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  <doc>
    <id>1546</id>
    <completedYear>2022</completedYear>
    <publishedYear>2022</publishedYear>
    <thesisYearAccepted/>
    <language>eng</language>
    <pageFirst>303</pageFirst>
    <pageLast>352</pageLast>
    <pageNumber>50 Seiten</pageNumber>
    <edition/>
    <issue>74</issue>
    <volume>2024</volume>
    <type>article</type>
    <publisherName>Springer Nature</publisherName>
    <publisherPlace>Berlin</publisherPlace>
    <creatingCorporation/>
    <contributingCorporation/>
    <belongsToBibliography>0</belongsToBibliography>
    <completedDate>2022-10-18</completedDate>
    <publishedDate>2022-10-18</publishedDate>
    <thesisDateAccepted>--</thesisDateAccepted>
    <title language="eng">Organizations on stage: organizational research and the performing arts</title>
    <abstract language="eng">Management and organization scholars have long been intrigued by the performing arts—music, theater, and dance—as a rich context for studying organizational phenomena. Indeed, a plethora of studies suggest that the performing arts are more than an interesting sideline for authors, as they offer unique theoretical and empirical lenses for organization studies. However, this stream of literature spreads across multiple research areas, varies with regard to its underlying theories and methods, and fails to pay sufficient attention to the contextuality of the findings. We address the resulting limitations by identifying and reviewing 89 articles on management and organization related to the performing arts published in 15 top-tier journals between 1976 and 2022. We find that research in the performing arts advances organizational theory and the understanding of organizational phenomena in four key ways, namely by studying (1) organizational phenomena in performing-arts contexts; (2) performing-arts phenomena in organizational contexts; (3) organizational phenomena through the prism of performing-arts theories; and (4) organizational phenomena through the prism of performing-arts practices. We also find that, in contrast to other settings, the performing arts are uniquely suited for immersive participant-observer research and for generating genuine insights into fundamental organizational structures and processes that are generic conditions of the performing arts and management alike, such as leadership, innovation, and the management of uncertainty. Finally, based on our consolidation of the research gaps and limitations of the reviewed studies, we develop a comprehensive agenda for future research.</abstract>
    <parentTitle language="eng">Management Review Quarterly</parentTitle>
    <identifier type="doi">10.1007/s11301-022-00301-9</identifier>
    <identifier type="urn">urn:nbn:de:101:1-2023010321004612876788</identifier>
    <licence>Creative Commons - CC BY - Namensnennung 4.0 International</licence>
    <author>Verena Komander</author>
    <author>Andreas König</author>
    <subject>
      <language>eng</language>
      <type>uncontrolled</type>
      <value>Performing arts</value>
    </subject>
    <subject>
      <language>eng</language>
      <type>uncontrolled</type>
      <value>Music</value>
    </subject>
    <subject>
      <language>eng</language>
      <type>uncontrolled</type>
      <value>Dance</value>
    </subject>
    <subject>
      <language>eng</language>
      <type>uncontrolled</type>
      <value>Jazz</value>
    </subject>
    <subject>
      <language>eng</language>
      <type>uncontrolled</type>
      <value>Theatre</value>
    </subject>
    <subject>
      <language>eng</language>
      <type>uncontrolled</type>
      <value>Organization</value>
    </subject>
    <subject>
      <language>eng</language>
      <type>uncontrolled</type>
      <value>Management</value>
    </subject>
    <subject>
      <language>eng</language>
      <type>uncontrolled</type>
      <value>Leadership</value>
    </subject>
    <collection role="ddc" number="330">Wirtschaft</collection>
    <collection role="ddc" number="700">Künste; Bildende und angewandte Kunst</collection>
    <collection role="open_access" number="">open_access</collection>
    <collection role="institutes" number="">Wirtschaftswissenschaftliche Fakultät</collection>
    <collection role="Transformationsvertrag" number="">DEAL Springer Nature</collection>
