Podcasts about management review

In this episode of The Ethics Experts, Gio welcomes Guido Palazzo.Guido Palazzo is a professor of business ethics at the University of Lausanne in Switzerland and a sought-after adviser on ethics and compliance. His work has been published in leading management journals such as the Academy of Management Review and the Academy of Management Journal. Guido, along with Ulrich Hoffrage, authored the book The Dark Pattern - The Hidden Dynamics of Corporate Scandals. The book is set to release on June 3rd, 2025. In the book, Guido and Ulrich reveal why good people in organizations do bad things and how entire organizations can fall off a moral cliff.Connect with Guido on LinkedIn: https://www.linkedin.com/in/guidopalazzo-/Learn more about the book and order: https://guidopalazzo.com/book-project/

«La façon dont nous planifions nos journées détermine la façon dont nous passons notre vie. » Annie DillardL'humain est fascinant. Nous avons tous et toutes une bonne idée de ce qui nous rendrait heureux (se)...  Les habitudes sont la solution. Comprendre que notre identité est étroitement liée à nos habitudes. Voilà le cœur du sujet. Et renforcer la maîtrise de soi offre bien des avantages, comme une meilleure santé physique et mentale, une gestion plus efficace du stress et une plus grande capacité à atteindre ses objectifs à long terme. Vous aimez mes balados? Vous voulez contribuer?  Partagez!  Parlez-en!  ;-)Vous pouvez me suivre aussi sur instagram! @lebaladodespossiblesRéférences pour ce balados : Gretchen Rubin, Better than before, éditions Two roads, 2015, 304p. George T. Doran dans un article publié en 1981 dans la revue Management Review intitulé «There's a S.M.A.R.T. way to write management's goals and objectives»Merci à David Chassé pour la musique originale, composée spécialement pour ce balado  Merci à @chrisp.photog  http://www.christianperreault.com Merci aux productions Arborescence Montréal www.productionsarborescence.com  (pour leur super studio, l'enregistrement et le montage)Merci à mes partenaires A.Vogel  https://www.avogel.ca/fr/  etDoMatcha https://domatcha.ca/  sans eux, tout ceci ne pourrait avoir lieu…Hébergé par Ausha. Visitez ausha.co/politique-de-confidentialite pour plus d'informations.

Learn more about Michael Wenderoth, Executive Coach: www.changwenderoth.com Are you frustrated that can't break into key groups at work, or unsure how outsiders can access critical “insider” networks to advance your career? Maybe you should stop following the prevailing networking strategies – and start “leveraging your outsider status” instead. In this episode of 97% Effective, host Michael Wenderoth talks to Professor Sven Horak about his research into “informal networks,” an emerging field that looks at how culture and informal institutions impact how we network and build important relationships. We dig into his research in Asia, why Western networking approaches often fail -- and discuss practical strategies that ANY “outsider” should consider if they want to be break through and ascend. Professor Horak's thought provoking insights will upend the notion that trying to integrate is your best approach – and likely accelerate your path, and power, at work.SHOW NOTES:Sven's path from German auto-industry expat in East Asia – to academic in the USGiven his research, what Professor Sven would have advised young Sven to have done differently in KoreaPractical tip: Your entering a new country or cultural environment, what should you do to best prepare?Networking, social skills and cross-cultural connectionThe definition of Informal Networking, and the importance of “effective ties”How networking differs between culturesUnpacking Sven's bold statement: “Forget trying to develop your network – and instead build on your outsider status”Mini-case study: Can an foreign expat build Yongo ties in Korea?The biggest risk of “Reactive” networking strategies“Proactive” networking strategies build on your outsider statusMichael zooms out: Can we apply Sven's findings on what works for “cross cultural” outsiders to ANY outsider that is trying to break in? (Like: women, minorities, Gen Z breaking into older, white male-dominated corporate environments?)The pie chart to understand networksTypes of questions to ask to better understand the informal networkHow seeing through the “network lense” advances our cross-cultural understanding, and will make leaders more effectiveSven's reminder to be careful of generalizing: everything is situational and very context dependentHis latest research related to “murmuration” BIO AND LINKS:Sven Horak is the Zizza Tobin Professor of Management at The Peter J. Tobin College of Business at St. John's University in New York. He works in the area of Global Management, International HRM and Leadership. His research enhances the theoretical and practical understanding on how informality and informal networking influences the practice of Global Management across its various domains. In his work, he explores informal networking practices, helping global managers build and strengthen their diverse connections while enhancing their networking capabilities to become more resourceful in challenging situations.On LinkedIn: https://www.linkedin.com/in/svenhorak/Faculty Page: https://facpub.stjohns.edu/horaksHis Book: Informal Networks in International Business, https://a.co/d/4QeHK9DArticle (Open Access): Informal Networks, Informal Institutions and Social Exclusion in the Workplace, Journal of Business Ethics, https://link.springer.com/article/10.1007/s10551-022-05244-5Article: Explaining the Persistence of Informal Institutions: The Role of Informal Networks, Academy of Management Review, http://dx.doi.org/10.5465/amr.2020.0224Fukuyama's work on Trust and Social Capital: https://www.jstor.org/stable/43199387Hofstede's cultural dimensions theory: https://en.wikipedia.org/wiki/Hofstede%27s_cultural_dimensions_theoryMichael's Award-Winning book, Get Promoted: What Your Really Missing at Work That's Holding You Back https://tinyurl.com/453txk74Advertising Inquiries: https://redcircle.com/brandsPrivacy & Opt-Out: https://redcircle.com/privacy

Is there a formula for doing and publishing research on digital phenomena? And if so, it is the same formula as the scripts for IS papers of the past, or has it changed? We discuss how our field has historically worked with reference theories from other disciplines and how we have moved beyond this one way of doing and publishing research to a variety of ways in which we can build theory about digital phenomena. We suggest that reference theories should not be viewed as immutable sacred cows but rather as a tentative basis of received wisdom, which we must problematize and adapt to move knowledge forward. Doing so requires us to find puzzles in the real world that point to things being different instead of new. Episode reading list Truex, D. P., Holmström, J., & Keil, M. (2006). Theorizing in Information Systems Research: A Reflexive Analysis of the Adaptation of Theory in Information Systems Research. Journal of the Association for Information Systems, 7(12), 797-821. Grover, V., & Lyytinen, K. (2015). New State of Play in Information Systems Research: The Push to the Edges. MIS Quarterly, 39(2), 271-296. Ba, S., & Pavlou, P. A. (2002). Evidence of the Effect of Trust Building Technology in Electronic Markets: Price Premiums and Buyer Behavior. MIS Quarterly, 26(3), 243-268. Jiang, L., Hou, J., Ma, X., & Pavlou, P. A. (2025). Punished for Success? A Natural Experiment of Displaying Clinical Hospital Quality on Review Platforms. Information Systems Research, . Grover, V., & Lyytinen, K. (2023). The Pursuit of Innovative Theory in the Digital Age. Journal of Information Technology, 38(1), 45-59. Baiyere, A., Berente, N., & Avital, M. (2023). On Digital Theorizing, Clickbait Research, and the Cumulative Tradition. Journal of Information Technology, 38(1), 67-73. Grisold, T., Kremser, W., Mendling, J., Recker, J., vom Brocke, J., & Wurm, B. (2023). Keeping Pace with the Digital Age: Envisioning Information Systems Research as a Platform. Journal of Information Technology, 38(1), 60-66. Berente, N., Gu, B., Recker, J., & Santhanam, R. (2021). Managing Artificial Intelligence. MIS Quarterly, 45(3), 1433-1450. Dell'Acqua, F., McFowland, E., Mollick, E. R., Lifshitz-Assaf, H., Kellogg, K., Rajendran, S., Krayer, L., Candelon, F., & Lakhani, K. R. (2023). Navigating the Jagged Technological Frontier: Field Experimental Evidence of the Effects of AI on Knowledge Worker Productivity and Quality. Harvard Business School Technology & Operations Mgt. Unit Working Paper 24-013. Fisher, G., Mayer, K. J., & Morris, S. (2021). From the Editors—Phenomenon-Based Theorizing. Academy of Management Review, 46(4), 631-639. Gregory, R. W., & Henfridsson, O. (2021). Bridging Art and Science: Phenomenon-Driven Theorizing. Journal of the Association for Information Systems, 22(6), 1509-1523. Rogers, E. M. (2003). Diffusion of Innovations (5th ed.). Free Press. Salge, C. A. D. L., & Karahanna, E. (2018). Protesting Corruption on Twitter: Is It a Bot or Is It a Person. Academy of Management Discoveries, 4(1), 32-49. Abramova, O., Recker, J., Schemm, U., & Barwitzki, L.-D. (2025). Inclusion of Autistic IT Workforce in Action: An Auticon Approach. Information Systems Journal, . Grisold, T., Seidel, S., Heck, M., & Berente, N. (2024). Digital Surveillance in Organizations. Business & Information Systems Engineering, 66(3), 401-410. Dwivedi, Y. K., Kshetri, N., ... Wright, R. T. (2023). “So what if ChatGPT wrote it?” Multidisciplinary Perspectives on Opportunities, Challenges and Implications of Generative Conversational AI for Research, Practice and Policy. International Journal of Information Management, 71, 102642. 

