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This conceptual paper presents an analysis of the potential contribution of the leadership-as-practice (L-A-P) perspective to crisis leadership research. There are three research avenues through which the L-A-P view can especially contribute to the crisis leadership literature: (1) interpreting crisis leadership as a collectively social, continuously evolving practice; (2) studying the dynamic and complex interrelationship between routines and improvisation in crisis leadership; and (3) mapping the evolving learning process embedded in crisis leadership. These three aspects also have practical relevance for managers and employees in their encounters with the crisis situations they face. [ABSTRACT FROM AUTHOR]

This paper explores the role of history and agency in new institutional theory (NIT). The themes of history and agency in NIT are examined through a case study of the use of rhetorical strategies in introducing Medicare in the United States (U.S.). The study is empirically grounded in archival research, involving an analysis of over 9,590 pages of congressional hearings on Medicare covering the period 1958-1965. In the process, the paper contributes to three major debates: the historic turn in management and organization studies (MOS); NIT and agency; and rhetoric and organizational legitimacy. [ABSTRACT FROM AUTHOR]

Maintenance of institutional logics under societal challenges and crises is a process involving various actors at different analytical levels. It is also a process closely shaped by the use of rhetoric, particularly when these logics face the pressure of challenging ideas and practices. Our study extends previous research on these issues by examining how maintenance of an institutional logic providing meaning and guidance for organization-level activities becomes formatively embedded in and interlinked with rhetorical language enacted on field and governmental levels of the societal system. Based on unique historical evidence on maintenance of work rationalization logic over multiple decades in Finland, we demonstrate how the meaningfulness and eventual effects of the rhetoric enacted to maintain the logic challenged at the organizational level are conditioned by related rhetoric enacted to tackle or address the same challenge on the field and governmental levels. Our emergent theorization explicates three inter-level rhetorical mechanisms--selective value-backing, buffering, and translation--that capture how this embeddedness materializes in logic maintenance. [ABSTRACT FROM AUTHOR]

A significant degree of confusion regarding the relationship between human resources management (HRM) and corporate social responsibility (CSR) persists in research and practice. Drawing on sustainability reports of large European companies, we examine how HRM's role is presented in connection to CSR. The links between sustainable HRM and CSR are scarce but exist. Our analysis makes three contributions. First, HRM fulfills its CSR role toward employees as internal stakeholders through implementing standard human resources (HR) practices that ensure employee employability, safety, health, and wellbeing without playing a strategic role in CSR. Second, employees are seen as objects of CSR activities rather than active subjects. Third, the CSR--HRM relation is ad hoc and unsystematic; the system-level integration of CSR and HRM remains obscure; and the incorporation of CSR and sustainable HRM does not take place. We suggest that sustainable HRM characteristics would allow HRM to play a more active role in the development and implementation of CSR strategies. Sustainable HRM characteristics could elevate the role of HRM and different HR activities toward a more substantial and strategic role in CSR that is more externally orientated. We call for more empirical research on CSR strategy--sustainable HRM linkage. [ABSTRACT FROM AUTHOR]

Applying a narrative approach, this paper examines the intra- organisational consumption of management ideas through the lens of managerial identity work. Drawing on the co-consumption and managerial identity work literatures, we ask the following: how do top managers practice identity work amidst the co-consumption of new management ideas in their organisations? We conducted 35 semi- structured interviews with the top managers of four multinational corporations (MNCs) and collected archival material, including personnel magazines and annual reports of the MNCs. Based on our analysis, we formed three complementing narratives through which the top managers practised managerial identity work when consuming new management ideas, namely, stability, depreciation and disguise. Further, by examining how managers position themselves in the narratives, we expand the existing literature on co-consumption. We postulate that the personal growth stories of the top managers are entwined with the co-consumption of management ideas. Our findings have wider relevance for how we understand the role of managerial identity work in the co-consumption of management ideas, which has not been addressed in previous research. Keywords: co-consumption, managerial identity work, management ideas, narrative approach, top managers [ABSTRACT FROM AUTHOR]

