 2015; Maloney, Bresman, Zellmer-Bruhn, & Beaver, 2016). Traditional approaches to teams and groups assume somewhat fixed memberships and delineated structures, obscuring the fluid and dynamic nature of these forms of working together. Grounded on a relational and performative ontology, this conceptual paper proposes a shift from the notion of ‘group’ to ‘grouping’, with a view of groups as emergent, processual, and continuously reconfigured through practices. We draw on Latour’s (2005) notion that groupings exist only through their ongoing (re)formation, and seek to extend the nascent research on a further conceptualisation of grouping (e.g. Perriton, 2023). We argue that grouping better reflects the lived realities of organisations, where groups are in constant flux as we demonstrate through relations of temporality, spatiality and materiality. Traditional views of temporality are often centred on synchronised, linear timeframes – clock time – that govern the rhythms of daily work activities within organisations (Hernes, 2022; Orlikowski & Yates, 2002). However, in dispersed contemporary organisations, temporality is now acknowledged as a complex and multifaceted concept, reflecting the growing mobility of work and of information technologies (Kitchin, 2023). Indeed, research is now acknowledging time as a process (Reinecke & Ansari, 2017). Theorists such as Orlikowski and Yates (2002) have explored how technology reconfigures the temporal structures of organisations, arguing that information and communication technologies enable a stretching of time across geographical boundaries, creating what they term as ‘chronoscopic time’. This form of time is characterised by fluidity, where work activities are not bound by traditional work hours but may occur asynchronously across different time zones (Orlikowski & Yates, 2002). The shift from a singular, uniform temporality to multiple, intertwined and process-oriented temporalities challenges us to rethink how to understand, manage and work together with mind to temporality. The concept of spatiality has similarly undergone significant changes with the rise of dispersed, globalised work environments. Traditionally, organisational spaces were conceived as physical, bounded locations where work activities took place. Nowadays, the understanding of spatiality extends beyond such physical matters to include virtual and distributed spaces, fundamentally altering how organisations conceive of and manage their operational environments. The arrangement of these spaces affects communication patterns, workflows, and organisational culture, emphasising the role of spatial design. Spatiality in dispersed contemporary organisations thus encompasses a complex interplay of physical, virtual, and psychological spaces. The concept of materiality in organisational studies has traditionally focused on the physical resources, such as buildings, equipment, and technology, that support organisational activities. However, as we acknowledge that contemporary organisations do not consists of fixed groups but more of fluid and dynamic groupings, this is supported by the reemphasis of materiality in organisational research. Orlikowski’s work on sociomateriality provides a foundational framework for understanding how materiality matters (Orlikowski, 2007). Materiality is not merely about physical objects but includes the entanglement of the social and the material in organisational practices. In the context of groupings, this perspective suggests that material resources, such as collaborative technologies and digital platforms, are not just tools but are integral to the very constitution of groupings identities and activities. Further, in temporally and spatially dispersed organisations, material aspects become crucial in supporting the fluid dynamics of groupings. These three dimensions, temporality, spatiality and materiality underscore how groups are dynamically constructed through grouping, constantly (re)formed and becoming in organisational life (Tsoukas & Chia, 2002). By framing group formation as a verb – a doing rather than a being – we highlight the need for theoretical and empirical work to engage with this fluidity, and what this means for regulating group identities. This rethinking invites new avenues for understanding the complexities of group identities and the practices of regulating identities, which too are in constant motion. The shift from viewing groups as fixed entities to understanding them as evolving through constant interaction suggests that identity regulation, too, must be reconceptualized. Contemporary research in identity regulation specifically examines how organisational practices influence the ongoing process of identity construction within groups. Alvesson and Willmott (2002) discuss how organisational efforts to regulate identity are not just about maintaining a static group identity but are involved in the dynamic process of identity negotiation, influenced by both internal dynamics and external societal norms. This understanding acknowledges that groups within organisations are not merely containers for role-based interactions but are active, evolving constructs shaped by complex social dynamics and organizational practices. The term ‘identity regulating’ encapsulates this ongoing, dynamic process, where identity is not something to be imposed or fixed but something that evolves continuously through interactions within and across group boundaries. This rethinking is supported by the work of theorists such as Weick (1995), who argues for a processual approach to organisational phenomena, suggesting that the focus should be on becoming rather than being. This approach resonates with the views of Ainsworth and Hardy (2009), who advocate for understanding identity as perpetually ‘in the making’, a product of discursive practices that are never complete but always under construction. Similarly, Nicolini (2012) emphasises the practice-based nature of identity, proposing that daily activities and interactions are central to the ongoing formation and reformation of group identities. Adopting the perspective of identity regulating encourages organisations to implement strategies that are adaptable and responsive to the complexities and fluidities of modern identity dynamics. It challenges leaders to foster environments where identities can be negotiated and renegotiated in line with shifting organizational goals and societal values. This approach not only acknowledges but embraces the fluidity of identities, seeing this as a strength that can contribute to organisational resilience and innovation. In conclusion, as we move towards a conceptualisation of groups as transient, processual, and emergent, the traditional methods of identity regulation must evolve into a more flexible and inclusive practice of identity regulating. This shift not only aligns with contemporary changes in organizational structures and work practices but also offers a pathway to more effectively harness the potential of diverse organizational identities for competitive advantage.
