M@n@gement https://management-aims.com/index.php/mgmt <p>M@n@gement is the first open access journal in management, strategy and organization theory. Supported by the AIMS (<a href="http://www.strategie-aims.com/" target="_blank" rel="noopener">Association Internationale de Management Stratégique</a><a href="http://www.strategie-aims.com/">ion</a>), this well-ranked, double blind peer-reviewed journal has been publishing original research articles improving our understanding of organizational phenomena for more than 20 years. We encourage creative and novel research which relies on new and nontraditional theories, methods, and/or database.</p> en-US <p><span style="color: #4b7d92;">Authors retain copyright of their work, with first publication rights granted to the AIMS.&nbsp;</span></p> <p>&nbsp;</p> <p>&nbsp;</p> management.journal.aims@gmail.com (The M@n@gement Editorial Team) emma.csemiczky@openacademia.net (Emma Csemiczky) Tue, 01 Jun 2021 00:00:00 -0700 OJS 3.1.2.4 http://blogs.law.harvard.edu/tech/rss 60 All for One, One for All! From Events to Organizational Dynamics in Fluid Organization https://management-aims.com/index.php/mgmt/article/view/4534 <p>This article examines the emergence of organizational dynamics in the context of fluid organizational phenomena. To do so, three organizational dynamics are studied: (1) identity, (2) actorhood, and (3) interconnected instances of decision-making. To study how these three organizational dynamics take shape in the context of fluid organizational phenomena, I rely on the events-based approach and a case study of makers operating in a makerspace in the Paris region. The results show, on the one hand, that the collective of makers enacts a structure of past, present, and future events that participates in the definition of a common frame of reference and, on the other hand, that this common frame of reference plays a role in the emergence of organizational dynamics. On the basis of this result, my main contribution is to show the role of the eventalization – that is, the definition, configuration and narration by the actors of past, present, and future events – in the definition of organizational dynamics in fluid organizational phenomena. This article contributes on the one hand to the literature on fluid organizational phenomena, and on the other hand to the literature on makers working in makerspaces.</p> Anthony Hussenot Copyright (c) 2021 Anthony Hussenot http://creativecommons.org/licenses/by-nc/4.0 https://management-aims.com/index.php/mgmt/article/view/4534 Tue, 01 Jun 2021 00:00:00 -0700 Toward a Discursive Approach to the Hybridization of Practice: Insights from the Case of Servitization in France https://management-aims.com/index.php/mgmt/article/view/7796 <p>Hybrid practices incorporate conflicting institutional logics and are recognized for their capacity to cope with societal problems. Previous literature has concentrated on the hybridization mechanisms inherent in organizations. This focus on an entity has diverted attention away from equivalent mechanisms that operate in wider social systems – specifically, in organizational fields. In this article, I show how discourses can enable such mechanisms. To that end, descending hierarchical classifications were performed on media outlets to study the discourse on the emergence of servitization in France. The results reveal two original mechanisms enabled by discourses and supporting the hybridization of the practice under study: (1) practice renaming and (2) the pivotal role played by the institutional logic of environmental protection. Based on these results, I propose a model detailing how institutional logics and discourses interact to bring about a hybrid practice. This model offers original insights to develop knowledge on hybrid organizing and promote practices that realign business goals with those associated with social welfare and preservation of the natural environment.</p> Olivier Cristofini Copyright (c) 2021 Olivier Cristofini http://creativecommons.org/licenses/by-nc/4.0 https://management-aims.com/index.php/mgmt/article/view/7796 Tue, 01 Jun 2021 00:00:00 -0700 The Diffusion of Corporate Social Responsibility Within an Organizational Field: an Analysis through the Complementary Lenses of Neo-Institutional Theory and Actor-Network Theory https://management-aims.com/index.php/mgmt/article/view/4500 <p>How does the implication of actors act as a condition of success in the diffusion of corporate social responsibility (CSR) within an organizational field? To answer this question, this research looks at the microfoundations of the diffusion of a socially responsible practice. This approach enables us to adopt a