This manifesto presents 10 recommendations for a sustainable future for the field of Work and Organizational Psychology. The manifesto is the result of an emerging movement around the Future of WOP (see www.futureofwop.com), which aims to bring together WOP-scholars committed to actively contribute to building a better future for our field. Our recommendations are intended to support both individuals and collectives to become actively engaged in co-creating the future of WOP together with us. Therefore, this manifesto is open and never “finished.” It should continuously evolve, based on an ongoing debate around our professional values and behavior. This manifesto is meant, first of all, for ourselves as an academic community. Furthermore, it is also important for managers, decision makers, and other stakeholders and interested parties, such as students, governments and organizations, as we envision what the future of WOP could look like, and it is only through our collective efforts that we will be able to realize a sustainable future for all of us.
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The external expectations of organizational accountability force organizational leaders to find solutions and answers in organizational (and information) governance to assuage the feelings of doubt and unease about the behaviour of the organization and its employees that continuously seem to be expressed in the organizational environment. Organizational leaders have to align the interests of their share– and stakeholders in finding a balance between performance and accountability, individual and collective ethical approaches, and business ethics based on compliance, based on integrity, or both. They have to integrate accountability in organizational governance based on a strategy that defines boundaries for rules and routines. They need to define authority structures and find ways to control the behaviour of their employees, without being very restrictive and coercive. They have to implement accountability structures in organizational interactions that are extremely complex, nonlinear, and dynamic, in which (mostly informal) relational networks of employees traverse formal structures. Formal processes, rules, and regulations, used for control and compliance, cannot handle such environments, continuously in ‘social flux’, unpredictable, unstable, and (largely) unmanageable. It is a challenging task that asks exceptional management skills from organizational leaders. The external expectations of accountability cannot be neglected, even if it is not always clear what is exactly meant with that concept. Why is this (very old) concept still of importance for modern organizations?In this book, organizational governance, information governance, and accountability are the core subjects, just like the relationship between them. A framework is presented of twelve manifestations of organizational accountability the every organization had to deal with. An approach is introduced for strategically govern organizational accountability with three components: behaviour, accountability, and external assessments. The core propositions in this book are that without paying strategic attention to the behaviour of employees and managers and to information governance and management, it will be extremely difficult for organizational leaders to find a balance between the two objectives of organizational governance: performance and accountability.
In this multi-study paper, we integrate Social Exchange Theory and the discretionary workplace behavior literature. Specifically, we posit that by breaching their psychological contract (PC) obligations, organizations may trigger negative reciprocity, which in turn may increase deviant behavior. Moreover, we posit that by fulfilling their legitimately PC obligations, organizations may trigger positive reciprocity, which in turn may increase unethical pro-organizational behavior. Across two studies (3-wave field study with traditional breach measure and 2-wave field study with expanded breach measure and polynomial regression), we found repeated evidence for our hypotheses. Specifically, we found that PC breach (Study 1) and PC under-fulfillment (Study 2) are positively related to the enactment of organizational deviance via negative reciprocity. Furthermore, we found that PC fulfillment (Study 1) and high absolute levels of PC fulfillment (Study 2) are positively related to unethical pro-organizational behavior via positive reciprocity. Implications for theory and practice are discussed.
This research is dedicated to the study of marketing opportunities and consumer behavior, as well as the impact of technology on marketing relationships (eg, interorganizational, company-consumer). It is also in its interest to explore the form and nature of the entrepreneurial phenomenon beyond the contexts in which it can occur. A sub-area of specialization that has been deserving special interest is that of entrepreneurial skills. Another area of commitment is related to information systems and information technology with decision support in organizations.Partners: CAPES Conselho Nacional de Desenvolvimento Científico e Tecnológico (Brazil), Federal University of Pernambuco (Brazil)
Performance feedback is an important mechanism of adaptation in learning theories, as it provides one of the motivations for organizations to learn (Pettit, Crossan, and Vera 2017). Embedded in the behavioral theory of the firm, organizational learning from performance feedback predicts the probability for organizations to change with an emphasis on organizational aspirations, which serve as a threshold against which absolute performance is evaluated (Cyert and March 1963; Greve 2003). It postulates that performance becomes a ‘problem’, or the trigger to search for alternative procedures, strategies, products and behaviors, when performance is below that threshold. This search is known as problemistic search. Missing from this body of research, is empirically grounded understanding if the characteristics of performance feedback over time matter for the triggering function of the feedback. I explore this gap. This investigation adds temporality as a dimension of the performance feedback concept guided by a worldview of ongoing change and flux where conditions and choices are not given, but made relevant by actors and enacted upon (Tsoukas and Chia 2002). The general aim of the study is to complement the current knowledge of performance feedback as a trigger for problemistic search with an explicit process temporal approach. The main question guiding this project is how temporal patterns of performance feedback influence organizational change, which I answer in four chapters, each zooming into one sub-question.First, I focus on the temporal order of performance feedback by examining performance feedback and change sequences organizations go through. In this section time is under study and the goal is to explore how feedback patterns have evolved over time, just as the change states organizations pass through. Second, I focus on the plurality of performance feedback by investigating performance feedback from multiple aspiration levels (i.e. multiple qualitatively different metrics and multiple reference points) and how over time clusters of performance feedback sequences have evolved. Next, I look into the rate and scope of change relative to performance feedback sequences and add an element of signal strength to the feedback. In the last chapter, time is a predictor (in the sequences), and, it is under study (in the timing of responses). I focus on the timing of organizational responses in relation to performance feedback sequences of multiple metrics and reference points.In sum, all chapters are guided by the timing problem of performance feedback, meaning that performance feedback does not come ‘available’ at a single point in time. Similarly to stones with unequal weight dropped in the river, performance feedback with different strength comes available at multiple points in time and it is plausible that sometimes it is considered by decision-makers as problematic and sometimes it is not, because of the sequence it is part of. Overall, the investigation is grounded in the general principles of organizational learning from performance feedback, and the concept of time as duration, sequences and timing, with a focus on specification of when things happen. The context of the study is universities of applied sciences and hotels in The Netherlands. Project partner: Tilburg University, School of Social and Behavioral Sciences, Department of Organization Studies
