Organizational speed as a dynamic capability: Toward a holistic perspective

Current research on organizational speed has been disjointed, which has left organizational speed as an underdeveloped area of study. In this essay, we expand the view of organizational speed as a multidimensional gestalt-like construct that may influence firm performance and competitive advantage. We offer a capability-based definition of organizational speed and identify and review the building blocks of organizational speed. We propose new avenues and questions for future research based on our perspective

The Influence of Organizational Speed on Organizational Mishaps: The Moderating Role of Dynamism

Previous studies have shown the importance of organizational speed for firms’ competitive advantage and financial performance. However, more recent studies have also demonstrated that speed can be detrimental for companies. Drawing on the managerial cognitive perspective, we argue that organizational speed can contribute to organizational mishaps. We focus on organizational speed in relation to firms’ mergers and acquisitions and strategic alliances. Based on a sample of 331 companies in the United States over the period 2003-2009, our findings suggest that organizational speed has a positive influence on firms’ mishaps. Furthermore, we found that this effect is stronger when firms operate in dynamic environments.Universidad de Málaga. Campus de Excelencia Internacional Andalucía Tech

Informal Authority in the Workplace

{Excerpt} In most types of organizations, formal authority is located at the top as part of an exchange against fairly explicit expectations. In networked, pluralistic organizations that must rapidly formulate adaptive solutions in an increasingly complex world, its power is eroding as its functions become less clear. In the 21st century, the requirements of organizational speed demand investments in informal authority. Formal authority—the power to influence or command thought, opinion, or behavior—is the defining characteristic of societal and organizational hierarchy. Ideally, after Ronald Heifetz, it is expected to serve five functions that most will agree are indispensable to social life. They are to (i) provide direction, (ii) offer protection, (iii) orientate roles, (iv) control conflict, and (v) maintain norms. Then again, in practice, there is a darker side to what formal authority can do on any given day: for instance, a boss can restrict a subordinate’s actions, invalidate his or her decisions, or move for dismissal

Slow and Fast: An experiential storytelling dialogue about festivals

Speed has a long history of usage in managerial discourse, both as a metric of efficiency and as a point of resistance. In this text we explore its validity as a category for organizing experience, through autoethnographic exploration of participation in experience economy events. We present slow and fast as distinct modes of experiencing the same festivals, and explore the possibility of arriving at a syzygic mode uniting the two oppositions (while preserving their inherent contradictions). Finally, we reflect on the possibility of utilizing ethnographic bursts of experience as a tool for more nuanced management education

Development of Transformative Leadership for Head of State Madrasah Aliyah

Leadership is an essential element in organizational speed. Mastery of leadership theory can make a significant contribution to the madrasah principal. This research aims to examine the influence of the transformative leadership of madrasah heads on teacher performance in two madrasahs in Bandung. This research uses a qualitative approach. Collecting data with interview techniques, observation, and documentation. Informants in this study involved the head of the madrasah, the deputy head of curriculum, teachers and students. Data analysis techniques include data reduction, presentation, conclusions, and validity testing. The study results show that the madrasah principal uses a leadership strategy that builds teacher commitment through regular supervision and monitoring. The madrasah head provides inspirational communication, motivates teachers with the afterlife goals, and instils discipline through habits. In dealing with criticism, the madrasah principal is open and democratic and involves all madrasah members in policy-making. This transformative leadership approach shows a constructive and honest intellectual stimulus. The head of the madrasa awards teachers who excel and offers advice to teachers who need it. This research emphasizes the importance of transformative leadership in improving the quality of teachers and realizing Madrasahs that are akhlakul karimah

Time and Organizational Improvisation

This paper argues that the apparent contradiction in current conceptualizations of time in organizations (e.g., Chronos vs. Kairos) is only apparent, and that a synthesis between these opposing poles is both possible and desirable. We propose improvisation (where time to plan converges with time to act) as a vehicle for articulating a dialectical view of time-based organizational phenomena, while focusing on the three major time-related problems organizations have to solve: scheduling, synchronization, and allocation. The paper discusses how improvisation helps to synthesize even time and event time in scheduling processes, internal pacing and external pacing in synchronization processes, and linear and cyclical time in allocation processes. Methodological and practical obstacles to synthesis are also discussed.Improvisation, Planning, Time

Training, Education and Research in COVID-19 Times: Innovative Methodological Approaches, Best Practices, and Case Studies

The global COVID-19 pandemic has posed a major challenge in all aspects of life, including how graduate training of healthcare practitioners is conducted. In Saudi Arabia, there were over 14,000 graduate health professional trainees in different stages of their training in various specialties distributed in many healthcare facilities across the country. The vast geographical distribution and diversity of health specialties training programs and activities have remarkably magnified the challenge posed by the pandemic. However, recently, the SCFHS implemented a health training governance reform that granted more autonomy to accredited training facilities in supervising training activities according to preset policies. This autonomy was crucial for mitigating various risks imposed by the pandemic, especially during the extended periods of strict lockdown. The ultimate mandate is a knowledge management primer. We need to once again focus on the basics of human creativity and knowledge creation: Create the content/knowledge; Utilize knowledge; Document knowledge; Communicate knowledge; Enable an integrated training, education, and research ecosystem; Utilize the integrated platform. Our volume is a contribution to the scientific debate for the added value of COVID-19 to our training, education, and research capabilities. We continue this debate with a new Special Issue in the Sustainability journal. We look forward to your contributions to this discussion

Speed and rhythm in organizations: how do different generations cope with speed and rhythm at work?

A Work Project, presented as part of the requirements for the Award of a Masters Degree in Management from the NOVA – School of Business and EconomicsSpeed and rhythm in organizations can be examined from different perspectives and disciplines. The purpose of this work project is to investigate a theme that has been gaining relevance over the last few decades in Organizational Sciences: how people cope with speed and rhythm at work. Twenty-four employees, from two generations, of various hierarchical levels from a wide range of organizations were interviewed. Net Generation and Baby Boom Generation, the two generations in question, were analysed in equal proportions to find reliable differences in their perceptions. Significant findings were attained after analysing the results: a) Different generations have similar perceptions about speed and rhythm at work; b) Technology encourages networks producing a lack of boundaries and it challenges traditional ways of work management. At first, this difference appears to be a generational perception but it is not; c) Net Generation is used to perform multitasking, as a method to deal with high speed and rhythm, while Boom Generation, in general, do not feel capable of doing it; d) Although most people agree with the Slow Movements philosophy, which stands for a reduction of speed and rhythm in life, they generally believe it is very hard to practice it as a standard way of living