FG ABWL, insbesondere Organisation und Unternehmensführung
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This study examines the effects of contextual dimensions and adversity types on processes for team resilience and factor underlying these processes. Based on 48 in-depth-interviews with members of 16 project teams, participants provided broad insights into the diverse ways adversities are encountered in project-based teams nested in business and aca-demic organizations. Results confirm and enrich existing knowledge on enablers and con-crete processes of team resilience. At the same time, our work highlights the need for fu-ture research to more fully consider contextual dimensions and their impact on team resili-ence and the complexity inherent in such considerations of context. From these findings, we draw fruitful managerial implications for practitioners.
Although there are preliminary indications that resilience is a key capability for women on their way to leadership, research in this context is extremely rare. In particular, there is a lack of empirical studies on the specific role of resilience in achieving top leadership positions and on the factors that help to develop high levels of resilience. To narrow this research gap, we provide an exploratory interview study. We conducted 52 in-depth, semi- structured interviews with women leaders from upper, middle, and lower leadership positions in different industrial sectors. Based on our qualitative content analysis, we identify women’s main challenges on their way to leadership, resilience factors in three categories (experiential, individual, and contextual factors), and opportunities for promoting resilience. Our study contributes to women leaders and (women) leaders’ resilience research and offers a substantial starting point for future empirical research. Furthermore, it provides insights into the development of women leaders’ resilience in practice."
Organizations today operate in an increasingly complex and turbulent world in which unexpected events are omnipresent. Thus, they need to develop resilience capabilities to manage unexpected disruptions, maintain high performance, and even thrive and grow. In research, there are preliminary indications that diversity could play an important role in the development of resilience in organizations. However, although there are numerous studies on both resilience and diversity, the connection between the two constructs remains largely unexplored. Our paper aims to narrow this research gap by answering the following questions: What role does diversity play in the development of organizational resilience? What does this mean for resilience-enhancing diversity management? To answer these questions, we link existing research on elements of organizational resilience and outcomes of diversity in organizations. By developing a theoretical framework, formulating propositions, and discussing implications for further research, this paper provides a foundation for future empirical research. Moreover, it offers useful insights into the successful management of organizational resilience.
Giving performance feedback to increase employee productivity has shown ambiguous results: Many laboratory studies have demonstrated a statistically significant effect of feedback on performance, but the effect is less evident in the field. In addition, the effects of digital feedback are not well understood. This feedback differs from other types of feedback as it is personalized, but not generated and provided by another human, e.g., the supervisor, but by a machine. We conducted a field experiment in which we introduced digital feedback to improve truck drivers' performance by enhancing their energy-efficient driving behavior. Our results show that digital feedback led to a statistically significant but small overall improvement in energy efficiency and performance that is driven by the improvement of initially very good- and very bad-performing drivers. This effect is robust, even when considering the differences in the room for improvement relative to the initial performance.
Promoting energy-efficient behavior of agents in a principal–agent context simultaneously decreases costs for firms and mitigates CO2 emissions. Along this line, we analyze the effect of incentive framing on energy-efficient driving behavior. Our results contribute to the understanding of the drawbacks of loss framing. In a situation with persistent labor market relations, an extremely low bonus, and heterogeneous prior performance, the introduction of a bonus framed as a gain outperforms that of a bonus framed as a loss.