What a Mess! Participation as a Simple Managerial Rule to â•œComplexifyâ•š Organizations

What a Mess! Participation as a Simple Managerial Rule to 'complexify' Organizations

This paper adopts a view of organizations as complex adaptive systems and makes a case for making organizations more complex internally through the use of a fairly simple managerial rule using participative decision making. Participation in decision making enhances connectivity in organizations, which in turn, gives the organization the opportunity to self-organize and co-evolve in more effecti...

WHY DO PEOPLE REJECT TECHNOLOGIES â•fi A LITERATURE-BASED DISCUSSION OF THE PHENOMENA â•œRESISTANCE TO CHANGEâ•š IN INFORMATION SYSTEMS AND MANAGERIAL PSYCHOLOGY RESEARCH

In 2008, Ford et al. (2008) pointed out for management research, that “it is time to expand our understanding of resistance to change”. Since 1947, when Kurt Lewin discuss the first time the concept of resistance to change within his field theory, managerial psychology researchers have extended, criticized, modified and re-conceptualized the understanding of employees‟ responses to change initi...

Debating sustainable development in global climate change policy: The â•œCancÃon agreementsâ•š v. the â•œPeopleâ•Žs agreement of Cochabambaâ•š

Two Decades of Research on Possible Selves and the â•œMissing Malesâ•š Problem in Choral Music

TWO DECADES OF RESEARCH ON POSSIBLE SELVES AND THE ‘MISSING MALES’ PROBLEM IN CHORAL MUSIC Music education researchers have a lengthy history of examining reasons why individuals seek participation in musical activities. Within that history, however, the concept of ‘possible selves’ (Markus & Nurius, 1986) has received little attention until recently. In the broadest terms, possible selves are ...

Saving for College and the Tax Code: A New Spin on the â•œWho Pays for Higher Education?â•š