Students, industry, funding, deans – Group identity forming in a university
The Impact of Shared Values on Employee Voice: How Openness, Value Congruence, and Complicity Shape Managers' Perceptions
In today's rapidly changing world, organisations are increasingly recognising the importance of social sustainability and fostering a sense of shared identity among their members. Within this context, employee voice emerges as a critical mechanism for driving positive change and promoting organisational adaptability. This paper examines the role of three key recipient characteristics – openness, value congruence, and complicity – in shaping managers' perceptions of employee voice. Through semi-structured interviews with 15 managers from diverse industries and hierarchical levels, this qualitative study explores how these factors influence the reception of both promotive (improvement-oriented) and prohibitive (problem-focused) employee voice. Drawing on persuasion theory, person-supervisor fit theory, and the critical incident technique, the study employs a thematic analysis approach to uncover key patterns within the data, shedding light on the nuanced ways in which managers perceive and respond to employee voice. The study's findings highlight the crucial link between shared values and effective voice mechanisms within organisations. When employees perceive a sense of value congruence with their managers and the broader organisational culture, they are more likely to feel psychologically safe in expressing their ideas and concerns. This, in turn, can contribute to a more inclusive and sustainable organisational environment where diverse perspectives are valued and acted upon. The study's findings broadly replicated the four key factors influencing message persuasiveness as outlined in persuasion theory: the source, the message content, the manner of communication, and the recipient. Delving deeper into the role of recipient characteristics, the study revealed the following: Managers' openness to change was found to be more likely to indirectly influence voice endorsement by fostering an environment conducive to further elaboration and development of ideas, rather than directly impacting their initial valuation of the employee's voice. Value congruence between managers and employees, often cultivated through the integration of organisational culture and personal values, did not directly influence voice perception but played a crucial role in encouraging employee participation in voice behaviour. This finding underscores the significance of shared values in fostering a psychologically safe environment where employees feel comfortable expressing their perspectives. As a more profound form of support, complicity emerged as a particularly salient factor in situations involving prohibitive voice, especially when concerns pertained to the survival of the business or employee health and safety. The study identified two primary forms of complicity: instant complicity, characterised by immediate managerial action to endorse the voiced concern, and process complicity, involving a period of discussion and elaboration before endorsement. In conclusion, this study provides valuable insights into the intricate nature of employee voice perception, particularly highlighting the interplay between recipient characteristics and contextual factors such as message content and communication style. The study's findings suggest that while openness and value congruence can indirectly facilitate voice endorsement through further idea elaboration, complicity represents a more nuanced construct, particularly in situations involving prohibitive voice. Future research should further examine the characteristics of complicity, differentiating it from general idea support, and explore the influence of cultural factors, such as power distance, on value congruence and its subsequent impact on employee voice perception. By deepening our understanding of these dynamics, organisations can cultivate more inclusive and sustainable environments where employee voice is encouraged, valued, and effectively translated into positive organisational change.
Double binds in dialogue: Unraveling paradoxical communication in business families and family businesses
Business families are confronted with different complex social systems that require them to oscillate between different systems logics and expectations. Consequently, family members tend to use double bind communication, which may result in paradoxical communication and increasing tensions. This qualitative study aims to achieve a deeper understanding of expectation structures and the emergence of paradoxes in business families due to different systems logics. Drawing from a Luhmannian systems-theoretical perspective, we will explore 1) how the business family handles the confrontation of the different systems logics of family and business within its communication, 2) how in-depth interviews can be analyzed that help to better understand how paradoxical communication occurs, and 3) how communication patterns, expectation structures, and sense-making can be explored by systems logics. Through this exploration, we aim to reveal insights into complex interrelationships and paradoxes in business families.
Constantly evolving and adjusting temporary agency workers' experiences of multiple identities
Introduction The nature and organization of work have changed significantly for many workers in contemporary labor markets (Kalleberg, 2000; Selenko et al., 2018). Non-standard employment contracts, encompassing various short-term and precarious jobs such as independent contractors, on-call employees, day laborers, fixed-term workers, and temporary agency workers (TAWs), have become an established part of employment in different industries (Cappelli & Keller, 2013; Chambel & Sobral, 2018; Kalleberg, 2000; Lopes et al., 2019; Winkler & Mahmood, 2018). Unlike traditional full-time, permanent jobs, TAW is unique due to its triangular relationship involving the worker, the staffing agency, and the client organization (Chambel & Sobral, 2018; Gossett, 2016; Kalleberg, 2000). This characteristic of the TAW presents an interesting theoretical shift compared to the traditional employment relationship; thus, this study focuses on TAWs because their dual identification with the staffing agency and the client firm affects the level of control each can exert over them. Previous research indicates that TAWs can escape unfavorable job conditions by requesting reassignment from their agency (Chambel & Sobral, 2018; Gossett, 2016). However, managing and controlling TAWs at client firms presents challenges, as highlighted by Gossett (2016). TAWs can choose to either retain or disregard their staffing agency identity while working at the client firm, potentially exploiting the dual management system to their advantage (Mitlacher, 2005). Temporary agency work is highly fragmented and sensitive to economic conditions, causing fluctuations in job availability. According to a 2023 report from the World Employment Confederation (Report, 2023), Europe, the largest region for agency work, contributed 32% of the global turnover, with nine of the top 15 markets. For instance, after the COVID-19 lockdowns, these markets have had significant growth: Spain (34.4%), Belgium and Italy (31%), Austria (25%), and the UK (23.6%). This study explores how TAWs develop and describe the process of their identity based on their precarious position at the client firms, examining how they navigate their dual roles (identities/responsibilities), choosing to adopt the identity