    <thesisPublisher>Universität Passau</thesisPublisher>
    <file>https://opus4.kobv.de/opus4-uni-passau/files/1546/Komander_OrganizationsOnStage.pdf</file>
  </doc>
  <doc>
    <id>511</id>
    <completedYear>2017</completedYear>
    <publishedYear>2017</publishedYear>
    <thesisYearAccepted>2017</thesisYearAccepted>
    <language>eng</language>
    <pageFirst/>
    <pageLast/>
    <pageNumber>XI, 137 Seiten</pageNumber>
    <edition/>
    <issue/>
    <volume/>
    <type>doctoralthesis</type>
    <publisherName/>
    <publisherPlace/>
    <creatingCorporation/>
    <contributingCorporation/>
    <belongsToBibliography>0</belongsToBibliography>
    <completedDate>2017-12-14</completedDate>
    <publishedDate>2017-12-14</publishedDate>
    <thesisDateAccepted>2017-12-04</thesisDateAccepted>
    <title language="eng">Managing Role Stress in Service Occupations: Addressing Gaps in Boundary Spanner Research</title>
    <abstract language="eng">Even though the negative outcomes of boundary spanners’ role stress are well- known to service theory and practice, insights into how to manage frontline employees to lower experienced role stress are sparse. Moreover, extant research fails to include most up-to-date challenges of new service environments and their effects on frontline employees’ role stress perceptions. This dissertation’s studies focus on three different aspects of managing boundary spanners’ role stress in service occupations affected by the challenges of new service environments: managing (a) enhanced individual role complexity by feedback (Study 1), (b) person-role conflicts by transformational leadership (Study 2), and (c) role ambiguity by problem-focused coping strategies (Study 3).&#13;
Study 1 introduces the new concept of individual role complexity as mediator between environmental complexity (from customers and the own organization) and role stress of frontline employees in service settings. Moreover, Study 1 details different aspects of individual role complexity and considers feedback from various sources as potential moderators that mitigate the stressing effect of high individual role complexity. The results of this study provide a deeper understanding of current boundary spanner roles, their complexity and potential approaches to handle individual role complexity. The study offers directions for further empirical research on boundary spanners’ role complexity. Moreover, it helps managers to understand today’s service environments and frontline employees’ roles plus it suggests tools to manage imminent performance declines caused by individual role complexity.&#13;
The purpose of Study 2 is to identify effective leadership behavior that reduces frontline employees’ person-role conflicts, a hitherto rather neglected sub-dimension of role conflicts that strongly differs from externally originated role conflict dimensions which have been examined in existing research. Moreover, Study 2 aims at identifying individual cultural values as important contingency factors for the effects of transformational leadership respectively person-role conflicts on a frontline employee’s job performance. Results reveal that charisma-related transformational leadership styles promote the job performance of frontline employees, even in the face of person-role conflicts, while intellectual stimulation has a negative effect on job performance. In addition, the individual cultural values collectivism, power distance, and uncertainty avoidance moderate the effects of transformational leadership on job performance. The findings imply that service firms should train managers in the use of charisma-related leadership styles and highlight the importance of employees’ individual culture when leading frontline employees with distinct leadership styles.&#13;
Study 3 addresses which frontline employees’ problem-focused coping strategies might effectively reduce perceived role ambiguity. The gathered evidence indicates that only action coping is effective, whereas instrumental support seeking does even enhance perceived role ambiguity. An examination of intrinsic and extrinsic coping resources as drivers of coping reveals that conscientiousness and supervisor support are helpful coping resources. Contrary, neuroticism drives insufficient coping and inhibits the use of effective coping resources. Managers of service firms should provide training to ensure effective supervisor support plus consider the personality traits of potential employees in recruitment procedures to reduce and prevent experienced role ambiguity among frontline employees. Altogether, the three studies contribute to existing service theory and practice by identifying management tools to counter role stress perceptions induced by the challenges of new service environments.</abstract>
