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In this paper, we propose that current technological trends in organizational and work environments necessitate a new perspective on organizational control. While we have witnessed dramatic shifts in, and a massive transformation of, organizational and work life since the beginning of the 21st century, our theories and frameworks focused on organizational control have not undergone corresponding updates. This has both preserved and masked limitations of traditional approaches to organizational control. Addressing these limitations, we provide a synthesis of the key assumptions and dimensions underlying existing organizational control research; theorize how current trends in technological and organizational environments require us to re-examine or even relax a number of assumptions underlying organizational control theory; and develop a novel set of propositions that help us advance a reconceptualization of organizational control for contemporary organizational realities. [ABSTRACT FROM AUTHOR]

Although the frequency with which organizations pursue seemingly impossible goals remains unknown, it seems clear from available research that such goals are used with some regularity. Because pursuing seemingly impossible goals, popularly known as stretch goals, carries substantial risks in addition to the potential for significant gains, we attempt to address important questions that have been left open in the limited empirical work to date. We first review results from a national survey assessing the incidence of stretch goal pursuit in organizations across multiple industries. We then present the results of two field studies: a multi-informant self-report survey of 182 units in a variety of different organizations, and a comparative case study of eight clinics within one healthcare organization. Both studies suggest that unabsorbed slack and strong performance in the recent past are requisite factors for improvements in learning and performance when pursuing stretch goals. The studies also highlight cognitive, affective, and behavorial mechanisms through which slack and recent performance seem to affect organizational outcomes. Our findings provide actionable insights in an area of study important for both scholarship and practice. Although typically negative for organizations, stretch goals can be positive in some contexts. [ABSTRACT FROM AUTHOR]

This panel discussion addresses a core ideological dichotomy and barrier to the dissemination of actionable, relevant, influential, and helpful managerial advice arising from our research. On one hand, we lament the research-practice divide and provide practical implications sections in many of our articles, presumably because we hold that our work does have practical implications. Yet this practice is not universal. Many practical implications are poorly written, pro forma, and/or not actionable. On the other hand, organizational scientists do not universally endorse the importance of practical implications in academic articles. Bartunek and Rynes (2010) stated that there is another divide among scholars themselves in the extent to which they view practical implications from our research as necessary or indicated. The goal of this panel symposium is to gather senior scholars to discuss and debate the purpose of the practical implications sections of journal articles. Why do we write them at all if practitioners are not reading them? We will debate 5 potential viewpoints. [ABSTRACT FROM AUTHOR]

Courage is important for individuals and organizations. It assists ethical behavior in the face of risks and challenges, but more than that it plays a role in individuals' interpersonal relationships and performance, as well as in the goal pursuit of people and organizations alike. The proposed symposium aims to advance theory and research of courage in organizations, extend prior definitions and explore its potential effects for individuals, relationships, groups and organizations. Beyond Moral Courage Presenter: Moran Anisman Razin; Duke U. Presenter: Sim B. Sitkin; Duke U. Presenter: Ronit Kark; Bar Ilan U. The Workplace Courage Acts Index (WCAI): Observations and Impact Presenter: Evan Bruno; U. of Virginia Presenter: James R. Detert; U. of Virginia Dispositional Courage Positively Predicts Leadership Perceptions Presenter: Pauline Schilpzand; Oregon State U. Presenter: Amir Erez; U. of Florida The Courage to Say Yes; The Courage to Say No: Courage as a Response to the Paradox of Stretch Goals Presenter: Sim B. Sitkin; Duke U. Presenter: Kelly E. See; U. of Colorado, Denver Presenter: C. Chet Miller; U. of Houston [ABSTRACT FROM AUTHOR]