of the client organization or maintaining a separate identity aligned with other TAWs or permanent workers in the workplace (Brown, 2021; Caza et al., 2018; Gioia et al., 2013). These identity formation processes are complex and multifaceted (Hussenot, 2021; Miscenko & Day, 2016), influenced by their interactions within the workplace and their experiences with both the staffing agency and the client firm (Gossett, 2016; Winkler & Mahmood, 2018). Empirical studies have shown that TAWs, whether highly skilled, skilled, or unskilled, often face alienation in the workplace, limited opportunities for integration, fewer career prospects, lower social status, and marginalized work identity (Myhill et al., 2021). Despite extensive scholarly interest in workplace identity dynamics (Winkler, 2016), the perspectives, experiences, and self-identity processes of TAWs have received limited attention (Winkler & Mahmood, 2018). Some scholars have suggested that to understand the implications of non-standard work on organizational behavior and management, we must start with the workers' experiences. These experiences have been considerably less studied than those of the companies employing them and standard workers (Ashford et al., 2007). Research Methodology The data presented here come from semi-structured, qualitative interviews conducted with 41 temporary agency workers as part of a more extensive study exploring the lived experiences of TAWs within the Danish context (Mahmood, 2018). The author selected respondents based on predefined inclusion and exclusion criteria from a list of potential respondents provided by seven national and international staffing agencies. The respondents were selected in this study (a) based on their availability, (b) those representing various industries, (c) differing levels of job experiences, and (d) ranging in age and gender. Respondents were interviewed in different cities (e.g., Sønderborg, Aalborg, Odense, etc.). All interviews were audiotaped and transcribed by the author. For this study, the transcribed data and interviews were re-evaluated. Thematic analyses and thematic categories were established from the initial exploratory research questions, and coding was done using the qualitative data analysis software NVivo. This paper focuses on data describing the TAW's lived experiences and vivid descriptions of their self-identity based on their experiences of precarious positions in different workplaces. Initial findings Most of the respondents in this qualitative study performed blue-collar temporary jobs (e.g., production, warehouse, cleaning, and construction) in various client firms in Denmark. The findings showed that individuals’ self-identity as TAWs varies significantly (a) depending on the four sub-groups of TAWs identified in this study and (b) client firms' management strategies and experience in onboarding TAWs in the workplace. To better understand how the process and the notion of the ‘self-identity’ (e.g., as a flexible worker, helper, and outsider) emerges and what it means for different groups of respondents. The participants are allocated into four sub-groups: (1) SEP (Self-employed People), (2) Students, (3) UP (Unemployed People), and (4) PIT (People in Transition) based on their tenure in the industry, demographic characteristics, professional skills, motivations, and geographical locations. Respondents in these various groups have distinct identities and perceive their position and status as outsiders differently. The paper’s contributions are twofold. First, it sheds light on the work experiences of TAWs, where a wide variety of blue-collar workers and tasks in different geographies and industries are considered. This adds to a growing body of empirical literature on TAW by providing evidence on a more varied labor market context than UK and US studies. In particular, it provides insights into how workers develop multiple and different (self) identities to make some meaning in the workplace due to their temporary position. Second, the paper highlights how the TAW as an alternative work, temporary employment degrades different elements of meaning and why some TAWs can cope with these temporary jobs better than others. In doing so, the paper bridges scholarship on TAW, workplace identity, and organizational identity to capture the complex nature of TAW within the Danish labor context. For instance, based on the findings, it is argued that Danish TAWs seek higher social acceptance and a collegial atmosphere than minority TAWs in the workplace. Flexibility is collectively described as an advantage and disadvantage in uncertain and unfamiliar working conditions.
Identity conflicts between social subunits in growing SMEs
The research contribution’s aim is to investigate the consequences when social groups manifest in organizations by analyzing identity conflicts between social subunits in growing Small and Medium Enterprises (SMEs). In the success-critical phase of early organizational development, the company's social character is subject to a considerable dynamic of change. The planned contribution explains the conditions for the development of group identities in social subunits from the perspective of differentiation theory. In particular, the associated potential for social conflict is at the center of the analysis.
Transformative potential or symbolism? Reflections on the influence of introducing post bureaucratic management concepts on group construction and identity in organizations
The paper investigates the influence of post bureaucratic management concepts (PBMCs) on identity work within organizations. It illustrates how PBMCs have the power to initiate a community that produces a different image of themselves, thereby creating a distinct shared ‘post bureaucratic identity’ within and in contrast to the remaining organization. This point is made through an empirical case study taken at a large-scale German corporation. A Foucauldian-inspired heterotopic analysis delineates the distinctions of the ‘post bureaucratic identity’ the community draws upon mainly through discursive identity work (Brown, 2017) on (corporate) social media platforms. Ultimately, the paper highlights the productive and transformative potential of management fashions on identity construction while also discussing the possible pitfalls of communicating and constructing an identity based on PBMC. In doing so, the papers’ contribution is an empirical enrichment to the research discussion on how a discourse derived from specific management peculiarities such as PBMC’s may be used as a strategic resource for identity work and change. Context of post bureaucracy The study is contextualized within organizational and corporate action in the ‘post bureaucratic era’ (Josserand et al. 2006). Around the debate on this ‘new’ age, we hear anti-bureaucratic, managerial claims like ‘bureaucracy must die’ (Hamel 2014), as well as organization scholars that have questioned and criticized bureaucracy and its mechanisms for not being suitable in dynamic environments. Hodgson (2004, p. 83) describes the new ‘ideal type’, ‘the post bureaucratic organization’, as ‘a utopian organizational form’ and that the concept is an increasing ‘popular management theme: much cited but typically poorly defined, with nebulous links to other fashionable concepts such as the ‘Knowledge Economy’, the ‘Virtual Organization’, the ‘Network Organization’, the ‘Boundaryless Organization’, and so on’. Whereas other scholars described the emergence of post bureaucratic, ‘seemingly new organizational forms characterized by autonomous connections