Organizational Behavior

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Enterprise 2.0: The Dawn of Emergent Collaboration

Do we finally have the right technologies for knowledge work? Wikis, blogs, group-messaging software and the like can make a corporate intranet into a constantly changing structure built by distributed, autonomous peers — a collaborative platform that reflects the way work really gets done.



The Power of Moderation

Employees with deep motivation, strong commitment, unquestioned loyalty and widely shared values can have drawbacks. Much has been written about the upside of deep commitment, but employers need to be wary of workers who identify too much with the company. Overidentification, says the author, may lead to an ends-justifies-the-means outlook, unethical actions, substitution of personal needs for company goals and resentment when the company doesn't meet employees' expectations.



The Hidden Costs of Organizational Dishonesty

When companies act dishonestly, the psychological costs outweigh any short-term gains. Dishonesty ultimately decreases repeat business and increases worker turnover and employee theft. Degradation of a company's reputation, adverse effects on employee values and increased surveillance of workers through expensive new systems eat at an organization's health. The authors offer proof that honesty is still the best policy.



Rethinking the Knowledge-Based Organization

For “knowledge-based” to be more than a buzzword, managers must recognize that the concept has little to do with the kind of products they sell. Whether it‘s a cement maker like Holcim or a financial services company like CapitalOne, a company‘s knowledge base is predicated on how it uses knowledge to change processes, overcome traditional boundaries, set strategy, and create a corporate culture.


Escaping the Identity Trap

Organizations, like people, have essential natures defined by their formative experiences, their beliefs, their knowledge bases and their core competences. Attempts at change that are in conflict with this core identity are often doomed to failure. Managers can learn to recognize such conflicts and initiate identity change to make their companies more adaptive.

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