In this paper, we extend Bowen and Ostroff's (2004, 2016) model by identifying organisation-specific emergent factors that support the formation of climate consensus. We explore how the HRM process is perceived, how emergent factors shape these perceptions and how the climate consensus is formed thereby. Previous researchers have provided little knowledge about whether emergent factors override the HRM process and replace it in building climate consensus, or whether the HRM process negates the emergent factors. In this study, we illustrate how the HRM process and emergent factors construct individual perceptions that support or hinder the formation of climate consensus. This approach is relevant, as little is known about the interplay between perceived HRM and emergent factors in the formation of climate consensus. We also take part in the recent HRM performance discussion in which employee perceptions are the centre of attention. We conducted 15 semi-structured interviews in two recently reorganised case organisations operating in the field of IT services and collected material, including information about their HRM systems. We also recorded out observations whilst visiting the organisations. Our results reveal that certain emergent factors can override the HRM process; further, these emergent factors shape the perceptions of the HRM process. [ABSTRACT FROM AUTHOR]

Ideology is a core concept in the social sciences and, in management, has long been deployed to highlight the political and embedded nature of management ideas and practices. We provide an overview, classification and evaluation of the meanings and use of ideology in the field of management studies. This is based on a review of 169 peer-reviewed empirical and theoretical articles and 41 related books published between 1956 and 2015. We find seven dominant views of ideology in management studies and connect them to different broader social science conceptualizations of ideology as: (1) domination; (2) legitimation; (3) a way of describing and explaining; (4) social integration; (5) a normative logic; (6) an object of critique; and (7) a fantasy structuring social reality. In doing so, we draw attention to the variety of contributions of ideology to understanding management and organisations and conclude by outlining its continuing relevance and avenues for future research. [ABSTRACT FROM AUTHOR]

Purpose - This study examines CEOs' work-related motivational experiences and how these experiences range during their careers on the continuum from amotivation to intrinsic motivation. Design/methodology/approach - Interview study of twenty CEOs. The self-determination theory (SDT) framework was operationalized in a qualitative research setting and CEOs' work event-related cognitive and affective experiences were analysed using this framework. Findings - The CEOs drew mainly on autonomous motivation based on identified and integrated regulation, which characterized their experience while studying and in the early phases of their careers. Most amotivation experiences were related to the mid-phase of careers. The late phases of careers were characterized by integrated regulation. Originality/value - The study extends the use of SDT to corporate top managers, specifically CEOs. It shows how, according to their own retrospective accounts, the quality of motivation changed throughout the CEOs careers. The study advances SDT theory by providing a framework for the qualitative analysis of both cognitive and affective aspects of motivation, which can be used in further studies by including both aspects in data collection methods such as survey questions. To date, most surveys have used cognitive definitions to measure amotivation and external types of motivation, and affectively tuned definitions when evaluating autonomous types of motivation. The use of both across the whole continuum of the motivation range is suggested here. Keywords: CEOs, motivation, self-determination theory, career event, qualitative study, autonomous motivation, extrinsic motivation, amotivation Paper type - Research paper [ABSTRACT FROM AUTHOR]

Until recently, studies of translation have primarily focused on how and why ideas circulate rather than what types of ideas circulate and how ideas change during circulation. We explore the concepts of ideology that circulate in the field of management studies and how they have changed. We perform a review of 135 peer-reviewed empirical and theoretical articles published between 1956 and 2014. We also read 39 books on the topic. We investigate how central conceptualisations of ideology in the social sciences have been translated into concepts of managerial ideology in the field of management studies since 1956 by examining the role of three editing processes in translating the concept of ideology from the social sciences to management studies. We find five dominant translations of ideology within management studies: 1) ideology translated as domination and control, 2) ideology translated as legitimation, 3) ideology translated as describing and explaining the world, 4) ideology translated as cohesiveness/social integration, and 5) ideology translated as a normative logic. We also identify a trend towards hybridising the logics of ideology translation. We argue that abandoning the classics constitutes de-contextualisation. We also find extensive relabeling. The five rules of logic manifest not as continuous processes of reformulation but rather as structural, as they are largely stable over time. As an 'imitated prototype', the concept of ideology in management studies has not been continuously reinterpreted and reformulated. We conclude that more research on conceptual translation is needed. [ABSTRACT FROM AUTHOR]