between decentralized units and empowered individuals that stimulated collaboration, knowledge sharing and learning’ (Clegg et al. 2016, p. 278), such as the network organization (Josserand 2004). In line with many OS scholars, the study assumes that post bureaucratic concepts in organizational practice do not occur as new ‘ideal types’, ‘free from hierarchy’ and ‘apart’ from established organizational structures – as perhaps desired or proclaimed-, but their appearance in established organizations can be described as ambivalent hybrids (Hodgson 2004; Josserand et al. 2006. In such a field of tension interesting questions about identity construction processes raise the paper will explore. Identity and discourse Within the large and well researched body of literature on identity construction, research in organization and management studies has also explored several dimensions of how post bureaucratic concepts influence the identities of employees and organizations. Heckscher (1994) characterizes post bureaucratic structures by flatter and more flexible hierarchies that affect employee identity by promoting greater autonomy and responsibility. Alvesson and Willmott (2002) investigated the discursive processes through which post bureaucratic management practices shape and regulate identities, highlighting the role of identity regulation as a form of organizational control. Further, Kärreman and Alvesson (2004) explored how the flexibility and self-management promoted by post bureaucratic structures also introduce new forms of control and identity work, creating a tandem of autonomy and regulation. (…) By building upon this body of literature, the paper adds new insights by investigating in the concrete formation and effects of an emancipatory ‘post-bureaucratic identity’. Research design and case The overall research question the paper carries out is: How does the introduction of post bureaucratic management concepts within established organizations influence group construction and identity? To answer this question, a case study was conducted (Yin, 2014) within the company 'Tech Nine,' where the author observed the formation of a fast-growing and highly visible grassroots movement called 'XCOM.' This community with nearly 5,000 members radiated somehow a sense of otherness relying on post bureaucratic characteristics. The formation of the grassroots movement at TechNine referred to the ‘XCOM” concept - an external management concept that became famous also among other large-scale corporations at that time in Germany. It was based on a management book introducing the concept as ‘a way to build relationships’ that supports individuals ‘to achieve a goal, develop, a skill or explore a new topic’ and by making visible one’s own ‘work and experiences’. The concept claimed that by using ‘XCOM’ the individuals become ‘more effective’, will ‘feel better’ and ‘learn more’ about themselves, which will result in more ‘motivation’ and ‘more agility, innovation, and collaboration for an organization.’ Furthermore, the author provided a concrete method and written how-to guidelines. In order to explore the formation of the community and its specific characteristics, the sense of otherness, and the identity constructing elements, different data sources were used, such as participatory observations and secondary data from blog posts and texts from internal and external social media platforms. These were combined to achieve ‘triangulation’ (Eisenhardt 1989, p.538) and allowed to get into depth (Dubois and Gadde 2002). The final data analysis was a combination of an inductive and deductive approach inspired by the use of Foucaults notion of heterotopia as an analytical lens. Results The official concept as well as the community platform became a source for identity work as the written guidelines and network meetings gave concrete call-to-actions. Constructing the difference and identity of the community was especially visible through two main processes. First, a strong use of identity-creating language (special names, tags and the use of identifying hashtags names based on the PBMC title) that was used to differentiate the community from other organizational members. ‘(…) if your colleagues are tagged with ‘XCOM’ you know that they are open-minded, ready to help and go the extra mile for you.’ (Excerpt of a XCOM members blogpost). Second, highly visible online performance through networking action on corporate and external social media platforms and constant publishing of blog posts, discussions, and self-reflections on the XCOM method and process. Thereby a transformative energy and impact on both the members and the organization was observed. The community members strategically used the external concept to drive change within the large organization and positioned themselves as 'change agents.' Joining XCOM was used as a liberating tool that brought new meaning and motivation to change old hierarchical structures and career paths. Being part of the community conveyed the feeling of being part of a new and more modern era of management and produced new visibilities and connections beyond the formal organizational chart. Members described XCOM as a useful instrument for cultural change in the entire Tech Nine Corporation, promoting flatter organizational structures and greater autonomy for employees. Furthermore, members experienced an internal 'mindset shift' as well as changes in their behavior and skill sets. The empirical case shows how the external management concept gave rise to the formation of a new community that aimed to change established corporate structures and culture embodying an emancipatory ‘post bureaucratic identity’. Discussion and final reflections Finally, the paper discusses the effects of the influence and role of PBMC. It highlights the productive and transformative potential of group formation based on management fashions (e.g., Abrahamson, 1996), possibly contrasting the teasered results of Graf and Lueg (2024, forthcoming), which suggest that PBMCs can also harm innovation and development. The paper also reflects on the potential pitfalls of communicating and constructing an identity based on PBMCs. Since post-bureaucratic forms of organizing likely have an ambivalent hybrid nature and are more informal than formal when introduced in large-scale corporations, constructing a post-bureaucratic identity can become a fragile endeavour or might end up as merely symbolic. Alternatively, PBMCs may become increasingly formalized and structured within organizational logics, thereby producing change but losing the crucial emancipatory and differentiating identity from which they derive. Literature Abrahamson, E. (1996). Management Fashion. The Academy of Management Review, 21(1), 254–285. https://doi.org/10.2307/258636 Alvesson, M., & Willmott, H. (2002). Identity regulation as organizational control: Producing the appropriate individual. Journal of Management Studies, 39(5), 619–644. https://doi.org/10.1111/1467-6486.00305 Brown, A. D. (2017). Identity Work and Organizational Identification. 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(2006) 'From bureaucratic to post‐bureaucratic: the difficulties of transition', Journal of Organizational Change Management, 19(1), 54- 64, available: http://dx.doi.org/10.1108/09534810610643686. Kärreman, D., & Alvesson, M. (2004). Cages in tandem: Management control, social identity, and identification in a knowledge-intensive firm. Organization, 11(1), 149–175. https://doi.org/10.1177/1350508404039662 Yin, R.K. (2014) Case study research: Design and Methods, 5 ed., Los Angeles: Sage.