    <identifier type="urn">urn:nbn:de:bvb:739-opus4-5118</identifier>
    <licence>Standardbedingung laut Einverständniserklärung</licence>
    <author>Veronika Selzer</author>
    <subject>
      <language>eng</language>
      <type>uncontrolled</type>
      <value>Role stress</value>
    </subject>
    <subject>
      <language>eng</language>
      <type>uncontrolled</type>
      <value>Complexity</value>
    </subject>
    <subject>
      <language>eng</language>
      <type>uncontrolled</type>
      <value>Transformational leadership</value>
    </subject>
    <subject>
      <language>eng</language>
      <type>uncontrolled</type>
      <value>Coping</value>
    </subject>
    <subject>
      <language>deu</language>
      <type>swd</type>
      <value>Dienstleistung</value>
    </subject>
    <subject>
      <language>deu</language>
      <type>swd</type>
      <value>Management</value>
    </subject>
    <collection role="ddc" number="330">Wirtschaft</collection>
    <collection role="open_access" number="">open_access</collection>
    <collection role="institutes" number="">Wirtschaftswissenschaftliche Fakultät</collection>
    <thesisPublisher>Universität Passau</thesisPublisher>
    <thesisGrantor>Universität Passau</thesisGrantor>
    <file>https://opus4.kobv.de/opus4-uni-passau/files/511/Disseration Veronika Luisa Selzer.pdf</file>
  </doc>
  <doc>
    <id>416</id>
    <completedYear>2014</completedYear>
    <publishedYear>2016</publishedYear>
    <thesisYearAccepted>2016</thesisYearAccepted>
    <language>mul</language>
    <pageFirst/>
    <pageLast/>
    <pageNumber>134</pageNumber>
    <edition/>
    <issue/>
    <volume/>
    <type>doctoralthesis</type>
    <publisherName/>
    <publisherPlace/>
    <creatingCorporation/>
    <contributingCorporation/>
    <belongsToBibliography>0</belongsToBibliography>
    <completedDate>2016-09-23</completedDate>
    <publishedDate>2016-09-23</publishedDate>
    <thesisDateAccepted>2016-09-14</thesisDateAccepted>
    <title language="mul">Value-based Management in Practice: Effects of Implementation Forms, Compensation Schemes and Investor Relations on Financial Performance</title>
    <abstract language="mul">Advocated by leading consulting firms, the concept of value-based management has enjoyed popularity and found its way into corporate practice in the mid 1990s. But the large breakthrough of value-based management held off, especially in the German landscape. The following four documents first analyze the status quo of value-based management in board compensation, second analyze performance effects of value-based management implementations, third investigate the reasons why inconsistent implementations of value-based management might exist and fourth, the effects of investor relations activities on corporate stock.</abstract>
    <identifier type="urn">urn:nbn:de:bvb:739-opus4-4169</identifier>
    <licence>Standardbedingung laut Einverständniserklärung</licence>
    <author>Markus Dirmhirn</author>
    <subject>
      <language>deu</language>
      <type>swd</type>
      <value>Regulierung</value>
    </subject>
    <subject>
      <language>deu</language>
      <type>swd</type>
      <value>Wertorientierung</value>
    </subject>
    <subject>
      <language>eng</language>
      <type>uncontrolled</type>
      <value>Value-based management</value>
    </subject>
    <subject>
      <language>deu</language>
      <type>swd</type>
      <value>Management</value>
    </subject>
    <collection role="ddc" number="330">Wirtschaft</collection>
    <collection role="open_access" number="">open_access</collection>
    <collection role="institutes" number="">Wirtschaftswissenschaftliche Fakultät</collection>
    <thesisPublisher>Universität Passau</thesisPublisher>
    <thesisGrantor>Universität Passau</thesisGrantor>
    <file>https://opus4.kobv.de/opus4-uni-passau/files/416/Dissertation_Markus_Dirmhirn.pdf</file>
  </doc>
</export-example>
