M@n@gement

From Liberating Leader to Shared Leadership: A Process of Role Distribution

Émilie Poli — 2024-09-30

A liberated company is an emerging concept, which is based on trust and autonomy and is radically opposed to hierarchical principles. The empirical literature describes liberation as a complex process of cultural and organizational transformation, wherein managerial functions are questioned or even eliminated, and blind spots are a source of numerous pitfalls. Against this backdrop, the central issue of transforming leadership, and the roles it entails, remains underexplored in liberated companies, whereas reflections are primarily focused on the liberating leader. Using a single case study and a processual, multilevel approach to liberation, this study analyzes the evolution of key leadership roles at the individual (supporting), collective (catalyst), and organizational (driving) levels. The results show that the distribution and sharing of leadership roles is an evolutionary and dynamic process rather than a tipping point and question the opportunities and limits of role distribution at different stages of the process.

Individual Responses to Paradox: The Articulation Between Emotion and Cognition

Diana Santistevan — 2024-09-30

This article examines how emotions and cognition work together to shape individual responses to paradox. While much-existing research focuses on organizational response or the effect that either emotions or cognitions have on individual responses, our work shows how emotion and cognition work together to create individual responses. Based on a qualitative study of a global organization with employees who regularly face paradoxes, we found two cognitive appraisals (perception regarding the difficulty of managing paradoxical tensions and self-perception of leadership role) that either generate emotion or regulate response. By examining the interlinking of appraisal – emotion – appraisal – response, we identify two mechanisms that demonstrate the articulation between emotion and cognition: the nonregulated response and the regulated response. We contribute to the existing literature by detailing each mechanism and explaining how emotions and cognition work together to shape individual responses.

Understanding Entrepreneurial Commitment: A Test of Side-Bet Theory

Laëtita Gabay-Mariani — 2024-09-30

This paper contributes to the burgeoning literature on entrepreneurial commitment by providing a first empirical investigation of Howard Becker’s side-bet theory in the context of nascent entrepreneurship. We investigate how different forms of commitment relate to both entrepreneurial behavior and various side-bet categories: satisfying conditions, non-work concerns, others’ expectations, impersonal bureaucratic arrangements, perceived lack of alternatives, individual adjustments to social positions, and self-presentation concerns. We collected data from a representative sample (n = 242) of individuals granted with the French national student-entrepreneur status (NSES). Results froms hierarchical linear regressions reveal different patterns of side bets associated with entrepreneurial commitment, depending on its nature (value-based or exchange-based) and on its focus (the project or the profession). Our study (1) extends side-bet theory to the field of entrepreneurship and (2) improves understanding of factors associated with commitment during the volitional phase of the entrepreneurial process.

Hybrid Copresence: Issues of Re-Spatialization of Remote Work in Coworking Spaces

Camille Pfeffer — 2024-09-30

The re-spatialization of work in coworking spaces alters the social experience of teleworkers by involving two copresences associated with distinct organizational and spatiotemporal contexts: a remote copresence with the company and a physical copresence in the coworking space. Each can be experienced to different degrees between social isolation and perceived proximity. Nevertheless, the current literature does not provide an opportunity to make sense of the combination of copresences. From this perspective, data collected during an organizational ethnography conducted within two networks of coworking spaces were analyzed. The results show that the re-spatialization of work in coworking spaces generates a hybrid copresence that can be experienced in four ways: (reinforced) isolation, ubiquity, (guilty) compensation, and (frustrated) refocusing. The characteristics of these distinct situations and the possible evolutions from one to the other are explored and explained. The results are discussed in relation to the evolution of work in a post-COVID-19 era that seems to encourage the development of more hybrid practices and spatialities. Contributions to three fields of organizational literature are made: organizational space, telecommuting and distantiated forms of work, and coworking spaces. Managerial implications are also discussed around reflections on a more hybrid and multi-spatialized organization of work practices in organizations.

Pivoting to Manage the Integration of Two Initially Separate Business Models: The Case of the Digital Transformation of Established Retailers

Guillaume Do Vale — 2024-09-30

Due to increasing digitalization, most companies have added online retail as a new business model (BM) separate from their initial physical BM, requiring them to manage a portfolio of BMs. The literature points out that companies choose between a separation or integration strategy to manage their multiple BMs. However, business cases show that companies adopting a separation strategy may then plan for a possible integration strategy. Despite the growing knowledge in the BM portfolio literature, scholars and practitioners still lack a comprehensive understanding of the integration process of two BMs that were initially managed separately. This qualitative research draws on a cumulative multiple case study of five retailers to analyze how incumbent firms with different BMs manage their integration. We show that these firms pivoted the management of their BM portfolio.

The notion of pivoting has been studied from the perspective of a single BM. In this research, we demonstrate that the process of pivoting also applies to the management of several BMs. Our results provide a generic model of the BM integration process that underlines barriers and enabling pivoting factors. Finally, by considering pivoting at this corporate level, our research adds to the ongoing discussion in strategic management regarding the way companies manage the dynamics of their BM portfolio.

Negotiating Safety by Movements: Articulation, Alignment and Separation between Train Driving and Railway Traffic Controlling Activities

Oriane Sitte de Longueval — 2024-09-30

This article explores the negotiation of safety between two distinct activity systems that operate jointly on a daily basis: train driving and railway traffic controlling. We have employed cultural-historical activity theory and an ethnographic case study of a large European passenger and freight transport company to pinpoint three different types of movement underpinning the negotiation of safety. These different movements can be found in work organization, work situations, and workers’ actions. The negotiation of safety would appear to be based on the movements of articulation (articulation, disarticulation, re-articulation), alignment (alignment, misalignment, realignment), and separation (separation, re-separation, de-separation) between activity systems. Within the framework of activity theory, we have used evidence from highly reliable organizations and the management of high-risk organizations to offer a better understanding of the movements between activity systems in safety negotiation.

Cooperative Learning Through Boundary Spanning: How a Corporate Learning Department Ensures That Trainers and Content Stay Current

Barbara Ofstad — 2024-09-30

Continuous learning is central to ensuring organizations remain innovative and high-performing. Corporate trainers play a critical role in educating and training employees. However, in an era of digital transformation and, more recently, artificial intelligence, trainers need new skills and methods to stay current and facilitate the transformation of the workforce. The skills gap is best filled through cooperative learning with other trainers. However, cooperative learning is hindered by different spatial, organizational, and cultural boundaries that are difficult to overcome.

This paper attempts to understand how cooperative learning of trainers can be enhanced through boundary spanning. It examines the case of the corporate learning department of a German high-tech multinational through ethnographic action research by the department manager, including 21 semi-directive interviews and direct observation. Using a grounded theory approach, we explore how the concept, causes, context, contingencies, and conditions of boundary spanning enhance cooperative learning among corporate trainers.

The findings show that boundary spanning leads to cooperative learning through pedagogical scaffolding, communities of practice, and a new learning culture. Spontaneous boundary spanning occurs in parallel to guided boundary spanning. Both are made possible by appropriate leadership values and attitudes, trust, flexibility, and dedicated time and capacity.

Our paper provides recommendations on the key issues managers face in facilitating boundary spanning and cooperative learning among their employees. We also show how key barriers and risks can be mitigated to enable employees to learn cooperatively with colleagues from different and distant organizational units.