Green transformation and shifting group identities: “old” and “new” engineers in German automobile industry
The automotive industry is amid a twin transformation: digitalisation and electromobility are arriving in the workplace, in some cases in duplication and close temporal overlap. Partly because this complexity and dynamism are difficult to grasp in quantitative terms and qualitative research lags behind, the discourse on the green transformation of the industry is strongly characterised by the question of the quantitative consequences for employment. Especially in the case of electromobility, negative employment effects are primarily associated with the reduction in working hours per vehicle, and/or a reduction in parts, hitting mostly employment in production and engineering. Engineers in the sector are not only one of the most relevant groups of employees for the necessary innovations of the ecological transformation, but they are also traditionally a group that has always been closely identified with the combustion engine, both in terms of their own self-description and in terms of external attribution. Based on a quantitative survey (n>4.000), and a qualitative study (> 100 interviews), the article takes a deep empirical look into the transformation engineers currently experience in the German automotive sector. The focus lies not on employment insecurity, but on the subjective experience of engineers, their trust in future and relevant actors in management, work councils, and politics. The study will compare differences between those engineers who are actively involved in the ecological transformation towards electromobility, and those who are still and solely working on the combustion engines, looking for shifts in group identities.
Alumni management: the construction of an alumni social group to extend the current organizational group
While organizational membership was long understood as a dichotomy (Rafaeli, 1997), it was overlooked that former members (alumni) can remain on the organizational boundaries (Dachner & Makarius, 2022; Eury et al., 2018) or can return as boomerang employees (e.g. Shipp et al., 2014; Swider et al., 2017). Here, they can have various functions, such as business partner (e.g. Carnahan & Somaya, 2013; Somaya et al., 2008), advocate (Weerts et al., 2010), or brand ambassador (e.g. Dachner & Makarius, 2022; Iyer & Day, 1998), and they can be used strategically. As interest in strengthening relationships with alumni increases (e.g. Makarius et al., 2023; Paluch et al., 2024), this conceptual article combines Social Identity Theory and a temporal-spatial view to address the specific hurdles related to alumni. It argues that by creating interactions with alumni, for example through an alumni association, an alumni social group is constructed which extends the organization's current social group. Thereby, organizational activities are necessary which bridge the temporal-spatial distancing of alumni and create clarity about their belonging to the extended organizational social group.
When Two Worlds Collide: Understanding Group Dynamics During the Adoption of Big Data Analytics
Big data analytics (BDA) promises great business value but also entails several challenges for organizations. Scholars have investigated BDA adoption on the organizational and individual levels, but research from a group perspective remains scarce. In fact, the group level is prone to conflicts due to the diverse subgroups involved, i.e., data science experts and business users. By referring to an in-depth case study of an international tool manufacturer, we aim to unpack the group dynamics during BDA adoption and reveal the underlying mechanisms that drive them. Thus, the following research question guides our study: Which group constellations and dynamics emerge during the adoption of big data analytics in organizations, and how can these group dynamics be understood? To grasp the group constellations and dynamics during BDA adoption in organizations theoretically, we refer to two theoretical approaches: social identity theory (Tajfel, 1978; Tajfel & Turner, 1979, 2004) and Bourdieusian power-sensitive theory of social action. We could reveal several inner- and inter-group practices at the work team level and compile underlying habitual schemes and group identity issues that might jeopardize successful BDA adoption. With our study, we contribute to research in group construction in organizations during digitalization and organizational change by providing insights into the group dynamics and competition for power during the BDA adoption phase. Thereby, we raise awareness for the interrelation of organizational arrangements with these social occurrences. Our results also offer contact points for organizations regarding change management strategies and organizational arrangements.
Rethinking organizational identities: The role of identity work and regulation in a merger integration process
Introduction In management research and theory, the concept of organizational identity is a widely explored topic and discussed in connection with a variety of organizational processes, such as employee engagement, strategic alignment and decision-making. It describes “[...] members’ collective, shared sense of who they are as an organization” (Corley & Gioia, 2004, p. 175), thus emphasizing the internal perspective of employees and their understanding of who they are and what differentiates them as a company (Clark et al., 2010, p. 397). In fact, group formation with reference to a shared self-image can lead to the emergence of organizational identities that promote teamwork but may also result in the exclusion of individuals or even groups of people and thus hinder successful cooperation. As existing research has shown, organizational identities – either intentionally created through corporate management practice or generically grown as part of everyday work, or a mixture of both – may change when put under pressure from the outside, for example through market adaptations, or internally, through reorganization and restructuring (cf. Brown, 2019). A specific case of organizational identity change is mergers and acquisitions where established concepts of corporate identity are called into question and new corporate values may be adopted. In fact, conflicts around distinct group identities and related work practices frequently permeate post-merger companies, often resulting from managerial “pressures for sameness” (Langley et al., 2012, p. 137), that is, the managerial effort to install a consistent organizational identity in the company after the merger. Such managerial measures are described as “identity regulation” so as to underline the exercise of control that is related to the induction of, for instance, corporate values, compliance guidelines or ideal worker norms (Alvesson & Willmott, 2002, p. 625). In fact, by determining the existing and regulating narratives, company management normatively defines employees’ self-images, their sense of purpose together with their feelings towards and identification with the company. This paper explores these dynamics through an in-depth analysis of identity work, regulation, and resistance within a recently merged telecommunications company in Austria, referred to here as Telecompany-X. The study is guided by three main research questions: How do employees in a post-merger company navigate the tension between their historical corporate identities and the newly imposed corporate identity? How do managerial attempts