دانلود مقاله نظم و بی نظمی سازمانی پس از رسوایی
چکیده
مقدمه
ادبیات برگزیده
روش شناسی
یافته ها
بحث
مفاهیم و محدودیت های عملی
منابع
Abstract
Introduction
Selected Literature
Methodology
Findings
Discussion
Practical Implications and Limitations
References
چکیده
مقاله نشان می‌دهد که در پی انتشار رسانه‌ای منفی، خودتنظیمی سازمان‌ها تمایل به تقویت دارد. ما چنین انگیزه‌ای را از منظر پیامدهای روانی اجتماعی در اعتماد به نفس مدیران و سازمانی بررسی می‌کنیم. یک رویکرد تئوری زمینی از یافته‌های 27 رویداد مختلف که توسط مدیران سطح بالا از سازمان‌های بزرگ تجاری توضیح داده شده است، پشتیبانی می‌کند. شهادت آنها نشان می‌دهد که اپیزودهای رسوایی، زمانی که اتفاق می‌افتند، به دلیل تحقیر، پشیمانی، احساس گناه و ترس پس از واقعه، ردپای آسیبی را در آگاهی سازمانی و فردی به جای می‌گذارند. پارادایم اتکا و اعتماد به سازه های طراحی شده به شدت دگرگون شده است. به نوبه خود، جوی از خودتنظیمی بیش از حد، بهبودی از تجربه آسیب زا را توضیح می دهد. مرزهای جدید برای تعادل نظارتی که "منطقه اطمینان" نیز نامیده می شود، وجود دارد تا زمانی که تغییرات طراحی با سرزنش سازمانی ترکیب شود تا این تصور ایجاد شود که ایمنی شهرت به دست آمده است. ترس از بررسی های بعدی رسانه ها با درک امنیت اخلاقی مبتنی بر حاکمیت کاهش می یابد. در نتیجه، واکنش بیش از حد نظارتی شامل فرآیند بهبودی سازمان‌ها می‌شود که آنها از آسیب روانی اجتماعی ناشی از انتشار رسانه‌ای بهبود می‌یابند.
توجه! این متن ترجمه ماشینی بوده و توسط مترجمین ای ترجمه، ترجمه نشده است.
Abstract
The literature shows that, in the wake of negative media exposition, organizations’ self-regulation tends to be strengthened. We investigate such motivation from the perspective of the psychosocial consequences in executives’ and organizational self-confidence. A grounded-theory approach supports findings from 27 different events described by top-level executives from major publicly traded organizations. Their testimonies document that scandalous episodes, when they occur, leave a trauma footprint within the organizational and individual consciousness because of the perceived post-event humiliation, remorse, guilt, and fear. The paradigm of reliance and trust in the designed structures is severely altered. In turn, a climate of excessive self-regulation explains the recovery from the traumatic experience. New boundaries for regulatory balance, also called “the confidence zone,” exists until design changes coalesce with organizational blame to create the perception that reputational safety has been achieved. Fears of subsequent media scrutiny are mitigated by the perception of moral safety based on governance. Consequently, the over-regulatory response comprises the organizations’ healing process as they recover from the psychosocial trauma caused by media exposition.
Introduction
Media scandals that jeopardize the reputations of major corporations occur constantly. They may be directly caused by the corporations’ own actions or be triggered by external parties. Organizations often respond to scandals by making public announcements citing the strengthening of their governance environment (Chakravarthy et al. 2014; Zavyalova et al. 2012). The argument is buttressed by the assertion that corporate governance conforms to best practices, such as the framework articulated by bodies such as the Committee of Sponsoring Organizations (COSO 2013). Yet, the executives’ motivation for self-regulatory heightening and the forces behind this transformation as companies’ ofcials warrants analysis.
Findings
The central fnding in this study evidences that the efciency in the reputational recovery strategy after scandalous episodes is mediated by the emotional trauma perceived by executives, and how these infuences the self-regulatory organizational response. The traumatic experience from psychosocial factors echoes in their guilt and embarrassment due to media exposition. Because media events evidence the vulnerability of possible governance design, executives’ faith in such structures is compromised; excessive self-regulatory behavior counteracts this lost confdence as part of the recovery from the traumatic experience. New boundaries of regulatory balance, or confdence zones, exist until organizational design coalesces with organizational remorse to the extent that the perception of organizational safety is achieved. Fears of subsequent media scrutiny are mitigated with the perception of moral safety achieved by heightened from governance. Ample details of these fndings are described in the subsequent segments: grounded comparative fndings followed by an automatic mechanical coding for supplemental analysis.