perspective that is focused on individuals and to explain the integration of CSR practices at the organizational level. We mobilize neo-institutional theory (NIT) and actor-network theory (ANT) in our approach to the diffusion process of this innovative practice. First, we identify three distinct stages in institutional practice: the pre-institutionalization stage, the theorization stage, and the reinstitutionalization stage. Second, we reveal the four stages of the diffusion of a CSR practice as identified by the ANT: the designation of an actor initiating the change, the identification of allies for the deployment of innovation, the analysis of the diffusion process within the network, and the conditions of diffusion. Finally, we produce six research propositions based on the results of our study, which advocate for multileveled analysis to understand how CSR practices are developed within organizations.</p> Arnaud Gautier, Elise Bonneveux Copyright (c) 2021 Arnaud GAUTIER http://creativecommons.org/licenses/by-nc/4.0 https://management-aims.com/index.php/mgmt/article/view/4500 Tue, 01 Jun 2021 00:00:00 -0700 National Identity and Organizational Identity in Algeria: Interactions and Influences https://management-aims.com/index.php/mgmt/article/view/7809 <p>This article examines how national identity influences organizational identity. The interactions and influences between these two identity levels have been underexplored in the identity literature. However, given the national and geographical anchoring of businesses, national identity plausibly influences both their behavior and their organizational identity. This article presents a qualitative case study of the organizational identity of four family-run Algerian businesses, leaders in their respective industries. It theorizes a process model explaining the influence of national identity on organizational identity through three identity mechanisms: protection, justification, and adaptation. The findings suggest that organizational identity can be a social affirmation response whereby businesses demarcate their role in a challenging institutional context. This work opens new research avenues in this field by highlighting the interactions and influences that characterize these two dimensions of identity in a country actively engaged in the identity formation process, which exemplifies a dynamic and complex institutional context.</p> Sofiane Baba, Omar Hemissi, Taïeb Hafsi Copyright (c) 2021 Sofiane Baba http://creativecommons.org/licenses/by-nc/4.0 https://management-aims.com/index.php/mgmt/article/view/7809 Tue, 01 Jun 2021 00:00:00 -0700 Resocialisation of Experienced Employees: Challenges in a Context of Change https://management-aims.com/index.php/mgmt/article/view/4472 <p>Management research in the field of organisational socialisation has largely focused on the incorporation of new recruits into stable organisations. This research study looks instead at the resocialisation of employees facing planned changes in their role expectations. Conducted with the assistance of a leading European railway company that had undergone a transformation process, the study is a qualitative piece of research mobilising 35 cases of employee resocialisation. The main findings are threefold: they reveal four typical forms of resocialisation (conviction, resourcefulness, resignation and transgression) spanning the continuum from success to failure; indicators of successful and failed resocialisation need to be revisited; cognitions or emotions (adherence) and behaviours (role orientation) are clearly aligned with conviction and transgression, as are those socialisation dimensions that can serve as either resources or barriers. Conversely, resourcefulness and resignation reveal ambivalent forms of resocialisation. Finally, experienced employees tend to face three kinds of resocialisation resources and barriers (relational networks, biographical continuities or discontinuities and organisational roles), each of which is specific in nature. Lessons can be drawn from these discoveries with regard to the resocialisation of experienced employees.</p> Mélia Arras-Djabi, Delphine Lacaze Copyright (c) 2021 Mélia Djabi http://creativecommons.org/licenses/by-nc/4.0 https://management-aims.com/index.php/mgmt/article/view/4472 Tue, 01 Jun 2021 00:00:00 -0700 On the Limits of Being ‘Corporate’: Internal Mobility, Parrhesia, and Ethical Disasters https://management-aims.com/index.php/mgmt/article/view/5411 Anne Janand, Lidwine Maizeray, Yoann Bazin Copyright (c) 2021 Lidwine Maizeray http://creativecommons.org/licenses/by-nc/4.0 https://management-aims.com/index.php/mgmt/article/view/5411 Tue, 01 Jun 2021 00:00:00 -0700