Pierre Bourdieu in management and organization studies-A citation context analysis and discussion of contributions

The work of the French sociologist Pierre Bourdieu has received increased attention in management and organization studies (MOS). However, the full potential of his work has so far rarely been exploited. This paper aims to pinpoint the contributions of Bourdieu's work to research in MOS. I conducted a citation context analysis of nine leading journals to investigate how citations to Bourdieu's work have developed over time, which contents from Bourdieu's work are cited and how comprehensively researchers have so far engaged with Bourdieu. Based on these findings, I discuss how Bourdieu's work may contribute to research in MOS, particularly to a micro-foundation of new institutional theory and to the reflection of academic practice in MOS

Recruiting digital talent:The strategic role of recruitment in organisations’ digital transformation

Recruitment plays a central role during digital transformation because companies in many industries need to hire employees who possess IT-related knowledge, skills and abilities to digitalise their products, services and processes. However, extant research so far mainly has focussed on the use of digital technology in recruiting processes and its outcomes, whereas strategic aspects have received little attention. Based on 26 interviews with recruiters in 22 organisations, this study examines the interplay between recruitment and digital transformation beyond the use of digital technology in recruitment, focussing on more strategic aspects. The study examines recruitment’s role in organisations’ digital transformation. We found that the recruitment of digital talent as a new target group triggers change within the company, and does so in three ways: First, recruiters have realised the necessity to adapt their measures and processes to the new target group. Second, recruiters have developed a new self-understanding. Third, recruiters have recognised the need to support the organisation’s digital transformation by taking on a bridging function. Our study makes two contributions: First, we identified two new roles for recruitment during digital transformation: It acts as a ‘sensory organ’ that enhances the organisation’s absorptive capacity; and it takes on the role of a ‘mediator’ between external and internal groups. Second, this study builds on the human resources (HR) literature by analysing the strategic implications that digital transformation imposes on recruitment, highlighting recruitment’s part in renewing an organisation’s human resource base, which is crucial for its digital transformation

The diffusion of e-participation in public administrations:A systematic literature review

Research on e-participation has grown significantly in the last years. This review focuses on public administrations, which are central actors in the solicitation and organization of e-participation and in the process of diffusion of more democratic decision-making in government contexts. However, research indicates that public administrations often struggle with technological and organizational changes, which suggests that e-participation initiatives may fail due to barriers within public administrations. Although researchers have paid considerable attention to the diffusion of e-participation in public administrations, research so far is multi-disciplinary and fragmented. The aim of this literature review is to structure and systematize the literature regarding phases of e-participation diffusion (adoption, implementation and institutionalization) and levels of analysis (micro, meso, and macro) to map the extant field of e-participation diffusion research and to provide a starting point for future research. The analysis shows that research has concentrated on the phases of adoption and implementation, and on the external context of public administrations (macro) and the organizational (meso) level. Overall, the review identifies major research gaps and offers avenues for future research

The cultural embeddedness of professional service purchasing-A comparative study of German and Swedish companies

Research on professional service purchasing generally takes a culturally universalistic approach, implicitly assuming the generalizability of research findings and normative models to different cultural contexts. However, research in related disciplines points to the influence of national culture on managers' decisions, thereby questioning the culturally universalistic approach. The purpose of this paper is to explore differences in professional service purchasing in different cultural contexts. Based on a survey of large organizations, we analyze how the purchasing process for a specific type of professional services - management consulting services - is organized in two cultural contexts (i.e. Germany and Sweden). The results indicate that organizations in Germany and Sweden differ in the way they approach key aspects of the purchasing process. These differences are discussed in relation to two central cultural dimensions - uncertainty avoidance and masculinity-femininity - in which Germany and Sweden take very different positions. It is proposed that uncertainty avoidance mainly influences the first steps in the purchasing process (specify, select and contract) whereas masculinity-femininity mainly influences the remaining steps (order, expedite and evaluate). The paper contributes to the purchasing and supply management literature by empirically illustrating differences in purchasing practices in different cultural contexts and developing theory-driven propositions for the influence of national culture on the professional service purchasing process

The Legitimacy of Inequality: Integrating the Perspectives of System Justification and Social Judgment : The Legitimacy of Inequality

To explain the legitimation of inequality among the members of a social system, we blend system justification theory and the theory of social judgment. We identify adaptation and replacement as two major mechanisms of inequality legitimation and examine their influence in the unique setting of a natural experiment, the reunification of socialist East Germany and capitalist West Germany. We show that the new members of a society in which inequality is broadly endorsed and perceived as enduring will adapt to this perception and come to view inequality as acceptable. This process of adaptation reflects the subtle but powerful influence of collective legitimacy on an individual's tacit approval of inequality. Inequality also becomes legitimate as older cohorts are replaced by younger cohorts; however, this effect is weaker than the effect of adaptation. We contribute to the literature by demonstrating that developing and testing a theory of how inequality becomes legitimized can provide new insights into the ideational antecedents of inequality

