Consensus in organizations:Hunting for the social choice conundrum in APA elections

According to the axiomatic literature on consensus methods, the best collective choice by one method of preference aggregation can easily be the worst by another. Are award committees, electorates, managers, online retailers, and web-based recommender systems stuck with an impossibility of rational preference aggregation? We investigate this social choice conundrum for seven social choice methods: Condorcet, Borda, Plurality, Antiplurality, the Single Transferable Vote, Coombs, and Plurality Runoff. We rely on Monte Carlo simulations for theoretical results and on twelve ballot datasets from American Psychological Association (APA) presidential elections for empirical results. Each of these elections provides partial rankings of five candidates from about 13,000 to about 20,000 voters. APA preferences are neither domain-restricted nor generated by an Impartial Culture. We find virtually no trace of a Condorcet paradox. In direct contrast with the classical social choice conundrum, competing consensus methods agree remarkably well, especially on the overall best and worst options. The agreement is also robust under perturbations of the preference prole via resampling, even in relatively small pseudosamples. We also explore prescriptive implications of our findings.

The Oxford Handbook of Conflict Management in Organizations

New ways of managing conflict are increasingly important features of work and employment in organizations. In the book the world's leading scholars in the field examine a range of innovative alternative dispute resolution (ADR) practices, drawing on international research and scholarship and covering both case studies of major exemplars and developments in countries in different parts of the global economy. Developments in the management of individual and collective conflict at work are addressed, as are innovations in both unionized and non-union organizations and in the private and public sectors.

New practices for managing conflict in organizations are set in the context of trends in workplace conflict and perspectives on how conflict should be understood and addressed. Part 1 examines the changing context of conflict management by addressing the main frameworks for understanding conflict management, the trend in conflict at work, developments in employment rights, and the influence of HRM on conflict management. Part 2 covers the main approaches to conflict management in organizations, addressing both conventional and alternative approaches to conflict resolution. Conventional grievance handling and third-party processes in conflict resolution are examined as well as the main ADR practices, including conflict management in non-union firms, the role of the organizational ombudsman, mediation, interest-based bargaining, line and supervisory management, and the concept of conflict management systems. Part 3 presents case studies of exemplars and innovators in the field, covering mediation in the US postal service, interest-based bargaining at Kaiser-Permanente, 'med-arb' in the New Zealand Police, and judicial mediation in UK employment tribunals. Part 4 covers international developments in conflict management in Germany, Japan, The United States, Australia, New Zealand, the United Kingdom and China.

This Handbook gives a comprehensive overview of this growing field, which has seen an huge increase in programmes of study in university business and law schools and in executive education programmes.

From gendered organizations to compassionate borderspaces: Reading corporeal ethics with Bracha Ettinger

In this article, we propose a new way of approaching the topic of ethics for management and organization theory. We build on recent developments within critical organization studies that focus on the question of what kind of ethics is possible in organizational contexts that are inevitably beset by difference. Addressing this ‘ethics of difference’, we propose a turn to feminist theory, in which the topic has long been debated but which has been underutilized in organization theory until very recently. Specifically, we draw on the work of Bracha Ettinger to re-think and extend existing understandings. Inspired by gender studies, psychoanalysis, philosophy and art, Ettinger’s work has been celebrated for its revolutionary re-theorization of subjectivity. Drawing on a feminist ethics of the body inspired by psychoanalysis, she presents a concept of ‘trans-subjectivity’. In this, subjectivity is defined by connectedness, co-existence and compassion towards the other, and is grounded in what Ettinger terms the ‘matrixial borderspace’. An ethics of organization derived from the concept of the matrixial suggests that a different kind of ethical relation with the Other is possible. In this article, we demonstrate this through examining the issue of gender in the workplace. We conclude by outlining the implications of this perspective for rethinking ethics, embodiment and gender, and in particular for the development of a corporeal ethics for organization studies.

Faith-based Non-Governmental Organizations in the Public Square

This chapter has both a methodological and a substantive aim. First, I suggest, using the role and function of NGOs in religiously related legal disputes as a paradigm example, the distinction between institutional, doctrinal, and theoretical approaches to the study of the relationship between religion and law is sometimes unhelpful, creating a barrier preventing us from understanding the phenomenon that we are examining. Instead, I suggest, a more integrated understanding, drawing on each of these approaches and seeing how they relate to each other, may well be more illuminating. The second aim of this chapter is to suggest, in a preliminary way, that the phenomenon of faith-based organizations should be more integrated than in the past into doctrinal and theoretical debates in the area of law and religion, in particular the problem of how liberal society is to engage with organized religion where there is a fundamental dispute as to who represents that religion, or as to what the basic tenets of that religion are.