This paper examines institutional work on national level translation of management ideas. We studied institutional work in translation of Human Relations and Scientific Management in Finland 1917-1979. We examined Finnish government platforms (n=61), management magazines from the years 1917-1979 (n=177) and the histories of labour unions. Our study indicates the importance of political institutional work and shows that strong political work on one management model prevents the institutionalization of other models, and hence illustrates the importance of political work in both creation and maintenance phases of the institutionalization of a management model. It also seems that in the Finnish case the 'theorisation' of Human Relations was not clear or internationally grounded, unlike in the case of Scientific Management, and this in part resulted in the weak institutionalization of Human Relations. We believe that a joint examination of the concepts of translation and institutional work enable us to further understand why a certain idea is adopted in a particular way in a particular context. The study also contributes to the understanding of mimicry, which uses existing patterns of action - in this case, rationalization - in order to articulate and legitimize new model of management; and relabeling, as the ideas of Human Relations were often introduced in the language of Scientific Management. Key words: institutional work; translation, Scandinavian Institutionalism, Human Relations, Scientific Management, Finland. [ABSTRACT FROM AUTHOR]

In this paper we conduct a critical reading of the European Union's social innovation (EUSI) policy discourse. We argue that social innovation has become a prominent element of European policy discourses and can be seen as a key component in an emerging hegemonic project. We therefore engage in a problematization of EUSI policy. Inspired by a governmentality perspective and Howarth's framework for critical policy studies (2010) we examine the social, political, ideological, ethical and economic logics in three EUSI policy documents. Our contribution lies in (1) our problematization and critical study of social innovation policy discourse in the EU context; and (2) our expansion of Howarth's framework with two additional logics that are at play in policy discourse: ethical logics and economic logics. The distinction between ideological and ethical logics helps us to expose how EUSI discourse is meant to grip subjects through both the fantasmatic promise of a win-win-win and the ethical injunction of responsibilization. The addition of economic logics helps us to reflect on the further incorporation of the social into the economy, as the economic valuation of social and environmental impacts becomes a key part of the vision for the future of the EU. [ABSTRACT FROM AUTHOR]

This paper examines the political institutional work behind Human Relations in Finland. We examine whether the paradigm had political support in Finland in 1917-1979 by analysing government platforms, management magazines and the histories of labour unions. We found that political institutional work behind the ideas of Human Relations was scarce, and that the actors promoting it worked disconnectedly. Meanwhile, rationalization was strongly supported by governments, labour unions and other institutions, particularly after WWII, when it was described as an essential means for the nation's recovery. The ideas of Human Relations were actually often introduced as part of the rationalization movement, which contributed to the dominance of rationalization in Finland. The paper shows how the lack of political institutional work results in the weak institutionalization of management ideas. Our study also indicates that strong political work on one management paradigm may prevent the institutionalization of another paradigm, and hence illustrates the importance of political work in both the creation and maintenance phases of the institutionalization of a management idea. Finally, the study contributes to the understanding of mimicry, which upholds a particular management paradigm, while at the same time to some extent neglecting the adoption of other paradigms. [ABSTRACT FROM AUTHOR]

The paper explores the way in which the managerial ideology of market rationalism as conceptualized by Kunda and Ailon-Souday (2005) is characteristic of the way top Finnish managers in global metal and forestry corporations perceive their roles and organizations. We conducted an exploratory qualitative study consisting of 35 interviews in order to discover whether market rationalism emerged as a contemporary management paradigm in the perceptions of top managers. In particular, we explore here how the ideological and technological features of market rationalism are discussed by these top managers, and how they use its rhetoric. Our findings substantiate the ideas of market rationalism as put forward by Kunda and Ailon-Souday (2005); they provide initial empirical support for this alleged management paradigm, as well as some critique. In theoretical terms, market rationalism seems to fit rather well into Guillén's (1994) paradigm categorization and in this respect it could be seen as a management paradigm. The notion of exploring the internalization of a managerial ideology centered in the US among managers in a different country is also relevant to our paper. In the Finnish context market rationalism builds on historically strong rational management discourse, since taylorism, system rationalism and strategic management have been the most influential management ideas in 20thand 21st-century Finland. Keywords: Market rationalism, management paradigms, management adoption, management dissemination, internationalization of management ideas, Finland. [ABSTRACT FROM AUTHOR]

Over the past decades, researchers have accumulated an impressive body of knowledge about the factors that facilitate innovation; still, relatively little is known about the influence of human resource management (HRM) on innovation. In this paper, we review HRM literature that examines the effect of bundled or specific human resource management practices on innovation, as well as the possible moderators and mediators in these relationships. We then identify seven specific issues and themes that emerge from this literature, which allow us to propose directions for further research and theory development. In addition, we discuss the managerial implications arising from the existing literature and derive from these some recommendations for practitioners. [ABSTRACT FROM AUTHOR]