In this episode of the Great Trials Podcast, Steve Lowry hosts Kimball Jones and Joshua Berrett, partners at Bighorn Law, to discuss a recent landmark case in Clark County, Nevada. The case involved their client, Timothy Kuhn, who suffered severe injuries, including a traumatic brain injury, after being rear-ended.    Remember to rate and review GTP on Apple Podcasts   Case Details: A Nevada state court jury slammed USAA with a $100 million punitive damages verdict in a bad faith lawsuit over the insurance giant's delays in paying out a claim for a zero-fault insured driver involved in a rear-end collision. The Clark County jury awarded the $100 million, in addition to $14 million in compensatory damages, over USAA's actions following a 2018 collision involving plaintiff Timothy Kuhn. USAA determined Kuhn was not at fault after being rear-ended in stationary highway traffic, but when Kuhn sued the driver who hit him to collect damages related to a concussion USAA intervened and argued Kuhn was responsible for the crash. Despite clear fault and significant medical expenses, USAA Casualty Insurance Company failed to reasonably handle his underinsured motorist claim, resulting in prolonged litigation. Jones and Barrett elaborate on the trial strategy, highlighting issues of insurance bad faith and the impressive jury verdict of $7 million in compensatory and $100 million in punitive damages against USAA. (Source)   Guest Bios: Kimball Jones  Kimball Jones is a partner at Bighorn Law, where he serves as both a trial lawyer and a dedicated advocate for individuals. His legal practice is centered on representing everyday people, often in cases against major corporations and insurance companies. Kimball graduated magna cum laude with a bachelor's degree from BYU-Idaho in 2005. While earning his degree Kimball started the Pre-Law Society, interned for a U.S. senator, and served as the university's student body president, all while holding a job to pay for school. Kimball went on to graduate from BYU Law School in 2008, where he was awarded a Dean's Scholarship for academic merit each year. Professionally, Kimball has been recognized as a Top Rated Personal Injury Attorney, winning several historic verdicts for his clients, including a recent $550 million dollar verdict, which is the largest verdict for a single plaintiff in Nevada history. Outside of his legal career, Kimball has proudly served in the U.S. Army, both on active duty and as a reservist. He is deeply committed to community service and cherishes his role as a family man. Kimball and his wife, Ashley, recently celebrated 21 years of marriage and are the proud parents of four amazing children. Read Full Bio   Joshua Berrett  Joshua Berrett focuses his practice on personal injury litigation. He is licensed to practice law in Nevada and Utah. After graduating with a Bachelor of Arts degree in History, Joshua attended law school at the J. Reuben Clark Law School at Brigham Young University. While in law school, Joshua served as the president of the Real Estate Law Society and the lead editor of the school's International Law and Management Review. Prior to joining Bighorn Law, Joshua worked for a large, national law firm that focused on creditors' rights litigation. During this time, Joshua ran the firm's Nevada and Utah offices. Joshua has experienced first-hand the damage and suffering that can occur as the result of even a minor car crash. He takes this experience and passion and puts it to work every day as he fights vigorously for each one of his clients. Read Full Bio   Links: Facebook: Bighorn Law AND Kimball Jones Law LinkedIn: Bighorn Law Instagram: Bighorn Law AND Kimball Jones Check out previous episodes and meet the GTP Team: Great Trials Podcast   Show Sponsors: Harris Lowry Manton LLP - hlmlawfirm.com Production Team: Dee Daniels Media Podcast Production  

In this episode, we sit down with a University of Oregon professor specializing in entrepreneurship and tech innovation.  Alex Murray is an Assistant Professor of Management at the University of Oregon's Lundquist College of Business, specializing in how entrepreneurs pull resources together and how emerging tech—like crowdfunding, blockchain, and DAOs—is changing the game.  He's been published in top academic journals, sits on editorial boards for heavy-hitter publications like the Academy of Management Review, and was a Guest Editor for a special issue on AI in management. Before landing at UO, he was a Senior Researcher at ETH Zurich and earned his PhD from the University of Washington.  We explore the impact of AI on business and society, the challenges of revitalizing unbanked communities, and the evolving landscape of digital marketing. The conversation takes a deep dive into creativity, commerce, and technology, featuring personal stories of entrepreneurial struggles, investment strategies, and the changing dynamics of content creation in a saturated digital world. Timestamps & Key Moments

