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2018 | vol. 16, nr 6 (80), cz. 2 Management, Philosophy, Reflective Practices | 85--103
Tytuł artykułu

Triggers and Damages of Organizational Defensive Routines

Warianty tytułu
Przyczyny i negatywne skutki stosowania praktyk obronnych w organizacjach
Języki publikacji
Dotychczas w badaniach nad praktykami obronnymi w organizacjach wskazywano na ich wyraźne i wzajemnie powiązane elementy indywidualne i organizacyjne. Nie wyodrębniono jednak i nie przeanalizowano czynników wywołujących praktyki obronne na obu tych poziomach. Charakteryzując praktyki obronne, autorzy artykułu odwołują się do teorii praktyk organizacyjnych. Następnie identyfikują czynniki wyzwalające je na poziomie indywidualnym i organizacyjnym. Do tych zidentyfikowanych na poziomie indywidualnym należą ogólne poczucie własnej skuteczności, poczucie umiejscowienia kontroli i neurotyczność, natomiast na poziomie organizacyjnym wskazano politykę organizacyjną, biurokracją i strukturę organizacyjną. Autorzy artykułu analizują potencjalne szkody, jakie praktyki obronne mogą powodować u osób i organizacji, związane z satysfakcją z pracy, zaangażowaniem w pracę, "oburęcznością" (ambidexterity) organizacji i procesami uczenia się organizacji. Zaproponowany przez autorów model teoretyczny stanowi fundament dla przyszłych badań empirycznych i poszerza na poziomie teoretycznym sieć nomologiczną praktyk obronnych w organizacjach. (abstrakt oryginalny)
According to research, organizational defensive routines (ODRs) have strong and intertwined individual and organizational components. However, the literature has yet to systematically isolate and analyse ODR-triggering factors at both levels. In this paper, we shall first refer to organizational routine theory to expound the characteristics of ODRs. Next, it identifies their individual and organization-level triggers. At the individual level factors generating ODRs are general self-efficacy, locus of control, and neuroticism, while those operating at the organizational level are organizational politics, red tape, and organizational structure. Finally, the chapter explores potential damage ODRs could cause to individuals and organizations related to individuals' job satisfaction, work engagement, organizational ambidexterity, and organizational learning. The theoretical model presented in this paper forms a foundation for a future empirical study and theoretically extends the nomological network of ODRs. (original abstract)
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  • University of Southern Denmark
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