to regulate identity shape the experiences and responses of employees? What role do pre-existing identities play in the process of merger integration? As will be shown, by analyzing how employees orient to their former corporate identities – referred to here as the "black" and "green" worlds – and how these orientations influence their experiences of the merger, this study contributes to a deeper understanding of the challenges and opportunities that arise in relation to organizational identities in the aftermath of a merger. In the following, I sketch the theoretical as well as methodological approach of the study (2.) and briefly explain its findings (3.). The abstract concludes with a summary of the paper’s contribution to management research and discourse on organizational identity (4.). Theoretical and methodological approach In the field of management and organization studies, the concept that merging companies are inherently different and that these differences present significant obstacles is well-established. This perspective often frames the challenges faced by post-merger companies as conflicts between two distinct and homogeneous groups with unique work routines, values, and management styles. However, scholars suggest that such framings may oversimplify the complexities of merger processes, potentially limiting the ability to fully understand and navigate them (Riad, 2005). In fact, this study refers to theories of practice to offer a fresh perspective on merger processes, focusing on moments of connection and integration within the organization. As these approaches emphasize, knowledge is not merely cognitive or discursive but is embodied and shared with artifacts (Reckwitz, 2003, p. 289; see also Schatzki, 2010). Furthermore, they do not foreground shared norms and values but “cognitive-symbolic structures” (Reckwitz, 2002b, p. 246) that serve as a collective way of making sense of the world. These structures are part of sociomaterial practices that inform social action without dictating a rigid “cultural superstructure” (Reckwitz, 2002a, p. 213; see also Desmond, 2014, p. 562). As can be seen, theories of practice highlight the hybrid nature of organizational practices (Schatzki, 2005, 2006). This approach allows for an understanding of the post-merger company as a composite formation, where practices may combine elements from both predecessor companies. Doing so, it offers a more nuanced understanding of culture in post-merger integration, challenging the notion that cultural homogenization is necessary for success. In this manner, it assumes that existing work practices may inherently reference the pre-merger differences, and that successful collaboration in the merged entity does not require erasing these distinctions. The methodological approach of this study involved a qualitative analysis of internal communications, interviews with employees across various departments, and observations of workplace interactions within Telecompany-X. This approach allowed for an in-depth exploration of how employees oriented themselves toward their former company identities (the black and green worlds) and how these orientations influenced their experiences and responses to the merger. By following this approach, the study attends to how employees in different departments make sense of the merger and the managerial desire for coherence. The concept of sensemaking describes organizational members’ attempt to (retrospectively) grasp the ongoing of activities happening in the organization (Weick, 1993, p. 635; see also Weick & Roberts, 1993). As Weick and colleagues outline, sensemaking is a collective process that happens when taking part in interrelated and coordinated activities. As research has shown, identity work occurs increasingly in cases of managerial identity regulation, that is, in the context of efforts to implement and prescribe a new company identity to staff members. As will become apparent, the ways in which employees make sense of the merger can be described as forms of organizational “identity work” (Brown, 2015, p. 23); identity work refers to the ongoing process through which individuals construct and negotiate their sense of self and who they are as part of the organization they work for and identify with. Thus, employees’ continuous identity work points to the strategies and practices used by management to establish a new company identity in Telecompany-X. By using these frameworks, the study shows how employees make sense of the merger and the managerial desire for coherence by analyzing the narratives and (post-)merger controversies but also everyday work routines in the company. Findings The results of the study show that the company is permeated by ongoing identity work and regulation of both employees and management. That is, we learn that company management has set up an internal communications campaign that resorts to measures of culture management, in particular corporate and internal branding, in order to wipe out the ‘old’ company brands and identities (cf. Löhndorf & Diamantopoulos, 2014; Punjaisri & Wilson, 2007). Employees make sense of these efforts by resorting to mainly two strategies: First, they narrate and thereby uphold and manifest the two companies’ differences and, secondly, normatively describe and request the unity of the company by overlooking former differences, respectively by downplaying them as a natural fact. In this manner, both strategies almost echoed the managerial desire of coherence, as a form of resistance to or as adopting the wish of a unified, coherent company. Another narrative emerged among a group of employees that were not very much affected by reorganization after the merger. These technicians downplayed or outright denied the significance of the two former companies, aligning themselves with the managerial vision of a cohesive organization. This raises further questions about what motivates some employees to align with the managerial vision while others resist, and how these differing responses call for different interventions. However, during my workplace visits, I also experienced how employees continued using old software tools related to the previously separate companies. Also, the mentioning of the former two companies and the differentiation between black and green worlds allowed them to navigate the (sometimes) unfamiliar and new work routines in the merged company. In this manner, referring to the former identities became a shared point of reference for employees as part of their everyday work. These dynamics underline the complex role that pre-existing identities play in the practical navigation of work processes in the post-merger company. Contribution Altogether, by highlighting the importance of both previous company identities for everyday work, my analysis departs from the dominant understanding in management and organizational studies which views the persistence of previous identities as a problem to be eliminated. That is, the study questions the managerial idea of simply erasing the former, historically grown company identities through methods of culture management, in particular internal and corporate branding, and points at the limits the design of corporate cultures and identities may face. Instead, it emphasizes the integration potential of orienting to the former two companies as shared points of reference that may facilitate the integration of work routines and procedures in the new company. Thus, the study points to a possible downside of past managerial