Hedonic and Transcendent Conceptions of Value

In this paper we introduce a conceptual distinction between a hedonic and transcendent conception of value. We posit three linguistic earmarks by which one can distinguish these conceptions of value. We seek validation for the conceptual distinctions by examining the language contained in reviews of cars and reviews of paintings. In undertaking the empirical examination, we draw on the work of M.A.K. Halliday to identify clauses as fundamental units of meaning and to specify process types that can be mapped onto theoretical distinctions between the two conceptions of value. Extensions of this research are discussed

Revisiting the Meaning of Leadership

During the past fifty years, organizational scholarship on leadership has shifted from a focus on the significance of leadership for meaning-making to the significance of leadership for economic performance. This shift has been problematic for two reasons. First, it has given rise to numerous conceptual difficulties that now plague the study of leadership. Second, there is now comparatively little attention to the question of how individuals find meaning in the economic sphere even though this question should arguably be one of the most important questions for organizational scholarship. This chapter discusses several reasons for the shift, arguing that one of the most important has been the lack of a clear definition and operationalization of meaningful economic activity. As a first step to redressing this shift, we offer a definition and operationalization of meaningful action, and we propose a typology of executive behaviors as a foundation for a systematic exploration of the meaning-making capacity of leaders. We conclude with a discussion of the relationship between the capacity of leaders to infuse meaning and the capacity of leaders to impact on performance

Institutional complexity, stakeholders, and political dynamics: museums for organizational insights

Museums offer an important research context for organizational scholars. Competing demands from stakeholders—including professionals, funders, visitors, etc.—are central in museum operations, and multiple logics in the institutional environment add to the complexity of managing and leading these organizations. Building on this rich history of museum research as a source of organizational insights, this symposium brings together multi-method and multi-disciplinary studies within the museum context to shed new light on core issues of interest to organization and management scholars. Applying different angles, the four presentations cover topics ranging from field-level structuration, institutional entrepreneurship, logic changes, and organizational governance and leadership, and they span varied national and institutional contexts. By bringing these studies together in the symposium, we hope to introduce attendees to new research within this rich context and contribute to organization and management theory

Editorial: Fifty Campbell systematic reviews relevant to the policy response to COVID-19

This is the final version. Available on open access from Wiley via the DOI in this recordNational Institute for Health Research (NIHR

The logic of tact:How decisions happen in situations of crisis

The mass-migration of refugees in the fall 2015 posed an immense humanitarian and logistical challenge: exhausted from their week-long journeys, refugees arrived in Vienna in need of care, shelter, food, medical aid, and onward transport. The refugee crisis was managed by an emerging polycentric and inter-sectoral collective of organizations. In this paper, we investigate how, during such a situation, leaders of these organizations made decisions in concert with each other and hence sustained the collective's capacity to act collectively. We ask: what was the logic of decision-making that orchestrated collective action during the crisis? In answering this question, we make the following contribution: departing from March's logics of consequences and appropriateness as well as Weick's work on sensemaking during crisis, we introduce an alternative logic that informed decision-making: the logic of tact. With this concept we (a) offer a better understanding of how managers make decisions under the condition of bounded rationality and the simultaneous transgression of their institutional identity in situations of crisis; and we (b) show that in decision-making under duress cognition is neither ahead of action, nor is action ahead of cognition; rather, tact explicates the rapid switching between cognition and action, orchestrating decision-making through this interplay

Seriously personal:The reasons that motivate entrepreneurs to address climate change

