Apologies for any cross-posting but we want bring to your attention a call
for papers for a special topic forum in AMR
AMR Special Issue
Guest Editors
Karen L. Ashcraft
Giuseppe (Joe) Labianca
David Lepak
Gerardo Okhuysen
Vicki Smith
Kevin Steensma
Theories of work and working today
As work changes, as organizations explore alternative ways for structuring
work and workplaces, and as individuals approach work in novel ways, it is
important to understand the implications of these changes for management
theory and practice. This call for papers on “Theories of work and working
today” seeks to expand on these themes by encouraging scholarship to:
• examine how well our existing theories and assumptions about
management research apply in these emerging work environments;
• revisit and revise existing theory, assumptions, or perspectives to
more accurately reflect the challenges and realities of these emerging work
contexts; or
• evaluate and propose new conceptual frameworks to better understand
work.
The basis for this call for papers is that the nature of work, working,
managing work, and work relationships continues to evolve. For example,
the notions of network based organizations, virtual workplaces, and
temporary organizations all represent fundamentally different perspectives
on how organizational entities operate. This evolution challenges
management theory by continually changing the assumptions under which
organizations do their work.
o The field of management has historically had an implicit assumption
of geographical proximity and temporal continuity among workers. But the
increased availability and affordability of information technologies around
the globe has provided a catalyst to revisit how organizations are
structured: Work places are not limited to a single location, but can span
the world through virtual workplaces, telecommuting relationships, and
other forms of technology-aided interaction. From a theoretical
perspective, how well do our theories recognize and account for the
potential of technology aided interactions? Are there new issues that
arise that are not accounted for in existing theories that stem from the
types of interaction?
o The nature of the work that organizations perform has also changed.
Historically, conceptions of management were rooted in the realities of
manufacturing firms, with assembly lines and physical products. But many
organizational outputs today have few or no physical traces, and instead
involve abstract knowledge or ephemeral experiences. The creation of new
financial products, the delivery of medical care, charitable activities,
and the co-production of fun in amusement parks each represents conceptions
of work that are not always reflected in theories of management. These
forms of work, which involve innovation, applied expertise, and the
integration of consumers into the organization across boundaries demand
different forms of management theorizing.
o Closely related, researchers have increasingly recognized the
blending of traditional and non-traditional employees, the increased use of
contingent and contract labor, reliance on volunteer employees, and other
forms of relationships that challenge the traditional notion of the
employee-employer relationship. And with increased variety in the
relationship between workers and organizations, it is possible that how we
view fundamental concepts in management literature might take on different
meaning. For example, does turnover operate in the same fashion or have
the same meaning with a growing emphasis on contract workers? Is
commitment an attitude that is equally relevant for different types of
workers in different types of work arrangements? How do communication
forms and practices shift in accord with these new employment relations and
configurations. At a more abstract level, what does it mean “to work” for
the individual and for an organization?
o The social and political context of work is also continually
changing. At one extreme, globalization opens collaborative opportunities
but also places competitive demands on individuals and organizations that
were unthinkable a few decades ago due to the ease of offshoring work or
creating global supply chains. These changes necessitate a new view of
defining organizational boundaries and new forms of managing within and
across those boundaries. At the same time, the marginalization of some
social groups and the privilege of others in developing and advanced
societies continually affect arrangements of work in organizations and
professions. As old patterns shift and new ones emerge, implications for
diversity in occupations and organizations abound; and these may impact
managerial practice, the individual-organizational relationship, and the
very meaning of work. Increasing diversity in society and the workplace
also presents challenges for managers, who must navigate the implications
of those differences to advance the work of the group or organization.
It is important to note that this call for papers is not soliciting
predictions, speculation, or normative statements about the future.
Rather, we are looking for theoretical contributions that address issues
related to new forms of work and new workplaces. For this special call,
changes in the workplace should not simply be a contextual setting, but
should serve as the primary ground for theoretical development and
contribution.
We envision potential topics from multiple levels of analysis and drawing
from multiple disciplines. A small sample of some potential topics are:
The practice of managing
• Do leadership traits and styles vary in their impact and
effectiveness in these emerging forms of work environments and
relationships?
• Which HR systems are most effective across different work
environments?
• Which performance metrics are most relevant for different work
arrangements and alternative structural models?
• How does coordination happen in workplaces when demands are fluid?
• Which organizational and interorganizational structures are most
appropriate for various work demands?
• What is the role of planning and decision making when work products
are emergent?
• What are the implications of virtual work arrangements such as
telecommuting, video conferencing, and cloud collaboration for
organizational climate and performance?
• How must individuals and organizations network their interactions
to accomplish their goals in a more fluid, global business environment?
• How do changes in the character of work interact with changes in
the meaning/interpretation of work (e.g., organizational, occupational, and
individual identity) and with what consequences for managing organizations,
practicing occupation, and claiming/maintaining professions?
• What new strategic challenges and opportunities emerge in these
contexts and how do these impact competitive dynamics among organizations?
• What is the role of work relative to other resources as a basis for
competitive advantage?
The individual / group perspectives
• What impact do emerging forms of work roles and relationships have
for how groups and teams operate?
• Does the notion of a group or team have different function and
meaning as membership includes individuals from various backgrounds due to
the demands of the work?
• What is an employment relationship? What factors influence how
individuals perceive their relationship with organization(s)?
• Does turnover have a similar meaning and process in emerging work
contexts?
• What is the role of loyalty and commitment in different work
contexts? Is it equally valued by employees in different work
arrangements? Is it equally desired by organizations for different groups
of workers?
• To what extent should leaders be involved in the interactions and
flows that occur both within work groups, and between work groups and the
broader environment?
• How is individual identity influenced by the emergence of different
work roles and relationships?
• What role, if any, does personality play in how individuals operate
in these emerging work environments?
Some Broader Considerations
• What is work? What constitutes work?
• What is the impact of emerging trends in work, working, and work
arrangements on professions and occupations?
• Are there alternative considerations for how we think about power
and conflict when the organizational boundary becomes blurred?
TIMELINE
1) We will accept manuscripts starting on July 1, 2011 and ending on
August 1, 2011. Contributions should follow the direction for manuscript
submission described in “information for Contributors” in the front of each
issue of AMR and on the AMR web page.
2) For queries about submission, contact AMR’s managing editor, Susan
Zaid. For questions regarding the content of this Special Topic Forum,
write to one of the guest editors: Karen L. Ashcraft, Giuseppe (Joe)
Labianca, David Lepak, Gerardo Okhuysen, Vicki Smith, Kevin Steensma
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H. Kevin Steensma
Professor of Management
University of Washington
Mackenzie Hall, Box 353200
Seattle, Washington 98195
steensma@u.washington.edu
206-543-4897
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