identity work and regulation: it obstructs the development of a new corporate identity, in particular through measures of culture management. In fact, the managerial attempt to erase these identities overlooked their constitutive role in the company’s history and for employees’ everyday work. Furthermore, research in organization and management studies suggest that a transitional identity, one that is ambiguous and provisional, might help mitigate resistance by providing a flexible framework around which employees could coalesce, facilitating a more gradual and less confrontational process of identity change (Clark et al., 2010; Corley & Gioia, 2004). Such an approach allows employees to engage with the new identity at their own pace and gives management the opportunity to frame the merger as a strategic opportunity. Also, the case of Telecompany-X highlights the crucial role that spatial and departmental contexts play in shaping identity work during a merger. Technicians in the Operations Support System (OSS) department, who experienced minimal changes in their daily routines and team composition, were less affected by the merger than employees in the headquarters. Apparently, this made them more receptive to the managerial narrative of company coherence. This observation aligns with research that underscores how spatial circumstances and everyday work practices significantly influence identity regulation and the dynamics of identity work. Altogether, the paper challenges the notion that a post-merger company is only successful when former identities are completely erased, or cultures fully merged. In fact, striving for a homogenous company risks losing valuable local cultures and knowledge essential to specific departments or groups. Furthermore, the paper shows that disparate organizational identities may also serve as shared reference points and may initiate a discussion on, for instance, valuable working conditions and work practices in the new company. References: Alvesson, M., & Willmott, H. (2002). Identity Regulation as Organizational Control: Producing the Appropriate Individual. Journal of Management Studies, 39(5), 619–644. https://doi.org/10.1111/1467-6486.00305 Brown, A. D. (2015). Identities and Identity Work in Organizations. International Journal of Management Reviews, 17(1), 20–40. https://doi.org/10.1111/ijmr.12035 Brown, A. D. (2019). Identities in Organization Studies. Organization Studies, 40(1), 7–22. https://doi.org/10.1177/0170840618765014 Clark, S. M., Gioia, D. A., Ketchen, D. J., & Thomas, J. B. (2010). Transitional Identity as a Facilitator of Organizational Identity Change during a Merger. Administrative Science Quarterly, 55(3), 397–438. https://doi.org/10.2189/asqu.2010.55.3.397 Corley, K. G., & Gioia, D. A. (2004). Identity Ambiguity and Change in the Wake of a Corporate Spin-off. Administrative Science Quarterly, 49(2), 173–208. https://doi.org/10.2307/4131471 Desmond, M. (2014). Relational ethnography. Theory and Society, 43(5), 547–579. https://doi.org/10.1007/s11186-014-9232-5 Langley, A., Golden-Biddle, K., Reay, T., Denis, J.-L., Hébert, Y., Lamothe, L., & Gervais, J. (2012). Identity Struggles in Merging Organizations: Renegotiating the Sameness–Difference Dialectic. The Journal of Applied Behavioral Science, 48(2), 135–167. https://doi.org/10.1177/0021886312438857 Löhndorf, B., & Diamantopoulos, A. (2014). Internal Branding: Social Identity and Social Exchange Perspectives on Turning Employees into Brand Champions. Journal of Service Research, 17(3), 310–325. https://doi.org/10.1177/1094670514522098 Punjaisri, K., & Wilson, A. (2007). The role of internal branding in the delivery of employee brand promise. Journal of Brand Management, 15(1), 57–70. https://doi.org/10.1057/palgrave.bm.2550110 Reckwitz, A. (2002a). The Status of the “Material” in Theories of Culture: From “Social Structure” to “Artefacts.” Journal for the Theory of Social Behaviour, 32(2), 195–217. https://doi.org/10.1111/1468-5914.00183 Reckwitz, A. (2002b). Toward a Theory of Social Practices: A Development in Culturalist Theorizing. European Journal of Social Theory, 5(2), 243–263. https://doi.org/10.1177/13684310222225432 Reckwitz, A. (2003). Grundelemente einer Theorie sozialer Praktiken / Basic Elements of a Theory of Social Practices: Eine sozialtheoretische Perspektive / A Perspective in Social Theory. Zeitschrift für Soziologie, 32(4), 282–301. https://doi.org/10.1515/zfsoz-2003-0401 Riad, S. (2005). The Power of “Organizational Culture” as a Discursive Formation in Merger Integration. Organization Studies, 26(10), 1529–1554. https://doi.org/10.1177/0170840605057072 Schatzki, T. R. (2005). Peripheral Vision: The Sites of Organizations. Organization Studies, 26(3), 465–484. https://doi.org/10.1177/0170840605050876 Schatzki, T. R. (2006). On Organizations as they Happen. Organization Studies, 27(12), 1863–1873. https://doi.org/10.1177/0170840606071942 Schatzki, T. R. (2010). Materiality and Social Life. Nature and Culture, 5(2), 123–149. https://doi.org/10.3167/nc.2010.050202 Weick, K. E. (1993). The Collapse of Sensemaking in Organizations: The Mann Gulch Disaster. Administrative Science Quarterly, 38(4), 628–652. https://doi.org/10.2307/2393339 Weick, K. E., & Roberts, K. H. (1993). Collective Mind in Organizations: Heedful Interrelating on Flight Decks. Administrative Science Quarterly, 38(3), 357–381. https://doi.org/10.2307/2393372
New Employees - New Organisation? On Start-ups as Sites of Creolisation
Submitted document is extended abstract as per guidelines in CfP
Uncertainty about the organisational identity? Constructing belonging and not-belonging in civil society organisations
Civil society organisations (cso) are of central importance for democracy and society. They are characterized by their mediating role between individuals and the state. Cso fulfil various social functions as service providers, special interest groups and in creating opportunities for social participation (Priller and Zimmer 2003: 105; Baykara-Krumme et al. 2022: 10). That means: In being committed for so called “special interests” for example for the rights of workers or LGBTIQ-interests, civil society organisations have a great significance for the society as a whole. But organisations cannot be conceptualized as homogenous themselves, there exist groups within like people with migration biographies and their descendants, women, senior citizen, people with disabilities etc. A civil society organisation which is framed as “special interest” organisation – how can the relationship between groups within be described? How is organisational belonging and not-belonging discursively constructed? And what effects on the construction of the organisational culture and identity can be stated in these processes of internal group differentiation? We analyse these questions on the basis of debates, ethnographic fieldwork and guided interviews with officials and volunteers of the German civil society organisation ver.di (Vereinte Dienstleistungsgewerkschaft), which were gathered in the research project “ZOMiDi – Civil Society Organisations and the challenges of migration and diversity”, realized at the Humboldt University of Berlin. Our data show: The demands of groups within the organisation for more representation and participation also generate resistance within the organisation (see also Lohmer/ Möller 2019). The resistance is due to the fact that changes to the organisational culture or even the organisational identity could become necessary in the future.