If you've ever implemented an ISO Standard, then the term Management Review will be familiar to you.  It's a mandatory part of the implementation process, and a crucial tool for monitoring continual improvement. Somewhere down the line, it's become a bit of a myth that a Management Review needs to be an annual meeting. That is simply not the case, while required by the Standard, it's very flexible on how this could be achieved. In this episode Ian discusses the purpose of Management Review, including what you should be including and getting out of the review and breaks down the fallacy of the annual event. You'll learn ·      What is the purpose of a Management Review? ·      What are the common misconceptions about Management Review? ·      How Management Review supports other clause requirements ·      What are the inputs for Management Review? ·      What are the outputs of a Management Review?   Resources ·      Isologyhub ·      How to conduct a Management Review   In this episode, we talk about: [02:05] Episode Summary – Ian discusses the real purpose of Management Review, and dispels the myth of the annual event. [02:35] What is the purpose of a Management Review?: Management Review is a requirement of all ISO Standards. It's main purpose is to check if your Management System is fit for purpose, and what needs to be updated to ensure it aligns with your businesses objectives and strategic direction. In short, it's there as a check to see what's working well and what's not working well, in addition to continual improvement considerations. [03:30] What are some common misconceptions about Management Review?: Some common misconceptions include:- ·      That it's simply a formality – Rubber-stamping things and missing out on the opportunity to effectively monitor management system progress ·      That It must be once a year ·      Having to review everything in excruciating detail i.e. all audit findings ·      The need to update the risk assessment and re-jigging scores ·      That you must review and update your SWOT/PESTLE ·      Or review and update all management system documentation ·      That it's the perfect opportunity to re-write a policy There is a time and place for all of these, and you could tackle some of this in a Management Review if you really want to, but that is not the main purpose of a Management Review. [04:50] How Management Review supports other clause requirements - Leadership: If we take ISO 9001 as an example, the Leadership clause states: “Top management shall demonstrate leadership and commitment with respect to the quality management system by: a) taking accountability for the effectiveness of the quality management system e) ensuring that the resources needed for the quality management system are available g) ensuring that the quality management system achieves its intended results” These requirements at first glance may seem like they'd require a lot of effort and monitoring of many different factors, but in actuality they can all be satisfied through effective Management Review. [05:55] What involvement is required from top management? As stated in ISO Standards:- “Top management shall review the organization's management system, at planned intervals, to ensure its continuing suitability, adequacy, effectiveness and alignment with the strategic direction of the organization.” Top management also have involvement in the following elements of implementing and maintaining a management system: ·      Context ·      IPs ·      Risks/Ops ·      Objectives ·      Policy ·      Support ·      Operation ·      Performance monitoring Management Review relates specifically to ‘performance monitoring', but that in of itself will include elements of all the other clauses within the Standard, and many of those require top managements involvement on some level. [07:45] The fallacy of the annual event – The Management Review clause specifically states that a Management Review should be ‘carried out at planned intervals'. Many had interpreted that as once a year, which has been the prevailing myth for decades. Looking at the Standard, no where does it say ‘once a year', planned intervals means it could be once a month, it could be once a week, it could be a set points during the summer. When deciding on these planned intervals, take into consideration the nature of your business, the size of your business, the risks associated with it and the maturity of your Management System. This will determine how frequent the Management Review should be, as it will differ for every business. [09:10] Examples of Management Review frequency – Ian has worked in an organisation where they had a rather grand Management Review process, where top management and other relevant individuals meet to review the past year and set the scene for the following year. That same organisation also had monthly meetings with the same members of top management to keep on top of new and on-going issues. That isn't to say this is the only way to run Management Review. Some opt to have quarterly meetings, others once every 6 months and some even leave it to once a year. [10:40] What is required of Management Review? Inputs – Clause 9.3 details the requirements of Management Reivew in most Standards (some swap 9.3 and 9.2 around, but the contents remains the same). First, the inputs required for Management Review include: The status of actions from previous management reviews - If you said you were going to do something before, how's that going? Changes in external and internal issues that are relevant to the quality management system - this doesn't mean that every meeting should consider the SWOT/PESTLE/IP tables, but there must be some determination of when that's done in detail and when a senior mgt discussion should include the key aspects of that and its impact. There is a need to review these things when required anyway, so doing it only at pre-defined times can be problematic. Information on the performance and effectiveness of the quality management system, including tends in:- ·      Customer satisfaction and feedback from relevant interested parties; ·      The extent to which objectives have been met; ·      Process performance and conformity of products and services; ·      Nonconformities and corrective actions; ·      Monitoring and measurement results; ·      Audit results; ·      The performance of external providers; ·      The adequacy of resources; ·      The effectiveness of actions taken to address risks and opportunities; ·      Opportunities for improvement. [20:45] What is required of Management Review? Outputs – You will also have a number of outputs from Management Review, including:- Opportunities for Improvement – This could be as a result or reviewing audit findings and discussing the OFI's found and how you can address and implement these. You could also use the Management Review to review and set new objectives for the year ahead. Any need for changes to the management system – You may need to review policies and procedures and see if they're still fit for purpose, if they're not then this is a good venue to discuss and update them. Other aspects that may have changed or will have a need to change include: ·      Interested parties – have their needs and expectations changed? ·      People – Do you need to change the people involved with certain processes? ·      Awareness – Do you need to raise more awareness around a specific topic? Resource needs – You may need to raise the need for more resourcing in regard to the management system or related processes. If you'd like to learn about alternative ways to host a Management Review, listen to one of our previous episodes. We'd love to hear your views and comments about the ISO Show, here's how: ●     Share the ISO Show on Twitter or Linkedin ●     Leave an honest review on iTunes or Soundcloud. Your ratings and reviews really help and we read each one. Subscribe to keep up-to-date with our latest episodes: Stitcher | Spotify | YouTube |iTunes | Soundcloud | Mailing List

The importance of setting key objectives can't be understated. They help drive continual improvement and reflect a business's key metrics for success in various areas. They are also a key aspect of implementing an ISO Standard, with most specifying a dedicated Objectives clause. While most businesses will have objectives irrespective of any ISO certification, many may fall into the familiar trappings of having separate objectives for different departments, which only serves to fragment your measurement of success. In this episode Ian discusses the importance of setting key business objectives, and why you should be aligning these with your strategic direction.   You'll learn ·      What is the Annex SL format and why was it introduced? ·      What is meant by ‘Strategic Direction'? ·      The importance of risks and opportunities in objective planning ·      Who are setting key business objectives important? ·      How can you align objectives with a businesses strategic direction?   Resources ·      Isologyhub     In this episode, we talk about: [02:05] Episode Summary – Ian discusses how to align objectives with the strategic direction of the business, and why it's important to do so.    [02:55] What is the Annex SL format and why was it introduced?: The Annex SL format refers to the standard 10 clause structure that we now see in most ISO Standards. Introduced back in 2015, it sought to address the issues with integrating multiple Standards, in addition to making them more accessible to every sector. Prior to 2015, many ISO standards were designed with specific sectors in mind, using terminology that would make sense to them, but perhaps not to others. The Annes SL format now uses the same language across all ISO's, making It easy to integrate multiple ISO compliant Management Systems. [06:10] What is meant by the term Strategic Direction? Leadership: This is a term that appears in ISO 9001 5 times. We first see it in Clause 5 – Leadership, where it states: “Top management shall demonstrate leadership and commitment with respect to the management system by ensuring that the policy of objectives are established for the management system and are compatible with the context and strategic direction of the organisation.” This is where it's made explicitly clear that leadership / management are responsible for ensuring the Management System aligns with the way their business runs, in addition to integrating it into existing processes. [07:05] What is meant by the term Strategic Direction? Management Review: It also appear in clause 9.3 Management Review, where it states: “Top management shall review the organisation system at planned intervals to ensure its continuing suitability adequacy, effectiveness and alignment with the strategic direction of the organisation.” Again, this reinforces the need for top management to be involved to ensure that the Management System is in alignment with their overall goals. [08:40] What is meant by the term Strategic Direction? Context of the Organisation: It also appears at the very start of the auditable clauses, in Clause 4 – Context of the organisation, where it states: “The organisation shall determine the external and internal issues which are relevant to its purpose and its strategic direction.” This involves looking at issues from a legal, technical, competitive, cultural and economic point of view, and many of these will be determined by top or broader management within the business. They ultimately have the most influence in how a Management System is built, therefore have the most influence on how the policies and objectives are created. [10:45] The importance of risks and opportunities in Objective planning – Clause 6 (Planning) is where we address risks and opportunities raised in clause 4. It states that ‘Objectives must be established at relevant functions, levels and processes.” For us at Blackmores, we directly relate the findings from a risks and opportunities assessment (such as a SWOT & PESTLE), and link these to our objectives to try and minimise those risks. We also leverage the opportunities, by making them real tangible goals to work towards – seems obvious but we often see businesses missing the link between these exercises! [12:00] How can you set Objectives in alignment with Strategic Direction?: Many businesses now build their mission, values and strategic direction around sustainability and general ESG. When building a management system, you need to consider how it affects those sustainability / ESG goals, because that is essentially the context of your organisation. So, you'd need to consider: How does environmental performance, health & safety performance or legal compliance contribute to the success of the management system as a whole? You don't have to be going for ISO 14001 or ISO 45001 for these things to matter, even a quality management system can contribute to sustainability goals. This can be through improving economic performance by reducing waste ect. Also, don't be afraid to relate economic performance to your management system. If you have a turnover goal of X, mention that in your context documentation, and also consider how the management system can contribute to achieving that goal i.e. through processes, controls, monitoring and improvement activity. Also consider your client requirements, they may require an accident rate below X which can also be included in context documentation and can then be factored into your management system measures and objectives if need be to achieve that. [16:55] How do you establish your objectives? – First you must establish context, and that context must be relevant to the purpose and strategic direction of the business. The context setting must include those who understand that context, strategic direction and the purpose of the business, the risks and opportunities must be assessed in relation to that context, which in turn is already aligned with strategic direction. Finally the objectives must be set in relation to those risks and opportunities. It's all about having the right people to identify the relevant issues affecting the organisation, and setting concrete objectives in order to improve that. We'd love to hear your views and comments about the ISO Show, here's how: ●     Share the ISO Show on Twitter or Linkedin ●     Leave an honest review on iTunes or Soundcloud. Your ratings and reviews really help and we read each one. Subscribe to keep up-to-date with our latest episodes: Stitcher | Spotify | YouTube |iTunes | Soundcloud | Mailing List

