Making things happen : a model of proactive motivation

Being proactive is about making things happen, anticipating and preventing problems, and seizing opportunities. It involves self-initiated efforts to bring about change in the work environment and/or oneself to achieve a different future. The authors develop existing perspectives on this topic by identifying proactivity as a goal-driven process involving both the setting of a proactive goal (proactive goal generation) and striving to achieve that proactive goal (proactive goal striving). The authors identify a range of proactive goals that individuals can pursue in organizations. These vary on two dimensions: the future they aim to bring about (achieving a better personal fit within one’s work environment, improving the organization’s internal functioning, or enhancing the organization’s strategic fit with its environment) and whether the self or situation is being changed. The authors then identify “can do,” “reason to,” and “energized to” motivational states that prompt proactive goal generation and sustain goal striving. Can do motivation arises from perceptions of self-efficacy, control, and (low) cost. Reason to motivation relates to why someone is proactive, including reasons flowing from intrinsic, integrated, and identified motivation. Energized to motivation refers to activated positive affective states that prompt proactive goal processes. The authors suggest more distal antecedents, including individual differences (e.g., personality, values, knowledge and ability) as well as contextual variations in leadership, work design, and interpersonal climate, that influence the proactive motivational states and thereby boost or inhibit proactive goal processes. Finally, the authors summarize priorities for future researc

New Faces and New Masks of Today's Consumer

In 1995, we proposed that consumption and contemporary consumerism could not be studied or understood separately from the world of work and production. We proposed that contemporary consumerism was built on the back of what we referred to as `the Fordist Deal'. This deal, pioneered by Henry Ford for his employees, was the promise of ever increasing standards of living in exchange for a quiescent labour force accepting alienating work. Since that deal was struck, consumerism came to signify a general pre-occupation with consumption standards and choice as well as a willingness to read meanings in material commodities and to equate happiness and success with material possessions. In this sense, Ford may be seen as the father both of mass production and mass consumption. Since the Fordist high noon of consumerism in the West, mass consumption is widely seen as having fragmented into a proliferation of highly individualized niche products. For its part, a considerable part of mass production has migrated to countries with lower wages and looser environmental and social controls, fueling their own variants of consumerism. In this article, we examine the gradual erosion of the Fordist Deal in the light of developments in the last 10 years or so, seeking to assess the future of consumerism at a global level. We also seek to identify and discuss some emerging conceptualizations of the consumer, some of the new faces and masks assumed by the archetypal character of our types. We analyse some of the tensions and contradictions lurking behind these conceptualizations and try to envisage some of the real choices facing consumers today and some of the processes of social change that hinge on the outcomes of these choices. The article identifies a fundamental paradox between the ubiquity of the consumer in contemporary discourses and the virtual impossibility of generalizing about consumers. We suggest, then, that the consumer may be viewed as one of those `essentially contested concepts' proposed by Gallie that defy domestication. The consumer, we argue, is unmanageable, both as a concept, since no-one can pin it down to one specific conceptualization at the expense of all others, and as an entity, since attempts to control and manage the consumer lead to the consumer mutating from one impersonation to another. It is precisely this paradox that we seek to capture in our article's title. The article concludes with a consideration of three basic challenges that are liable to lead to fundamental reorientation of consumption and production, as well as of our conceptualizations and theorizing about them. These challenges are the outcomes of environmental, demographic and social factors that, we argue, make the current situation unsustainable and will bring about its dissolution

How do i know who you think you are? A review of research methods on organizational identity

The notion of organizational identity was introduced in management studies in 1985. In the following 25 years, a vibrant debate about how to conceptualize organizational identities and related themes (multiple identities, identity change, interrelations between identity, image and culture) does not seem to have corresponded to explicit reflections about specific methodological issues. In this paper, the authors inductively review research methods adopted by studies of organizational identity published in top-level journals, with the purpose of deriving insights about the current status of research practices, uncovering their often tacit ontological and epistemological assumptions, and stimulating discussion about their possible evolution

Customer emotions in service failure and recovery encounters

Emotions play a significant role in the workplace, and considerable attention has been given to the study of employee emotions. Customers also play a central function in organizations, but much less is known about customer emotions. This chapter reviews the growing literature on customer emotions in employee–customer interfaces with a focus on service failure and recovery encounters, where emotions are heightened. It highlights emerging themes and key findings, addresses the measurement, modeling, and management of customer emotions, and identifies future research streams. Attention is given to emotional contagion, relationships between affective and cognitive processes, customer anger, customer rage, and individual differences

A new role for place identity in managing organizational change

In an extension of organizational identity research, we draw on place identity theory (PIT) to argue that employees’ identification with their place of work influences their perceptions of large-scale organizational change. To determine how different types of employees respond to threats to their sense of place identity, we conducted 34 interviews with senior and middle managers, supervisory and nonsupervisory staff, and external stakeholders at a public hospital undergoing change. Groups of employees at lower levels of the organizational hierarchy experienced a stronger sense of place and belongingness and greater disruption to their place identity than those at higher levels. We discuss how place identity operates as a component of social identity as well as the responses managers can make to ways in which employees with different place identifications deal with change