Clues, cues and complexity: unpackuing the concept of organizational surprise

We discuss why surprises, defined as events that happen unexpectedly or expected events that take unexpected shapes, are important to organizations and should be considered in the organizational literature. The concept of organizational surprises is unpacked on the basis of a typology built around the (un)expectedeness of issue and process. This typology uncovers the several types of surprising events that organizations may face, and contributes to the literature by suggesting that different surprises require distinct approaches.

MANNA FROM HEAVEN: THE EXUBERANCE OF FOOD AS A TOPIC FOR RESEARCH IN MANAGEMENT AND ORGANIZATION

Organizations have, in the past, often been discussed as if they were Cartesian mentalities, planning agendas, learning from doing, processing information, reducing equivocality, mimicking and copying, floating disembodiedly apart from the actors who work in these organizations. We are offered representations of organizations as organically grounded metaphors that minimize the biological facticity of employees: namely, their need for food. While the inputs to organizations conceived as if they were quasi-systems are well explored, and the emotional and ‘irrational’ side of organizations is increasingly explored, the necessity of inputs to the biological systems that staff them is not. Nonetheless, despite the lack of explicit scholarly attention to food at work, its importance guarantees its hidden presence in the organizational literature, often in the context of more “serious” themes. We identify four approaches to the relationship between food, work and organization. For dessert, we propose a research menu that aims to uncover several possibilities for making the role of food in organizational life more explicit.

The influence of brand experiences on consumer-based brand equity

In markets where products and services have become similar, with no major functional differences, and where consumer choices are more and more influenced by emotional aspects rather than by rational thinking, experiences have surfaced as the main form of differentiation between companies. More than the inherent characteristics of products or services per se, brands become a source of differentiation of companies, with its role expanded from an assembly of attributes to a sum of experiences. This investigation in the experiential marketing area aims to understand the dimensions of the experiences that have an influence on consumers, and how do these experiences have influence consumer-based brand equity. Based on a quantitative study, the results show brand experience has a positive influence on consumer-based brand equity. Sensory and emotional experiences evidenced a higher influence in all the dimensions of brand equity. Multigroup analysis also show that intellectual experience triggers brand equity consumers in consumer with positive brand behaviour.info:eu-repo/semantics/acceptedVersio

STRUCTURING FOR GLOCALIZATION: THE MINIMAL NETWORK

Globalization and localization seem to be opposite concepts – a thesis and its antithesis. Nonetheless, managers seem to be able to handle the paradox posed by these two contradicting tensions by enacting, via action, a synthesis that allows for the co-presence of a high level of global integration and local adaptation (instead of a compromise between both), which has been labeled glocalization. We discuss how the concept of improvisation allows this synthesis by developing the two poles that ground it, namely ‘glocal’ strategy and ‘glocal’ organization. Global advantage requires a dialectical capability that organizations rarely achieve, and the importance of which orthodox management theory rarely recognizes. JEL codes:

Management: thesis, antithesis, synthesis

Increasingly, managers live in a world of paradox. For instance, they are told that they must manage by surrendering control and that they must stay on top by continuing to learn, thus admitting that they do not fully know what they do. Paradox is becoming increasingly pervasive in and around organizations, increasing the need for an approach to management that allows both researchers and practitioners to address these paradoxes. A synthesis is required between such contradictory forces as efficiency and effectiveness, planning and action, and structure and freedom. A dialectical view of strategy and organizations, built from four identifiable principles of simultaneity, locality, minimality and generality, enables us to build the tools to achieve such synthesis. Put together, these principles offer new perspectives for researchers to look at management phenomena and provide practitioners with a means of addressing the increasingly paradoxical world that they confront.dialectics, improvisation, paradox, synthesis

Cognitive and Operational Implications of Non-Homogeneous

The air traffic management system is currently experiencing a significant transformation to provide better quality service and to match the increasing air traffic demand. This transformation requires airlines to retrofit their fleet. However, airlines implement new operating capabilities at different rates resulting in long transition periods in which aircraft with different equipage levels coexist in the same airspace. Mixed equipage environments can increase controller workload and task complexity, limit the operational benefits of new operating capabilities, and deteriorate the overall system performance. This study proposes a three dimensional approach to explore mixed equipage effects: (1) understand cognitive implications for controllers, (2) understand operational implications for users, and (3) understand system level implications. To further investigate mixed equipage effects and to illustrate the proposed approach, this study analyzed the implementation of reduced separation standards in the North Atlantic