Department of Organizational Behaviour, Human Resources Management and Management

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    A psychoanalytical approach to management research: the psychoanalytical problem, its resolution, and derivate research method
    (2022) Bocatto, Evandro; Perez-de-Toledo, Eloisa
    Karl Popper has locked the reasoning of many researchers on a particular kind of rational thinking, that is, hypotheses stating and testing. For this reason, social sciences started to privilege a specific theory of personality. It is accurate to state that the common-sense knowledge, and resultant human "irrational" action, can be explained and even confronted by testing its assumptions. Nevertheless, Popper's categorization is not the only one possible. It neglects the irrationality of unconscious' intentions, a competing drive that directs human actions. In this paper, we discuss that, in accordance, management research and practice have strict relations with theories of personality that neglect the unconscious. For that reason, it assumes that humans are self-interested organisms like guinea pigs, neglecting this complementary supposition: the unconscious's intentions, structure, and dynamics that also drive human behavior, thinking, feeling, perceiving, and learning. The crucial integration of objective knowledge with the unconscious dynamic supposes the addition of the psychoanalytical problem to Popperian's psychological problem. Thus, the derivate capacity to explain human and social action understood as intention, plan, and act must consider conscious and unconscious intentions. The psychoanalytical approach to management research also provides ingenious methods like the awareness-enhancing interviews we present.
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    Antecedents and outcome of employee change fatigue and change cynicism
    (2021) Ouedraogo, Noufou; Ouakouak, Mohammed Laid
    Organisations implement changes either to address real business imperatives or to follow trends in their industries. But frequent changes in an organisation often lead to employee change fatigue and change cynicism. The purpose of this study is to investigate the impact of the change logic of appropriateness and the logic of consequences on change fatigue and change cynicism and the impact of change fatigue and change cynicism on change success.
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    Union leader’s language during conflict: does gender matter?
    (2021) Keim, Charles
    We analyze the language used by two consecutive British Columbia Teachers’ Federation (BCTF) presidents, Susan Lambert and Jim Iker, during two collective bargaining sessions that pitted the BCTF against the British Columbia (BC) government and the British Columbia Public School Employers’ Association (BCPSEA). Our study analyzes how gender language differences if they indeed exist, are manifested during critical moments that require strong leadership. Language is a critical resource for leaders, who use it to define issues, assign motives and inspire action, and portray themselves as people of power and consequence. Both women and men can employ a variety of linguistic strategies and the linguistic decisions that male and female leaders make provide a window onto if and how gender may be manifested by those in power and how they use language to present themselves as effective leaders. In this paper, we explore whether and how gender influences the linguistic choices of a male and female union leader during times of conflict.
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    Becoming a community engaged professional in management studies using relational pedagogy
    (2019) Chika-James, Theresa; Salem, Tarek
    Overview: Roles of community engaged professionals: Understand the concepts of community engaged scholarship. Collaborate with students and community organizations as co educators, co learners, co generators of knowledge. Integrate research, teaching and service through community engagement. Mentor students and faculty to build community engagement scholarship and portfolio. Provide leadership to advance community engagement scholarship in higher institution of learning (e.g. MacEwan University School of Business).
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    Fundamentals of organisational culture change: who and what really matters in a Nigerian organisational context
    (2019) Chika-James, Theresa
    In light of the documented influence of culture on organisational performance (Kotter and Heskett, 1992; Denison and Mishra, 1995), several organisations have embarked on organisational culture change initiatives (see Krisher, 2012; Simons, 2012; Wankhade and Brinkman, 2014). Consequently, a steady stream of research has focused on the implications, feasibility and complexity of attempts to change culture in organisations (Ogbonna, 1993; Grugulis and Wilkinson, 2002; Harris, 2002; Smith, 2003) in order to produce actionable knowledge that can be used to enhance the effectiveness of organisational culture change efforts. Most of these studies, however, have concentrated on analysing Western organisational contexts. This chapter, therefore, attempts to provide an understanding of culture change and factors that influence change efforts in an African organisational context. Drawing on Ogbonna and Harris's (2002) finding that like societal culture, organisational culture can and does change, and such change process is largely influenced by several factors, this chapter aims to uncover factors that influence culture change efforts within an African organisation. The chapter starts with a brief overview of the varied conceptualisations of organisational culture and organisational culture change. It then outlines the different frameworks of organisational culture change and presents the intricacies involved in the process based on extant research. Building on the preceding conceptual discussion, the chapter presents an analysis of culture change in an African organisational context using a Nigerian oil and gas company as a case study. The penultimate section provides an extended discussion of the findings, and the final section concludes with implications for change management in an African organisational context.