The end of another year has rolled around in the blink of an eye! We've managed to publish a whopping 42 episodes this year, pushing us over the 200 episode mark.  We want to thank all our listeners, both old and new, for allowing us to continue to share both ISO tips and success stories from our wonderful clients. We hope you'll follow along as we continue our podcasting journey in 2025. To close out the year, Ian Battersby and Steve Mason share some of their stories of misadventures during audits, from common mistakes, to broom battles and forklift mishaps, they really have seen it all! Listen, laugh and learn what not to do during an audit. You'll learn ·      What not to do in an audit   Resources ·      Isologyhub   In this episode, we talk about: [02:05] Episode Summary – Ian and Steve share some of their experiences from their time as auditors. From common mistakes to outlandish situations that you'd have to see to believe, listen and learn what shouldn't happen during an audit.  [03:40] Lazy Copycats: Steve recounts a time where a company had copy and pasted their Management Review for years, which rightfully earned them a non-conformity. Ian shares a similar story where a construction company submitting a tender had copy pasted the content and included the wrong company name! The copying doesn't stop there, as Steve remembers a company Quality Manual that managed to include multiple company names. It was found that they'd simply copy and pasted example pages they'd found online that looked good, but didn't bother to update any of the content to be relevant to them. [06:30] Training Troubles – Ian recounts a time where he was auditing a subcontractor for a construction company that required a record of training. The induction was very important and obviously needed to be documented. When he checked the documents, though all the forms had different names, all the signatures suspiciously had the exact same handwriting! Turns out the Director was signing them all off, which is obviously in breach of a number of health and safety related regulations. [08:00] IT Security slip-ups – Steve recounts a time where a Finance Director had good intentions, but poorly implemented his idea. The Finance Director didn't trust their IT system back-up and instead backed-up all his information on a memory stick. Steve had pointed out the flaws with this, such as losing the memory stick, data getting corrupted ect. It just simply isn't a safe or reliable way to store such important information. [09:05] Disconnected Leadership – Ian shares a time where an auditor caught the lack of leadership commitment to their management system. Despite it being a very nice looking management system by all accounts, the cracks showed enough for an outsider to spot the flaws. Steve adds that sometimes, you can over engineer a management system to a point past useful. It needs to work for your business, otherwise people will work around it to get what they need done. Steve had a rather obvious example if this when he required a chat with a member of leadership, who refused on the day initially, despite it being scheduled for 6 months. The person relented a few minutes over lunch where he posed his complete commitment to BS 5750 – A standard that existed 20 years ago and had since been replaced by ISO 9001. Very telling for his level of ‘commitment'. As we have covered in a previous episode – Leadership commitment is imperative to a successful management system. [11:40] Skip Diving for Secrets – Steve shares his experience of conducting a skip diving exercise, which is following a document waste trail. At a certain company, they ended up looking in an actual skip only to find what looked like a lot of confidential documents, when questioned someone had said that they looked like they belonged in the CEO's filing cabinet. When questioned, the CEO remarked ‘I didn't want you to catch me with anything that I shouldn't have, so I threw it all out last night'. This warranted a non-conformity as anyone could have gone past and fished out that confidential information just as Steve had. Ian also adds a time where he worked in the NHS and a local hospital had an accident where a lot of confidential medical files ended up scattered across the floor. These were documents that should have been disposed of securely. [14:05] PPE? You've got to be kidding me! – Ian recounts a time working for a manufacturing company that was part of a large international firm. Their UK operation had to abide by strict PPE requirements, proper shoes, eye protection ect. It was something that everyone on the premises had to adhere to. One day, a Director walked in with none of the PPE which was clearly labelled on many of the signs decorating the shop floor. He had incorrectly assumed that because of his position, he could walk around with no PPE whatsoever. Fortunately the shop floor supervisor set him right and sent him to get properly suited up. [15:35] Data Centre security says no – Steve recalls a time when a member of top management went to visit one of their own data centre's, on getting to the gate the security had told him ‘I don't care who you are, your name isn't on the list so you're not getting in.' That person hadn't gone through the process of being approved for entry. Yet, predictably, they sent complaints everywhere, but the head of the UK branch had quite rightly praised the security personnel for simply following protocol. [16:55] Private bank details? Don't mind if I do! – While Steve was auditing physcial security for an office, a printer ended up printing the payroll of every employee at the business. This wasn't in a private room, this was in the middle of the office, so anybody could walk up and see bank account details and salaries! When questioned, it turned out their Finance Director was working from home, and hadn't bothered to contacts anyone to retrieve the documents. So unsurprisingly, they received a non-conformity. [19:55] Do not goad the auditor -  A bit of advice from Steve “Never say ‘this is our most secure room' to an auditor” – that is essentially a challenge, and one that you'll likely lose if you don't follow your own processes. Steve put this to the test when someone had claimed only 3 people had access to a certain room. Out of curiosity, Steve used his visitor badge to gain entry, and asked if he was included in that 3. Obviously he wasn't, and this was simply down to access control being a bit muddled at that particular company. [21:25] Mistaken Identity: Steve recalls a time when he was given a visitors badge with a completely different person as the photograph. It had no effect on the correct access rights, but amusing all the same. He shares another story where he shared a waiting room with another Steve. When they called only the first name, the other Steve was taken into that business and questioned on ISO, to which the poor man had to inform them that he had no idea what they were talking about! Shortly after, the correct Steve was collected. But it goes to show how important it is to ensure you're giving access to the right people. [24:20] Battle of the Broomsticks: Ian recalls another time when working in construction, when he had the opportunity to work at a horse racecourse. They were looking to achieve what was OHSAS 18001 at the time (now known as ISO 45001), and it was going so well until a few new hires came running across the stable yard wielding 2 brooms, battling like gladiators in view of their auditor. Thankfully they weren't really harming each other, but it was enough for the auditor to raise a few questions about subcontractor controls. You really couldn't write the timing any better (or worse, I suppose!). [26:15] Clearly a certified forklift driver:  While Steve was working at a warehouse, the manager there stressed how well trained all of their forklift drivers were, how sensible they all were. Though, Steve could see a person dancing, speeding and popping wheelies with his forklift over the managers shoulder. After he'd been alerted to the wannbe stunt driver, the manager went to have a word with them. [27:30] Accidents don't happen after 5pm: Ian was working at a company that highly valued the use of PPE on-site, everyone did a good job of abiding by that, until it came to the end of the day. One person leaves across the shop floor in just a normal t-shirt and jeans, waving them all off happily as he leaves for the day. He still had to cross the shop floor, and being off the clock doesn't make you invincible. [29:10] Fire Door Dramas: Steve recalls a time during an ISO 9001 audit where he spotted a fire door had been blocked by pallets in a warehouse. Another time he saw a fire door that was actually chained and padlocked! On another occasion, a local council had put their rubbish bins outside the fire door for the building, and during a fire drill, they couldn't get out.   Ian states how many times he's seen signs ignored by drivers who park in front of fire exits. All this to say that a little awareness goes a long way. [31:10] Emergency Plans for the avid reader: During an incident at an NHS hospital where they'd suffered a long term major power outage, Ian and the staff had found that the emergency plans were 144 pages long! With Senior responsibilities hidden away in an Appendix on the last few pages. Well thought out plans are necessary, but the actual procedure needs to be something that can be followed in the event of an emergency. A little common sense should be applied when deciding what needs to be communicated. [34:00] Risk Assessment disaster: While working with a team in a manufacturing plant, Ian helped them to streamline their risk assessment process as their previous one needed too many signatures to actually go anywhere. This bottleneck was resolved with months of hard work, or so they thought… When it came to being audited, the auditor asked the team manager what happened to all of the risk assessments, he'd then pointed towards the Health & Safety Management and claimed they had them all, who had to admit that he didn't. Later that evening a director called the administration and asked to hide all of the documentation, to which she rightly refused to do. This also linked back to when the auditor had asked about how the apprentices were trained, and it happened that the apprentice supervisor was on holiday and so they were just let onto the shop floor. Suffice to say, this didn't reflect well on the resulting audit results. [36:30] Against the wire: Ian states that manufacturing companies are not famous for admin. He had one experience while trying to get a recertification booked in, which went up against the wire for their current certification running out. The CB obliged and sent a very qualified Health & Safety assessor there, who took them to pieces. It didn't take long for him to point out that they had a really nice management system with no commitment from managers to use it. A word to the wise – don't leave your recertification up until the last minute! If a CB tried to move your recertification past that expiry date, you can and should push back.   [39:00] Password palavers: Steve shares an experience when he interviewed a very organised PA who managed 7 Directors. At the end of the audit he pointed out a folder on her computer called ‘passwords', to which she obliged to show him the contents. Predictably it contained all the usernames and passwords for various accounts the Directors owned. She knew about the secure passwords policy, but no one could realistically remember that many! When Steve questioned the technical team, they states only selected people needed one, and she wasn't one of them. Steve pointed out that she did, and had done the best she could with the tools available, and gifted them a non-conformity as a result as they hadn't done a good job of ascertaining who should get additional security tools. By the end of that day, the PA had their own password vault. [41:30] A fire extinguisher as useless as a chocolate teapot: In another company Steve had noted that they still had a black fire extinguisher. When asked, the staff replied that they were all up-to-date as of 2007. On checking, it was revealed that it had last been serviced in August 1997 – so no, it was not in fact ‘up-to-date'. It may be innocuous to some, but when it comes to safety equipment, that could be the difference between life and death in an emergency. [42:40] Technophobes in a modern age: Ian recounts a past quality audit he did for an engineering company. They require a lot of specific ISO Standards for that industry, and so the company paid a subscription service to ensure they had digital copies of all these Standards to refer back to. One such standard was on verification, and on asking a particular quality engineer about how he verifies a specific product, he pulls out a printed hard copy of a standard from 1993. Ian was interviewing him in 2017, there had been at least 2 updated versions of the Standard out by that point. When probed about why he wasn't using the online standards library paid for by the company, he simply stated ‘I don't like computers'. [45:00] The case of the mysterious ghost file: Steve once had an audit with a relatively nervous member of staff, after explaining that all he has to do is explin how he works, the interview went rather smoothly. At one point he photocopied a bit of paper, hole punched it and filed it away on a shelf in the corner. Steve initially thought ‘good admin, he's clearly following a process', so when he returned Steve asked why he filed that particular bit of information away, to which the staff member said ‘I don't know, I've just been told to do it'. Steve then questioned the Quality Manager there about that document and they replied with the same. He then questioned the warehouse personnel to get the same answer. So, you have this document being photocopied over and over, filed away each time and no one knows why! Steve politely pointed out that it might be a good idea to rethink that pointless process. [47:50] Useless numbering systems: Ian had a similar experience with a numbering system that nobody knew the origins of. The staff involved simply shrugged it off and stated it was simply just what they used. Ian decided to put something to the test, by getting rid of it. He removed an entire archive system from a company's network folder, as back then file space was a big cost and concern. He kept the files and waited to see if anyone actually needed them. After months, he only had 2 requests for documents. It's important to ask both what is and isn't working well. Getting input from all levels of staff can be eye opening, and empower those employees who can help shape up company processes to work more efficiently. [49:50] Allergic to Audits: Ian shares a secondhand story where a trainer for the HSE was conducting a site visit, where he needed to question the shop supervisor on a few things. He asked him for something he couldn't see, and the guy agreed to go get it, and just never came back. Apparently he was so scared of the auditing process that he just went home!   [54:00] Shady police and stolen cars: One of Steve's previous clients had an experience where what they thought was a policeman asked about a hire car the company owned, stating it had been involved in a crime. They didn't think much of letting him take it for his ‘investigation'. Later when the hire company asked about getting their car back, the staff let them know what happened, rightly confused this led to a lot of discussion. As you can probably tell, the man was not a policeman and had made off with a nice shiny BMW simply by asking for it. If something like this happens to you, always ask for documentation from the police. [55:00] The Great Computer Caper: Ian recalls a training centre incident where a lot of computer equipment is stored in one suite. One day a few  guys came in and started lifting stuff out, people were holding doors open for them, not at all thinking them to be thieves. Low and behold, they were and took everything. Steve recounts a very similar experience where the thieves posed as a computer service company, stripping the entire office on a Friday afternoon. It wasn't until Monday when everything was still gone that people thought to question who those people really were. Thank you all for a great 2024, we look forward to bringing you more ISO tips and success stories in 2025. We'd love to hear your views and comments about the ISO Show, here's how: ●     Share the ISO Show on Twitter or Linkedin ●     Leave an honest review on iTunes or Soundcloud. Your ratings and reviews really help and we read each one. Subscribe to keep up-to-date with our latest episodes: Stitcher | Spotify | YouTube |iTunes | Soundcloud | Mailing List

