115 research outputs found

    Error reframing: studying the promotion of an error management culture

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    In the organizational behaviour and organizational psychology literature, individual errors are considered either as sources of blame (error-prevention culture) or as sources of learning and something to be encouraged in order to promote innovation (error-management culture). While we can assume that a third perspective exists somewhere in between, error management is usually considered as the best solution. Yet scholars have tended to neglect the planned and directed transition from a pure error-prevention to an error-management culture. We thus examine to what extent and under what conditions an organization can culturally transform the representation of individual errors through its business leaders. To answer this question, we conducted a qualitative study on the case of a French insurance company. We portray a realistic image of the promotion of an error management culture, pointing out certain limitations and constraints, while nonetheless identifying some conditions for successful error reframing

    ZMIZ1 Preferably Enhances the Transcriptional Activity of Androgen Receptor with Short Polyglutamine Tract

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    The androgen receptor (AR) is a ligand-induced transcription factor and contains the polyglutamine (polyQ) tracts within its N-terminal transactivation domain. The length of polyQ tracts has been suggested to alter AR transcriptional activity in prostate cancer along with other endocrine and neurologic disorders. Here, we assessed the role of ZMIZ1, an AR co-activator, in regulating the activity of the AR with different lengths of polyQ tracts as ARQ9, ARQ24, and ARQ35 in prostate cancer cells. ZMIZ1, but not ZMIZ2 or ARA70, preferably augments ARQ9 induced androgen-dependent transcription on three different androgen-inducible promoter/reporter vectors. A strong protein-protein interaction between ZMIZ1 and ARQ9 proteins was shown by immunoprecipitation assays. In the presence of ZMIZ1, the N and C-terminal interaction of the ARQ9 was more pronounced than ARQ24 and ARQ35. Both Brg1 and BAF57, the components of SWI/SNF complexes, were shown to be involved in the enhancement of ZMIZ1 on AR activity. Using the chromatin immunoprecipitation assays (ChIP), we further demonstrated a strong recruitment of ZMIZ1 by ARQ9 on the promoter of the prostate specific antigen (PSA) gene. These results demonstrate a novel regulatory role of ZMIZ1 in modulating the polyQ tract length of AR in prostate cancer cells

    ‘Curiouser and curiouser!’:organizations as wonderland – a metaphorical alternative to the rational model

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    The metaphors in Morgan’s (1986) Images of Organization largely imply order, rationality, stability and manageability. This reflects that the text is concerned with facilitating the design and management of organizations. This article draws on Lewis Carroll’s (1865) novel Alice’s Adventures in Wonderland to propose Wonderland as an alternative metaphor that places at centre stage issues such as absurdity, irrationality, uncertainty and disorder. Rather than a marginal or temporary aberration, it is argued that such conditions need to be understood as an everyday experience for many. This metaphor is important because those who are tasked with managing organizations may find it stressful and puzzling that they are so inept, when they compare their experiences and achievements with the rational model. In this sense, it offers both comfort and perhaps encouragement, but it should also foster humility and caution in terms of what those at the top can achieve. Likewise, those on the receiving end of irrational decisions or who reside in absurd worlds can gain solace from knowing that they are not alone, whilst those concerned with resisting such conditions can find strength in the knowledge that those in positions of authority are not omniscient/omnipotent

    The dark side of organizational paradoxes: The dynamics of disempowerment

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