دانلود رایگان مقاله جای پا در ماسه

INTRODUCTION

One of the most important missions of Organizational Dynamics has been to serve as a bridge between widely recognized scholars in Organizational Science and professional managers and M.B.A. students — those who translate basic research into real world results, theory into practice. To accomplish this mission, we want to feature some of the most well-known, insightful and productive researchers and thinkers in Organizational Science to talk about their work in a more personal voice and easily accessible format. Welcome once again to ‘‘Footprints in the Sand,’’ the fourth in our series of interviews with leading organizational scientists. Following interviews with Bruce Avolio, the Marion B. Ingersoll Professor at the Center for Leadership & Strategic Thinking at the University of Washington, Michael Beer, the Cahners-Rabb Professor of Business Administration, Emeritus, Harvard Business School and Edgar Schein, the Society of Sloan Fellows Professor of Management Emeritus at the MIT Sloan School of Management, we’re delighted to provide an in-depth conversation with Denise Rousseau, the H. J. Heinz II University Professor of Organizational Behavior and Public Policy, Carnegie-Mellon University, a ground breaking researcher and thinker on such topics as the ‘‘psychological contract’’ between employees and their employer, employee well-being and career development, organizational effectiveness, the management of change, firm ownership and governance, industrial relations and evidence-based management. Our interviewer is Barry Mike, M.A, M.B.A., the managing partner of Leadership Communication Strategies, LLC, a management consultancy specializing in working with leaders and organizations to mitigate the risks of change and solve business problems whose cause is rooted in or whose solution requires communication.

FINAL REMARKS BARRY MIKE:

We covered a lot of topics, but before we conclude, I’d like to ask you to step back for a minute and take a look at the field of Organization Science. How has it changed over the course of your career? Where do you think it’s going and where do you think it needs to go? DENISE ROUSSEAU: That’s an interesting question. I’ve always been leery when people make lists about what we should getrid of and where we need to do more research,that kind of buy-and-sell approach. I don’t believe in that. I prefer to rely on human innovation and interest to guide where people will go. That said, I would like to see more appreciation for the value of building on what’s been known, on accumulations of knowledge. We’re very big on publishing research on novel topics, but less so on synthesis, on pulling bodies of research together and summarizing what we know or don’t know. I see great advantages in the future for at least some segment of management doctoral programs and executive degree programs to engage their students in conducting research syntheses where they try to summarize what was known in a systematic way about practical issues. We would make so much more progress if we knew what issues were settled issues and where the gaps were. For example, right now we have a really clear idea about how decision-makers deal with uncertainty; what we don’t have a clear idea about is the processes that improve their decision outcomes. That would be so helpful.