Everyone experiences envy in the workplace at some point. In this episode, I explore the meaning of envy in the workplace and how we can overcome this green-eyed monster.ReferencesGonzález-Navarro, P., Zurriaga-Llorens, R., Tosin Olateju, A., & Llinares-Insa, L. I. (2018). Envy and counterproductive work behavior: The moderation role of leadership in public and private organizations. International Journal of Environmental Research and Public Health, 15(7), 1455. https://doi.org/10.3390/ijerph15071455Li, M., Xu, X., & Kwan, H. K. (2023). The antecedents and consequences of workplace envy: A meta-analytic review. Asia Pacific Journal of Management, 40(1), 1-35. https://doi.org/10.1007/s10490-021-09772-ySu, X., & Chen, C. (2023). The influence of workplace envy on employees' knowledge-hiding behavior based on a comparative analysis between generation cohorts. Behavioral Sciences, 13(9), 716. https://doi.org/10.3390/bs13090716Tai, K., Narayanan, J., & McAllister, D. J. (2012). Envy as pain: Rethinking the nature of envy and its implications for employees and organizations. Academy of Management Review, 37(1), 107-129. https://doi.org/10.5465/amr.2009.0484van de Ven, N., Zeelenberg, M., & Pieters, R. (2009). Leveling up and down: The experiences of benign and malicious envy. Emotion, 9(3), 419-429. https://doi.org/10.1037/a0015669 

