Productive resistance within the public sector: exploring organisational culture

The article examines how South Korean civil servants responded to the introduction of pay for performance. Drawing upon 31 in-depth interviews with career civil servants, it identifies what became known as 1/n, a form of ‘discreet resistance’ that emerged and evolved. The analytical framework allows productive resistance to be seen as ebbing and flowing during organisational change that sees institutionalisation, deinstitutionalisation and re-institutionalisation. In understanding the cultural context of organisational resistance the contribution is three-fold. First, a nuanced definition and understanding of productive resistance. Second, it argues that productive resistance must be seen as part of a process that does not simply reflect ‘offer and counter-offer’ within the change management process. Thirdly, it identifies differences within groups and sub-cultures concerning commitment towards resistance and how these fissures contribute towards change as new interpretive schemes and justifications are presented in light of policy reformulations

Gender and Management: new directions in research and continuing patterns in practice

This is the author’s version of the following article. The definitive version is available at www.interscience.wiley.com:Adelina Broadbridge and Jeff Hearn, Gender and management: New directions in research and continuing patterns in practice, 2008, British Journal of Management, (19), s1, 38-49. http://dx.doi.org/10.1111/j.1467-8551.2008.00570.xCopyright: British Academy of Management, Blackwell Publishing Ltdhttp://www.blackwellpublishing.com

Is there a difference in how people from different socio-environmental contexts perceive discomfort due to glare from daylight?

xposure to daylight has much to offer and should be optimised to maximise its potential. In order to harvest its benefits, any visual discomfort from daylight should be anticipated and minimised. Hence, there is the need to predict discomfort from daylight glare. While more than 20 models for predicting discomfort from daylight glare have been developed, none accurately predict it. The inclusion of additional factors in the models may improve the predictions. One such factor is the socio-environmental context of the observer. This study compares the evaluations of discomfort glare from daylight for office buildings in four socio-environmental contexts: Chile, Belgium, Japan and Switzerland. The evaluations of discomfort glare, each consisting of subjective assessments and physical measurements of a view condition, were collected at the office desks of 401 participants, although only 211 responses were used in the analyses due to exclusion rules. The results do not suggest evidence of an influence of socio-environmental context on discomfort from daylight glare. In other words, the participants in this study perceived discomfort glare similarly, regardless of their socio-environmental contex

Considering planned change anew: stretching large group interventions strategically, emotionally and meaningfully

Large Group Interventions, methods for involving “the whole system” in a change process, are important contemporary planned organizational change approaches. They are well known to practitioners but unfamiliar to many organizational researchers, despite the fact that these interventions address crucial issues about which many organizational researchers are concerned. On the other hand, these interventions do not appear to be informed by contemporary developments in organizational theorizing. This disconnect on both sides is problematic. We describe such interventions and their importance; illustrate them with extended descriptions of particular Future Search and Whole‐Scale™ change interventions; summarize research on strategy, emotion, and sensemaking that may inform them; and suggest questions about the interventions that may stimulate research and reflection on practice. We also discuss conditions that may foster effective engagement between Large Group Interventions practitioners and organizational researchers. Our approach represents a way to conduct a review that combines scholarly literature and skilled practice and to initiate a dialog between them