Empowering Human Services Organizations to Embrace Evidence-informed Practice: International Best Practices

Human service organizations are increasingly using knowledge as a mechanism for implementing change. Knowledge emerging from many sources that may include academic publications, grey literature, and service user and practitioner wisdom contributes toward informing best practice. The question is: how do we harness this knowledge to make practice more effective? This paper synthesizes the lessons learned from eight international organizations that have made a commitment to knowledge mobilization as an important priority in their mission and operation. The paper provides a conceptual model, tools and resources to help human services organizations create strategies for building, enhancing or sustaining their knowledge mobilization efforts. The paper describes a flexible blueprint for human service organizations to leverage knowledge mobilization efforts at all levels of service delivery.

Latent and Explicit Authority in Hierarchical Organizations

We consider the problem of the exercise of authority within social production organizations, embedding the decision makers into a structure of formal authority relationships. We distinguish two types of behavior. First, we introduce an equilibrium notion implementing latent authority under which subordinates submit themselves to authority even though such authority is not en- forced explicitly. Second, we compare this with a non-cooperative equilibrium concept describing explicit exercise of authority. We show that for low enough enforcement costs both forms of authority will be exercised in equilibrium, but for higher enforcement costs latent authority will be exercised while explicit authority will not.

Sharing services, saving money? Five risks to cost saving when organizations share administrative services

Shared services are a popular reform for governments under financial pressure. The hope is to reduce overheads and increase efficiency by providing support services like HR, finance and procurement once to multiple agencies. Drawing on insights from organization theory and political science, we identify five risks that shared services won’t live up to current expectations. We illustrate each with empirical evidence from the UK, Ireland and further afield, and conclude with suggestions on how to manage these risks.

Networked tourism: from world destinations to inter-organizations

Na última década, a referência ao conceito de redes cresceu rapidamente entre a literatura sobre turismo, geralmente aplicado a tópicos como as interorganizações, estrutura de multi-destinos, espaços de Turismo online, entre outros. O conceito de rede difundiu-se na natureza e na sociedade, em áreas que vão desde a Biologia à Medicina, ou da Economia à Gestão, e o conhecimento sobre redes tem vindo a impulsionar uma teoria comum para facilitar a compreensão de diferentes sistemas complexos e a representação das ligações entre organizações, acções, bens, proteínas ou pessoas. A tese teve como propósito o encontro de um eixo comum entre dois campos férteis de investigação através de uma revisão teórica sistemática. A investigação sobre redes complexas é um campo recente na Física que tem vindo a desenvolver-se bastante na última década com fortes aplicações interdisciplinares. Por outro lado, a análise de redes sociais é uma área de investigação activa em Sociologia e Economia há bastante tempo. O estudo das implicações das redes complexas para a ciência das redes de turismo é uma área promissora já com resultados fascinantes. A tese tem três resultados principais. Primeiro, traz conhecimento das ricas áreas de conhecimento sobre redes complexas e redes sociais. Em segundo lugar, apresenta modelos evolutivos que melhor se adaptam às chegadas turísticas internacionais. Como se organizam as redes sociais? Como é que os indivíduos escolhem os seus destinos de viagem? Estes são exemplos de questões que serão abordadas na tese. Em terceiro lugar, discute resultados que fazem notar comportamentos comuns entre redes em turismo e outras redes reais. O que é comum a todas as redes na natureza? Adicionalmente, os padrões encontrados entre os destinos turísticos mostram um comportamento não social, com destinos mais característicos de redes económicas e sistemas tecnológicos que questionam a faceta social do sector do turismo. Por acréscimo, a rede de transportes aéreos e a rede de turismo mostram diferenças consideráveis que se podem dever a razões políticas ou outras que provavelmente explicam o aumento da utilização de voos charters.

Creativity, innovation and collaborative organizations

This article intends to make a contribution to the clarification of the concepts of creativity and innovation using a multilevel approach of individual, group and organization, in order to show that these may be better integrated within collaborative organizations. Trying to maintain the principle of the primacy of the individual (creativity) over the business (innovation), we stressed the cognitive and emotional processes (when speaking of creativity) and power and communi- cation (when it comes to innovation). Following on a description of group processes that try to combine creativity and innovation, we address the measurement of innovation, concluding with the need to avoid classifying an organization as innovative or non-innovative. The latter judgment should be left to the market itself. At the organizational level, we gave primacy to the concept of "organizational innovation", as it is within this framework that the best fusion between creativity and innovation may be achieved. Finally, we address collaboration in business as connecting people, ideas, and resources that would not normally interact with each The International Journal of Organizational Innovation Vol 5 Num 1 Summer 2012 2 other. These decentralized organizations operate in such a way that makes it possible to abolish or, at least mitigate, the role of power. We believe that this will ultimately define the future of successful organizations