Where do you draw the line between work and play when it comes to office friendships? It's hard to make friends as adults, so it's no wonder we get excited when we discover a coworker we genuinely click with. Lots of research supports the benefits of workplace friendships. These relationships are key to job success, and employees with work friends are more likely to get engaged and innovate, be more productive, and genuinely enjoy their time. Most of us know that making friends at work also comes with unique challenges, and keeping those potential pitfalls in mind can help you build deeper friendships that last while also keeping your career on track. In this episode, I cover some issues that could crop up and explore how we can navigate them as we nurture those cherished office friendships.Check out these helpful tips for making the most of your workplace friendships:Two tips to keep your work friendships working;The research on the shifting power dynamics of being friends with your boss;How to maintain your integrity and your friendships as a leader, for the sake of your team, your organization, and your career.Related Links:Episode 329, Female Friendships: Why We Need Them and How to Keep Them - https://www.bossedup.org/podcast/episode329Episode 458, Establishing Your Personal and Professional Network in a New City - https://www.bossedup.org/podcast/episode458Stuff Mom Never Told You Episode 105, Can We Be Friends? - https://www.iheart.com/podcast/105-stuff-mom-never-told-you-21123631/episode/can-we-be-friends-30231271/That Moment When One Friend Is Promoted—And The Other Is Not, Forbes - https://www.forbes.com/sites/markcperna/2020/07/01/that-moment-when-one-friend-is-promoted-and-the-other-is-not/Does Organizational Cronyism Lead to Lower Employee Performance?, Frontiers in Psychology - https://pmc.ncbi.nlm.nih.gov/articles/PMC7566910/Cronyism and Nepotism Are Bad for Everyone: The Research Evidence, Cambridge University - https://www.cambridge.org/core/journals/industrial-and-organizational-psychology/article/abs/cronyism-and-nepotism-are-bad-for-everyone-the-research-evidence/7EED4D042812470B60D0312008DBA438Workplace Friendships: the Double-Edged Sword, London School of Economics - https://blogs.lse.ac.uk/businessreview/2023/02/13/workplace-friendships-the-double-edged-sword/What to Do When You Become Your Friend's Boss, Harvard Business Review - https://hbr.org/2020/09/what-to-do-when-you-become-your-friends-bossFriends Without Benefits: Understanding the Dark Sides of Workplace Friendship, Academy of Management Review - https://www.researchgate.net/profile/Julianna-Pillemer/publication/323220675_Friends_Without_Benefits_Understanding_the_Dark_Sides_of_Workplace_Friendship/links/5b79f5cb4585151fd121920c/Friends-Without-Benefits-Understanding-the-Dark-Sides-of-Workplace-Friendship.pdfThe Limits To Workplace Friendship: Managerialist HRM and Bystander Behaviour In the Context of Workplace Bullying, APA Psych Net - https://psycnet.apa.org/record/2011-09564-005Gossip in Evolutionary Perspective, Review of General Psychology - https://journals.sagepub.com/doi/10.1037/1089-2680.8.2.100Are Workplace Friendships a Mixed Blessing? Exploring Tradeoffs of Multiplex Relationships and their Associations with Job Performance, Personnel Psychology - https://onlinelibrary.wiley.com/doi/abs/10.1111/peps.12109Social Undermining in the Workplace, Academy of Management Journal - https://www.researchgate.net/publication/257307370_Social_Undermining_in_the_WorkplaceCrossing The Line: Boundaries of Workplace Humour and Fun, Employee Relations - https://www.emerald.com/insight/content/doi/10.1108/01425450910991749/full/html?casa_token=CIojz70WmukAAAAA:3I1KGNeHRpiD8ugwn0KmCazvPn3zWPniNAUtGyOp_2F4xkU83TE-1u0c8-c3XKM63LealAcq7FBud5toouq88q6U2ehi3_m_iVitDbj1wZ0yDlbP0UD3Why work friendships are critical for long-term happiness, CNBC - https://www.cnbc.com/2018/11/13/why-work-friendships-are-critical-for-long-term-happiness.htmlShould You Be Friends With Your Boss?, Forbes - https://www.forbes.com/sites/juliawuench/2021/09/06/should-you-be-friends-with-your-boss/The Increasing Importance of a Best Friend at Work - https://www.gallup.com/workplace/397058/increasing-importance-best-friend-work.aspxFrom BFF to Your Boss, ResumeLab - https://resumelab.com/career-advice/from-friend-to-bossLEVEL UP: a Leadership Accelerator for Women on the Rise - https://www.bossedup.org/levelupBossed Up Courage Community - https://www.facebook.com/groups/927776673968737/Bossed Up LinkedIn Group - https://www.linkedin.com/groups/7071888/

You set up an assumption, you have a theory, you analyze your data, and you show that the assumption does not hold. Doing good qualitative research is that simple. Except that it's not, of course. On the ground, in the research and writing process, these basic rules can be quite tricky to implement. So we discuss some heuristics researchers can use to limit their conversants, settle on suitable theoretical lenses to examine their data, and collecting more data than what they thought was necessary.   References Geertz, C. (1973). The Interpretation Of Cultures. Basic Books. Goodall, J. (1986). The Chimpanzees of Gombe: Patterns of Behavior. Harvard University Press. Popper, K. R. (1959). The Logic of Scientific Discovery. Basic Books. Durkheim, E. (1895). The Rules of Sociological Method. Free Press. Giddens, A. (1976). New Rules of Sociological Method. Hutchinson. Barley, S. R. (1986). Technology as an Occasion for Structuring: Evidence from Observations of CT Scanners and the Social Order of Radiology Departments. Administrative Science Quarterly, 31(1), 78-108. Kellogg, K. C. (2022). Local Adaptation Without Work Intensification: Experimentalist Governance of Digital Technology for Mutually Beneficial Role Reconfiguration in Organizations. Organization Science, 33(2), 571-599. https://doi.org/10.1287/orsc.2021.1445 Mertens, W., Recker, J., Kummer, T.-F., Kohlborn, T., & Viaene, S. (2016). Constructive Deviance as a Driver for Performance in Retail. Journal of Retailing and Consumer Services, 30, 193-203. Markus, M. L. (1983). Power, Politics, and MIS Implementation. Communications of the ACM, 26(6), 430-444. Berente, N., Lyytinen, K., Yoo, Y., & King, J. L. (2016). Routines as Shock Absorbers During Organizational Transformation: Integration, Control, and NASA's Enterprise Information System. Organization Science, 27(3), 551-572. Alashoor, T., Keil, M., Smith, H. J., & McConnell, A. R. (2023). Too Tired and in Too Good of a Mood to Worry about Privacy: Explaining the Privacy Paradox through the Lens of Effort Level in Information Processing. Information Systems Research, 34(4), 1415-1436. Yin, R. K. (2009). Case Study Research: Design and Methods (4th ed.). Sage. Berente, N., Recker, J., & Leonardi, P. (2023). . This IS Research podcast, 13 September 2023. Gioia, D. A., Corley, K. G., & Hamilton, A. L. (2013). Seeking Qualitative Rigor in Inductive Research: Notes on the Gioia Methodology. Organizational Research Methods, 16(1), 15-31. Lebovitz, S., Levina, N., & Lifshitz-Assaf, H. (2021). Is AI Ground Truth Really “True”? The Dangers of Training and Evaluating AI Tools Based on Experts' Know-What. MIS Quarterly, 45(3), 1501-1525. Ryle, G. (1949). The Concept of Mind. University of Chicago Press. Langley, A. (1999). Strategies for Theorizing from Process Data. Academy of Management Review, 24(4), 691-711. Miles, M. B., & Huberman, M. (1994). Qualitative Data Analysis (2nd ed.). Sage. Cramton, C. D., & Hinds, P. J. (2014). An Embedded Model of Cultural Adaptation in Global Teams. Organization Science, 25(4), 1056-1081. 