Microfoundations and multi-level research on institutions

This double volume presents the state of the art in research on the microfoundations of institutions. In this introductory chapter, we develop an overview of where the emerging microfoundational agenda in institutional theory stands and in which direction it is moving. We discuss the questions of what microfoundations of institutions are, what the “micro” in microfoundations represents, why we use the plural form (microfoundations vs microfoundation), why microfoundations of institutions are needed, and how microfoundations can be studied. Specifically, we highlight that there are several traditions of microfoundational research, and we outline a cognitive, a communicative and a behavioral perspective. In addition, we explain that scholars tend to think of microfoundations in terms of an agency, levels, or mechanisms argument. We delineate key challenges and opportunities for future research and explain why we believe that the debate on microfoundations will become a defining element in the further development of institutional theory

Advancing the Measurement of Organizational Legitimacy, Reputation, and Status: First-order Judgments vs Second-order Judgments—Commentary on “Organizational legitimacy, reputation and status: Insights from micro-level management”

As improving the construct validity of measures has been a fundamental concern in management research, we commend Bitektine and colleagues for their efforts to develop and validate individual-level measures for organizational legitimacy, reputation, and status. However, we have some concerns with regard to their measurement approach. Specifically, although Bitektine and colleagues stress the multi-level nature of social evaluations, they do not translate this insight into a measurement instrument that acknowledges that individual evaluators hold both private judgments (“first-order judgments”) and judgments about the collective-level judgment (i.e., judgments of the judgments of other evaluators in a specific reference group, or “second-order judgments”). These two types of individual judgments reflect different facets of social evaluations and have different effects on individual behavior, and thus researchers need to avoid conflating them within a measurement instrument. Our commentary seeks to complement the approach of Bitektine and colleagues by sensitizing readers to the distinction between first-order and second-order judgments and by developing recommendations for future scale development efforts. These recommendations are given in a spirit of collegiality and with an understanding that progress in social evaluation research requires the concerted effort of many researchers over many years

Trainers' responses to errors matter in trainees' learning from errors: evidence from two studies

Purpose: Learning from errors is important for employees, particularly at early stages of their career. The purpose of this paper is to examine the influence of perceived trainer responses to errors on trainee learning from errors in a workplace setting. In Study 1, the authors test a model that examines the associations between perceived trainer responses to errors and trainee learning from errors, which are mediated by affective-motivational adaptivity. In Study 2, the authors further hypothesize that the link between perceived trainer responses and affective-motivational adaptivity is moderated by perceived error climate. Design/methodology/approach: The authors test the hypotheses using data from 213 Swiss apprentices (Study 1) and 1,012 German apprentices (Study 2) receiving dual vocational training. Findings: Study 1 suggests that negative trainer reaction impedes trainee learning from errors by impairing trainees’ affective-motivational adaptability. Trainer tolerance of errors and trainer support following errors were not related to trainee learning from errors. Study 2 indicates that perceived error climate is an important boundary condition that affects the relationship between trainer responses and trainee learning from errors. Originality/value: This study contributes to research on learning from errors in three ways. First, it enriches the understanding regarding the role of trainers in enhancing learning from errors in organizations. Second, it extends research on learning from errors by investigating the interaction effects between perceived trainer responses and error climate. Third, it refines knowledge about the role of positive affect in learning from errors. Findings of this study also offer practical insights to trainers and managers regarding what they should do to encourage trainee learning from errors

The relationship between national culture and the use of professional services: Evidence from two cross-country studies

Each year, clients spend large sums on professional services, such as accounting services, legal services and consulting services. While research has found significant cross-country differences in organizations’ spending on professional services, we do not know why they occur. Inspired by the organizational buying behavior literature, this paper investigates the influence of national culture on the use of professional services, particularly management consulting services. As the use of professional services involves considerable uncertainties—particularly for the buyer—it can be assumed to be influenced by cultural differences regarding the level of Uncertainty Avoidance, Individualism and Masculinity. By drawing on two independent cross-country studies, we show that organizations in high uncertainty avoidance and individualistic cultures use professional services less than organizations in low uncertainty avoidance and collectivist cultures. We found no relationship between Hofstede's dimension of Masculinity and the use of professional services. The findings contribute to the theorizing on how the cultural context influences organizational buying behavior and the purchasing of professional services