The purpose of this study is to identify the relation and fluidity between micro-level, interpersonal discrimination and institutionalized discrimination in professional, organizational settings, through the gaze of an international employee at a large Danish company. I retrace the multi-layered victimization of an international employee as she reports mistreatment and misbehavior of employees to management using a formally established whistleblowing function.
The Ambivalence of Ingroup Identification Among Police Employees: Authoritarianism and Fairness
This study examines the social mechanisms that contribute to a dysfunctional police culture(cop culture), focusing on ingroup identity, perceived fairness, and deprivation. Drawing on the social identity approach (Tajfel & Turner, 1979) and the link between authoritarianism and group identification (Duckitt, 1989), we study how police officers' sense of ingroup membership influences their authoritarian attitudes. We examine how perceptions of organizational fairness – in terms of promotion opportunities, resource allocation, participation rights, and treatment by management influence these tendencies. In addition, we examine the impact of perceived deprivation, where officers feel they have less than they deserve in terms of income, prestige, career opportunities, and management roles. This research aligns with the Call for Papers (CfP) on group identities within organizational contexts, which addresses how ingroup dynamics and perceived fairness within the police force shape authoritarian attitudes. By understanding these relationships, we aim to provide insights that will inform interventions to promote a more just, fair, and democratic police culture.
The role of transformational leadership in coping with followers’ technostress. A quantitative analysis
This study investigates the relationship between transformational leadership and digital work-related stressors and emotional exhaustion among 952 German followers regularly utilizing information and communication technology (ICT). Using structural equation modeling, we examine the influence of transformational leadership within the framework of the transaction-based model of stress and coping, identifying a dual impact of transformational leadership, amplifying perceived techno-stressors while also representing a valuable resource for followers in coping with these stressors. The findings offer practical insights for organizations navigating the interplay between leadership, technology, and followers’ well-being. Notably, recovery and techno-stressors emerge as competitive mediators in transformational leadership’s relationship with emotional exhaustion.
Digital Natives and Signaling in Employment Interviews: An Inquiry into the Acceptance and Perceived Fairness of Different Interview Modes
The paper investigates the signaling behavior of digital natives in employment interviews and analyses how applicant reactions differ in face-to-face versus video-mediated contexts. The social presence within the interview setting and the possibility to employ impression management tactics are of particular interest to understand the subjective acceptance and perceived fairness of the two types of selection procedures. The analyses of novel primary data from a German survey with 513 valid responses reveals that digital natives, similar to older applicants, appreciate signaling to lower information asymmetries. Regardless of interview mode, social presence and impression management are strong positive drivers of acceptance and perceived fairness. While members of the generational cohort still accept face-to-face interviews more than those mediated by videoconferencing technology, they perceive the former as less fair. This result, which may be explained by the specific characteristics of digital natives, contradicts the findings of studies that have investigated preceding generations. Hence, the paper complements the literature on applicant reactions by focusing on two younger generational cohorts, namely Generation Y and Z. Furthermore, the adoption of the signaling framework in this context reveals that the beneficial effects of signaling may stand vis-à-vis feelings of unfairness, which can be interpreted as additional psychological costs that are driven by moral considerations.
Performing managerial functions during the Covid-19 crisis: A systematic literature review
Managing businesses during the Covid-19 era was very challenging, mainly due to constant changes. Managers' experiences gained from these types of crises should be shared to be more prepared in case it happens again. The aim of this article is to research current literature to find out what changes in the performance of managerial functions were observed during the Covid-19 crisis. A systematic literature review was performed in the Web of Science (WoS) database to summarise findings on this topic. Eventually, only 18 publications were analysed (which indicated a significant research gap). Most of the identified changes were related to the function of leading (e.g., the necessity to motivate and communicate more clearly, as well as to support employees to adapt to remote working). In organising, managers faced problems regarding the shortage of employees, constant reorganisation, and the issues accompanying remote working. Planning in the Covid era was very challenging, but not many research papers dealt with it, same as with controlling. At the time of writing this article, no publication (on WoS) directly studied the changes in management functions due to the Covid-19 crisis. This article bridges the identified research gap by summarising the changes identified from the existing research and suggests the necessity of the research in this area.
Digitalization of Labor and Delusion of Freedom: A Philosophical Inquiry into Work and Leisure Time in Flexible Work Arrangements
This paper delves into the philosophical inquiry of how the digitization of labor and flexible work arrangements impact individuals' freedom in the digital age. Specifically, it will examine how the digital realm affects productivity and leisure activities in two aspects: First, the widespread use of technology and the uptrend of remote working have made labor performance measurable. Workers in various sectors now have access to real-time data and information, which enables them to achieve multiple tasks in their work. Second, leisure time has become a part of the workforce. Flexible work arrangements and remote work organizations using technology have resulted in a notable disconnection between workers and their personal lives, causing a sense of alienation towards labor. While flexible working arrangements increase work quality and improve an individual's private life, flexibility in the workforce can blur the border between work and leisure time. It is essential to thoroughly examine the advantages and disadvantages of flexible work arrangements, specifically remote work, as well as the impact of digitalization on the workforce. Additionally, philosophical considerations regarding this issue are crucial.