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The COVID-19 outbreak has blurred the boundaries between work and personal life, making the concept of work-life balance (WLB) even more important. Based on a three-source (employees, family members, and supervisors) sample (n = 436) of working professionals, we investigated the importance of enriched job design for employee WLB. In addition, on the basis of the job demand-control (JD-C) model, we examined whether organizationally imposed formalization and employees' individual adaptive personality traits (proactive personality and resilience) act as boundary conditions that strengthen this positive relationship. First, we conducted a supplementary analysis to investigate further which of the enriched job design characteristics play the most important role in our three-way interaction models predicting WLB. Then we discuss implications for theory and practice.
ABSTRACT
PurposeThe global pandemic and the resulting rapid and large-scale digitization changed the way firms recognized and understood knowledge curation and management. The changing nature of work and work systems necessitated changes in knowledge management (KM), some of which are likely to have a long-term impact. Using the lens of technology in practice, the purpose of this study is to examine the impact of technology agency on KM structures and practices that evolved across five knowledge-intensive global organizations. This study then argues that sustainable knowledge management (SKM) systems evolve in specific contexts.Design/methodology/approachThis study adopts a qualitative case study design to examine five multinational knowledge-intensive global organizations' KM systems and practices across diverse industry sectors.FindingsBased on the findings, the authors develop SKM systems and practices model relevant to a post-pandemic organizational context. The authors argue that KM digitization and adoption support socialization in knowledge sharing. Further formalization through organizational enabling systems aids the externalization of knowledge sharing. Deliberate practices promoted with leadership support are likely to sustain in the post-COVID era. Further, organizations that evolved ad-hoc or idiosyncratic approaches to managing hybrid working are more likely to revert to legacy KM systems. The authors eventually theorize about the socialization of human-to-human and technology-mediated human interactions and develop the three emerging SKM structures.Originality/valueThis study contributed to practitioners and researchers by developing the various tenets of SKM.
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Purpose>This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.Design/methodology/approach>This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.Findings>Knowledge management can be improved for organizations in the post-pandemic global economy when digitization processes and practices are adopted.Originality/value>The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.
ABSTRACT
Purpose>This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.Design/methodology/approach>This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.Findings>Knowledge management can be improved for organizations in the post-pandemic global economy when digitization processes and practices are adopted.Originality/value>The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.
ABSTRACT
Purpose: The global pandemic and the resulting rapid and large-scale digitization changed the way firms recognized and understood knowledge curation and management. The changing nature of work and work systems necessitated changes in knowledge management (KM), some of which are likely to have a long-term impact. Using the lens of technology in practice, the purpose of this study is to examine the impact of technology agency on KM structures and practices that evolved across five knowledge-intensive global organizations. This study then argues that sustainable knowledge management (SKM) systems evolve in specific contexts. Design/methodology/approach: This study adopts a qualitative case study design to examine five multinational knowledge-intensive global organizations’ KM systems and practices across diverse industry sectors. Findings: Based on the findings, the authors develop SKM systems and practices model relevant to a post-pandemic organizational context. The authors argue that KM digitization and adoption support socialization in knowledge sharing. Further formalization through organizational enabling systems aids the externalization of knowledge sharing. Deliberate practices promoted with leadership support are likely to sustain in the post-COVID era. Further, organizations that evolved ad-hoc or idiosyncratic approaches to managing hybrid working are more likely to revert to legacy KM systems. The authors eventually theorize about the socialization of human-to-human and technology-mediated human interactions and develop the three emerging SKM structures. Originality/value: This study contributed to practitioners and researchers by developing the various tenets of SKM. © 2022, Emerald Publishing Limited.
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Questions and answers are a fast way to assess complex day-to-day situations. They can be adopted to the framing conditions and are path-dependent, allowing in-depth analysis of critical issues. Questionnaires try to take up the natural setting using pre-defined sets of questions that cover an area. Often, for comparison of results, they use fixed sets of questions. The paper shows how to use questionnaires to determine semi-quantitative scores of socio technical systems to assess the status of their risk and resilience analysis and management. It maps qualitative as well as quantitative questions on semi-quantitative scales at different system and analysis levels up to overall assessment level. Main focus is on a formalism that allows a dimensional analysis of ordered sets of questions. To this end the questions are related to resilience and risk dimensions understood as concepts allowing a semi-quantitative multiple binning of results, e.g., an answer can be attributed to one or more risk management phases, to resilience cycle or catastrophe management cycle phases, to system layers, and/or to technical resilience capabilities. This allows the simultaneous use of several risk control and resilience generation frameworks, analysis and management concepts. It is shown how extensive quantities are defined that do not depend on the number of questions using normalization conditions. Thus, the user can remove predefined and add new questions as appropriate. The approach is applied to the critical infrastructure domain and to companies affected by the Covid-19 pandemic. © ESREL 2021. Published by Research Publishing, Singapore.
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Bureaucracy is commonly associated with a lack of the responsiveness, flexibility and innovative capability deemed necessary for an organization to change rapidly when circumstances dictate. However, with the COVID-19 crisis, evidence is emerging that large professional bureaucracies, such as hospitals, have been able to change their organization, retrain their staff, establish new physical facilities, and introduce new guidelines, technologies and safety procedures with astonishing speed. While what has been termed ‘the customary view’ within the field of management and organization studies continues to claim that flexibility is a product of de-bureaucratization, we seek to investigate an alternative proposition: that within the Danish Healthcare system, rapid and flexible responses during the COVID-19 crisis were linked to classic bureaucratic features such as clear lines of command, explicit hierarchies, formalization, authority based on expertise and office-holding, and a focus on the duties, purposes and ethics of office (that engender a sense of ‘vocation’) as the driving force in making the reorganizations happen. © 2021, The Author(s), under exclusive license to Springer Nature Switzerland AG.
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Motorcycle taxi drivers (MTDs) are classified as self-employed informal workers. The interplay between formality and informality is examined in this article from labor and capital perspectives on formalization approaches. Data was collected by questionnaire survey and semi-structured interview methods and analyzed. Results revealed significant overlap and informality concealed within formality, as well as stakeholder illegal practice in occupational registration and social assistance programs as well as factors affecting short-term cash transfer programs during the Novel Coronavirus 2019 (COVID-19) pandemic. These findings suggest that 1) The Bangkok Metropolitan Administration (BMA) should be held accountable for responses caused by its urban transportation network; and 2) government agencies should address institutionalized corruption in the motorcycle taxi trade as an underlying cause of unproductive means-testing in providing social assistance during a pandemic.
ABSTRACT
In the era of increasingly defined ontological insecurity and uncertainty driven by the ravages of COVID-19, urban informal settlement has emerged as a source of resilience. Indeed, the effects of a pandemic transcends its epidemiological characteristics to political economy and societal resilience. If resilience is the capacity of a system to adapt successfully to significant challenges that threaten the function or development of the human society, then ontological insecurity is about the lack of such capacity. Drawing on Keith Hartian's understanding of 'informality' of spaces, this policy brief attempts to identify and frame a research agenda for the future. The agenda would assist future researchers and policymakers provide responses that appropriately recognize groups and actors that define the urban informal space.