Dr. Michele Gelfand is a cultural psychologist and author of Rule Makers, Rule Breakers. She joins us to discusses how “tight” and “loose” cultures shape societies. Tight cultures, like Japan's, respond to threats with strict rules and order, while looser ones, like the U.S., allow greater flexibility. Gelfand suggests a balanced “Goldilocks” approach, adjusting strictness and flexibility to suit each environment's needs, from families to organizations. She also explores online accountability, recommending "nudges" to promote civility, and sees AI as a potential tool for managing biases and promoting understanding.     Guest Bio Michele Gelfand is a Professor of Organizational Behavior at the Stanford Graduate School of Business and Professor of Psychology by Courtesy at Stanford University. Gelfand uses field, experimental, computational, and neuroscience methods to understand the evolution of culture--as well as its multilevel consequences for human groups. Her work has been cited over 20,000 times and has been featured in the Washington Post, the New York Times, the Boston Globe, National Public Radio, Voice of America, Fox News, NBC News, ABC News, The Economist, De Standard, among other outlets.   Gelfand has published her work in many scientific outlets such as Science, the Proceedings of the National Academy of Sciences, Proceedings of the Royal Society B, Psychological Science, Nature Scientific Reports, PLOS 1, the Journal of Personality and Social Psychology, Organizational Behavior and Human Decision Processes, Academy of Management Review, Academy of Management Journal, Research in Organizational Behavior, Journal of Applied Psychology, Annual Review of Psychology, American Psychologist, Journal of Cross-Cultural Psychology, Current Opinion in Psychology, among others. She has received over 13 million dollars in research funding from the National Science Foundation, Department of Defense, and the FBI.   As a native New Yorker, Michele is now a California transplant. She is married to Todd Betke and has two daughters, Jeanette and Hannah, two birds (Bonnie and Theo) and a Portuguese water dog, Pepper.     Show Notes (1:47) What is culture? (4:08) The age that we start learning norms (10:01) What makes a person or nation a tight versus a loose culture (15:12) How the movement of people affect looseness and tightness dynamics (17:57) How changes in attitudes occur (20:59) Tightness doesn't mean a lack of creativity (24:26) The Goldilocks Approach (30:49) Avoiding becoming too tight or too loose (32:55) Applying the Goldilocks Approach on social media (35:56) The disrupting force technology can have on loose and tight cultures (38:19) AI's ability to understand culture (41:11) What's next for Dr. Michele Gelfand (45:00) How to follow Michele's work     Links Referenced Values, Political Action, and Change in the Middle East and the Arab Spring: https://www.amazon.com/Values-Political-Action-Change-Middle/dp/019026909X Rule Makers, Rule Breakers: How Tight and Loose Cultures Wire Our World: https://www.amazon.com/Rule-Makers-Breakers-Tight-Cultures/dp/1501152939 Personal website: michelegelfand.com  

Sign Up For The Newsletter: https://jonathanraymond.com/#newsletter On today's episode of Good Authority, Jonathan sits down with Wendy Smith, the renowned author of Both/And Thinking, to delve into the traps of either-or thinking that affect our decision-making, relationships, and even political discourse. Wendy shares insights from her journey as a self-proclaimed "uncertain academic," exploring how embracing ambiguity and conflicting forces can become powerful tools in both personal and professional contexts. Together, they discuss why a “both/and” mindset is crucial for fostering understanding and avoiding the polarization that often stems from black-and-white thinking. Wendy explains how our natural comfort with certainty and simplicity can often limit our creativity, while a more expansive approach can help us see opposing ideas as interconnected rather than mutually exclusive. Throughout the episode, Jonathan and Wendy also examine how this mindset can aid leaders in guiding teams through complex challenges by balancing diverse perspectives, allowing them to navigate seemingly contradictory goals more effectively. Key takeaways from this episode are the value of embracing ambiguity to foster growth and creativity, practical methods for moving beyond polarizing perspectives, and strategies for leaders to guide teams through complex, contradictory challenges. Wendy Smith earned her Ph.D. in organizational behavior at Harvard Business School, and is currently a professor of management at the Alfred Lerner College of Business & Economics and Co-director of the Women's Leadership Initiative at the University of Delaware. Wendy's research focuses on strategic paradoxes – how leaders and senior teams effectively respond to contradictory agendas. She studies how organizations and their leaders simultaneously explore new possibilities while exploiting existing competencies, and how social enterprises simultaneously attend to social missions and financial goals. Her research has been published in journals such as Academy of Management Journal, Academy of Management Review, Administrative Science Quarterly, Harvard Business Review, Organization Science and Management Science. In 2018, she won the University of Delaware's first Mid-Career Excellence in Scholarship Award. In 2015, she won the Lerner College Outstanding Scholar Award. Wendy teaches leadership, organizational behavior and business ethics. She has taught MBAs and undergraduates at University of Delaware, Harvard and University of Pennsylvania – Wharton. Wendy was awarded the University of Delaware MBA Teaching Award in 2016. Wendy has also taught executive and senior leadership teams how to manage interpersonal dynamics, emotional intelligence, high performing teams, organizational change and innovation, managing in times of crisis, and managing strategic paradoxes. Connect with Wendy: https://bothandthinking.net/ ⁠⁠⁠⁠Try Ren, our AI Accountability Platform: https://rencoach.com/ Get the FREE Good Authority Audiobook: https://jonathanraymond.com/audiobook/ Instagram: https://www.instagram.com/agoodauthority

We continue our discussion around theorizing about digital phenomena and publishing conceptual papers. Today, we are joined by , who has published several theoretical articles on digital technology in Academy of Management Review. He is also an AMR editor for a special issue on and he heads the Theory section as senior editor in the Journal of the Association for Information Systems. With Robert, we talk about the AMR publishing process, how it is different from mainstream IS journals and what we need to look out for when we generate theory about new digital phenomena. References Gregory, R. W., Henfridsson, O., Kaganer, E., & Kyriakou, H. (2021). The Role of Artificial Intelligence and Data Network Effects for Creating User Value. Academy of Management Review, 46(3), 534-551. Sieber, S., & Gregory, R. W. (2018). Facebook's Data Debacle in 2018. How to Move on? IESE Teaching Case, Number SI-200-E. Gregory, R. W., Henfridsson, O., Kaganer, E., & Kyriakou, H. (2021). Data Network Effects: Key Conditions, Shared Data, and the Data Value Duality. Academy of Management Review, 47(1), 189-192. Gregory, R. W., & Henfridsson, O. (2021). Bridging Art and Science: Phenomenon-Driven Theorizing. Journal of the Association for Information Systems, 22(6), 1509-1523. Afuah, A., & Tucci, C. L. (2012). Crowdsourcing as a Solution to Distant Search. Academy of Management Review, 37(3), 355-375. Fisher, G., Mayer, K. J., & Morris, S. (2021). From the Editors—Phenomenon-Based Theorizing. Academy of Management Review, 46(4), 631-639. Raisch, S., & Fomina, K. (2024). Combining Human and Artificial Intelligence: Hybrid Problem-Solving in Organizations. Academy of Management Review, . Baiyere, A., Berente, N., & Avital, M. (2023). On Digital Theorizing, Clickbait Research, and the Cumulative Tradition. Journal of Information Technology, 38(1), 67-73. Grover, V., & Lyytinen, K. (2023). The Pursuit of Innovative Theory in the Digital Age. Journal of Information Technology, 38(1), 45-59. Gregory, R. W., Beck, R., Henfridsson, O., & Yaraghi, N. (2024). Cooperation Among Strangers: Algorithmic Enforcement of Reciprocal Exchange with Blockchain-Based Smart Contracts. Academy of Management Review, . Bacharach, S. B. (1989). Organizational Theories: Some Criteria for Evaluation. Academy of Management Review, 14(4), 496-515. Rivard, S. (2021). Theory Building is Neither an Art Nor a Science. It is a Craft. Journal of Information Technology, 36(3), 316-328. Leidner, D. E., & Gregory, R. W. (2024). About Theory and Theorizing. Journal of the Association for Information Systems, 25(3), 501-521.