This is the author accepted manuscript. The final version is freely available from Springer Verlag via the DOI in this record.Scholars increasingly argue that entrepreneurs and their small- and medium-sized enterprises should play a central role in reducing the rate and magnitude of climate change. However, evidence suggests that while some entrepreneurs recognize their crucial role in addressing climate change, most do not. Why some entrepreneurs nevertheless concern themselves with climate change has largely been overlooked. Some initial work in this area tentatively suggests that these entrepreneurs may engage with climate change because of their personal values, which either focus on financial or socio-ecological reasons, or a combination of both. Yet, it is unclear if all for-profit entrepreneurs engage with climate change for the same reasons, or if indeed their motivations vary across business types. Over a period of four years, we examined entrepreneurs’ motivations to engage with climate change through a variety of qualitative research methods. Our findings illustrate how entrepreneurs who address climate change have motivations specific to their business activity/industry and level of maturity. In each instance, we link these motivations to distinct conceptualizations of time and place. We contend that, through a more differentiated understanding of entrepreneurial motivations, policy-makers can draft climate change-related policies tailored to entrepreneurial needs. Policies could both increase the number of entrepreneurs who already engage in climate change mitigation and leverage the impact of those entrepreneurs already mitigating climate change.This study was funded by the European Social Fund (09099NCO5). We acknowledge with thanks the participation of the entrepreneurs and the support of Business Leaders for Low Carbon, Cornwall Council, and Cornwall Sustainable Tourism Project. The authors wish to thank Professor John Amis, Professor Kenneth Amaeshi and the anonymous reviewers who provided useful feedback on earlier versions of the article

Cognitive frames in corporate sustainability: managerial sensemaking with paradoxical and business case frames

Corporate sustainability confronts managers with tensions between complex economic, environmental, and social issues. Drawing on the literature on managerial cognition, corporate sustainability, and strategic paradoxes, we develop a cognitive framing perspective on corporate sustainability. We propose two cognitive frames—a business case frame and a paradoxical frame—and explore how differences between them in cognitive content and structure influence the three stages of the sensemaking process—that is, managerial scanning, interpreting, and responding with regard to sustainability issues. We explain how the two frames lead to differences in the breadth and depth of scanning, differences in issue interpretations in terms of sense of control and issue valence, and different types of responses that managers consider with regard to sustainability issues. By considering alternative cognitive frames, our argument contributes to a better understanding of managerial decision making regarding ambiguous sustainability issues, and it develops the underlying cognitive determinants of the stance that managers adopt on sustainability issues. This argument offers a cognitive explanation for why managers rarely push for radical change when faced with complex and ambiguous issues, such as sustainability, that are characterized by conflicting yet interrelated aspects

Missing the Unhealthy? Examining Empirical Validity of Material Deprivation Indices (MDIs) Using a Partial Criterion Variable

This study investigates the empirical validity of the material deprivation indices (MDIs) using a partial criterion variable, namely UHCNIR (unmet health care need due to inadequate resources). This alternative approach helps to assess absolute validity (Type I and II errors) and sources of error in the measurement of poverty for a specific aspect of poverty (in this case inability to receive adequate health care due to affordability problems). A simple mismatch analysis identifies a sizable group, around 1% of the adult EU population, missed by MDIs despite being in UHCNIR. A majority of this 1% experiences not only UHCNIR but also multiple other deprivations, commonly reports having some difficulties making ends meet, and prevalently has a disability or a chronic health problem. The analysis reveals that MDIs miss specifically those "unhealthy poor" since these measures do not include a relevant item, and thus cannot adjust for different needs and costs in health care and account for the distinct poverty experiences of these people. Therefore, the main methodological assumption of MDIs, identifying the people in poverty with only a limited set of key deprivation indicators is not supported by this empirical analysis

Rethinking how we measure companies on social and environmental impact

The COVID-19 pandemic, the war in Ukraine, and the ongoing climate crisis have put a spotlight on the central role businesses can play in tackling global challenges. We need companies to step up and help solve social and environmental problems at scale--for the sake of the economy as well as people and the planet. Yet one of the incentives companies have for being more socially and environmentally active is limited by existing approaches for assessing a company's social and environmental performance. The predominant frameworks are too narrow and fail to fully address key stakeholder concerns on their own. Environmental, social, and governance assessments focus on internal operational matters, such as labor relations and supply chain sustainability, but don't fully consider the impact that a company's products or services can have on outside stakeholders. Impact investing, in contrast, focuses on external issues, such as whether products and services address the needs of the poor, but it overlooks internal considerations, such as how companies treat their employees