In this Episode: Dr. Jeremy Lucabaugh, Tom Bradshaw, Lee Crowson, Dr. Martha Grajdek, Natasha Desjardins, Nic Krueger, Peter Plumeau.   Visit Us: https://www.seboc.com/ Follow us on LinkedIn: https://bit.ly/sebocLI Join an Open-mic Event: https://www.seboc.com/events   References:   Alliger, G. M., Cerasoli, C. P., Tannenbaum, S. I., & Vessey, W. B. (2015). Team resilience: How teams flourish under pressure. Organizational Dynamics, 44(3), 176-184.   Ryff, C. D., & Singer, B. (2003). Flourishing under fire: Resilience as a prototype of challenged thriving.   Lengnick-Hall, C. A., & Beck, T. E. (2016). Resilience capacity and strategic agility: Prerequisites for thriving in a dynamic environment. In Resilience Engineering Perspectives, Volume 2 (pp. 61-92). CRC Press.   Sarkar, M., & Fletcher, D. (2014). Ordinary magic, extraordinary performance: Psychological resilience and thriving in high achievers. Sport, Exercise, and Performance Psychology, 3(1), 46.   Seville, E., Van Opstal, D., & Vargo, J. (2015). A primer in resiliency: Seven principles for managing the unexpected. Global Business and Organizational Excellence, 34(3), 6-18.   Stoverink, A. C., Kirkman, B. L., Mistry, S., & Rosen, B. (2020). Bouncing back together: Toward a theoretical model of work team resilience. Academy of Management Review, 45(2), 395-422.

Conceptual papers that offer new theories are hard to write and even harder to publish. You do not have empirical data to back up your arguments, which makes the papers easy to reject in the review cycle. We are also typically not well trained in theorizing, and there isn't even a clear process to theorizing we could learn or follow. Does that mean that we shouldn't even try to write theory papers? We ponder these questions, figure out what is so hard in writing conceptual papers – and share a few tricks that might help if you still wanted to write such a paper.  References Berente, N., Gu, B., Recker, J., & Santhanam, R. (2021). Managing Artificial Intelligence. MIS Quarterly, 45(3), 1433-1450. Glaser, B. G., & Strauss, A. L. (1967). The Discovery of Grounded Theory: Strategies for Qualitative Research. Aldine Publishing Company. Watson, R. T., Boudreau, M.-C., & Chen, A. J. (2010). Information Systems and Environmentally Sustainable Development:  Energy Informatics and New Directions for the IS Community. MIS Quarterly, 34(1), 23-38. Lee, A. S., & Baskerville, R. (2003). Generalizing Generalizability in Information Systems Research. Information Systems Research, 14(3), 221-243. Tsang, E. W. K., & Williams, J. N. (2012). Generalization and Induction: Misconceptions, Clarifications, and a Classification of Induction. MIS Quarterly, 36(3), 729-748. Yoo, Y., Henfridsson, O., & Lyytinen, K. (2010). The New Organizing Logic of Digital Innovation: An Agenda for Information Systems Research. Information Systems Research, 21(4), 724-735. Yoo, Y. (2010). Computing in Everyday Life: A Call for Research on Experiential Computing. MIS Quarterly, 34(2), 213-231. Merleau-Ponty, M. (1962). Phenomenology of Perception Routledge. Baldwin, C. Y., & Clark, K. B. (2000). Design Rules, Volume 1: The Power of Modularity. MIT Press. Weick, K. E. (1989). Theory Construction as Disciplined Imagination. Academy of Management Review, 14(4), 516-531. Hevner, A. R., March, S. T., Park, J., & Ram, S. (2004). Design Science in Information Systems Research. MIS Quarterly, 28(1), 75-105. Sætre, A. S., & van de Ven, A. H. (2021). Generating Theory by Abduction. Academy of Management Review, 46(4), 684-701. Kahneman, D., & Tversky, A. (1979). Prospect Theory: An Analysis of Decision under Risk. Econometrica, 47(2), 263-291. Farjoun, M. (2010). Beyond Dualism: Stability and Change As a Duality. Academy of Management Review, 35(2), 202-225. Recker, J., & Green, P. (2019). How do Individuals Interpret Multiple Conceptual Models? A Theory of Combined Ontological Completeness and Overlap. Journal of the Association for Information Systems, 20(8), 1210-1241. Jabbari, M., Recker, J., Green, P., & Werder, K. (2022). How Do Individuals Understand Multiple Conceptual Modeling Scripts? Journal of the Association for Information Systems, 23(4), 1037-1070. Cornelissen, J. P. (2017). Editor's Comments: Developing Propositions, a Process Model, or a Typology? Addressing the Challenges of Writing Theory Without a Boilerplate. Academy of Management Review, 42(1), 1-9. Recker, J., Lukyanenko, R., Jabbari, M., Samuel, B. M., & Castellanos, A. (2021). From Representation to Mediation: A New Agenda for Conceptual Modeling Research in a Digital World. MIS Quarterly, 45(1), 269-300. Haerem, T., Pentland, B. T., & Miller, K. (2015). Task Complexity: Extending a Core Concept. Academy of Management Review, 40(3), 446-460. Kallinikos, J., Aaltonen, A., & Marton, A. (2013). The Ambivalent Ontology of Digital Artifacts. MIS Quarterly, 37(2), 357-370. Ho, S. Y., Recker, J., Tan, C.-W., Vance, A., & Zhang, H. (2023). MISQ Special Issue on Registered Reports. MIS Quarterly, . Simon, H. A. (1990). Bounded Rationality. In J. Eatwell, M. Milgate, & P. Newman (Eds.), Utility and Probability (pp. 15-18). Palgrave Macmillan. James, W. (1890). The Principles of Psychology. Henry Holt and Company. Watson, H. J. (2009). Tutorial: Business Intelligence - Past, Present, and Future. Communications of the Association for Information Systems, 25(39), 487-510.  Baird, A., & Maruping, L. M. (2021). The Next Generation of Research on IS Use: A Theoretical Framework of Delegation to and from Agentic IS Artifacts. MIS Quarterly, 45(1), 315-341.

Host: Maggie Lockwood, VP, Director of Production, Pharmacy Technology and Management Review https://www.ptmreview.com/ Guest: Tori Pearson, Director of Pharmacy Programs, Medicine-On-Time https://www.ptmreview.com/ Key Points: Shifting Reimbursements: Traditional pharmacy reimbursements are changing, making it essential for pharmacies to diversify. Long-term care (LTC) offers more competitive reimbursements. Evolving Patient Demographics: LTC patients are no longer limited to skilled nursing facilities. They now include patients in assisted living facilities, group homes, and those receiving care at home. Enhanced Services: Pharmacies can provide additional services to LTC patients, such as medication therapy management and adherence packaging. Benefits of Combo Shops: Combo shops cater to both retail and LTC patients. This model allows pharmacies to leverage their existing infrastructure while expanding their services.

In this Episode: Dr. Jeremy Lucabaugh, Tom Bradshaw, Lee Crowson, Dr. Martha Grajdek, Natasha Desjardins, Nic Krueger, Peter Plumeau.   Visit Us: https://www.seboc.com/ Follow us on LinkedIn: https://bit.ly/sebocLI Join an Open-mic Event: https://www.seboc.com/events   References:   Alliger, G. M., Cerasoli, C. P., Tannenbaum, S. I., & Vessey, W. B. (2015). Team resilience: How teams flourish under pressure. Organizational Dynamics, 44(3), 176-184.   Ryff, C. D., & Singer, B. (2003). Flourishing under fire: Resilience as a prototype of challenged thriving.   Lengnick-Hall, C. A., & Beck, T. E. (2016). Resilience capacity and strategic agility: Prerequisites for thriving in a dynamic environment. In Resilience Engineering Perspectives, Volume 2 (pp. 61-92). CRC Press.   Sarkar, M., & Fletcher, D. (2014). Ordinary magic, extraordinary performance: Psychological resilience and thriving in high achievers. Sport, Exercise, and Performance Psychology, 3(1), 46.   Seville, E., Van Opstal, D., & Vargo, J. (2015). A primer in resiliency: Seven principles for managing the unexpected. Global Business and Organizational Excellence, 34(3), 6-18.   Stoverink, A. C., Kirkman, B. L., Mistry, S., & Rosen, B. (2020). Bouncing back together: Toward a theoretical model of work team resilience. Academy of Management Review, 45(2), 395-422.

In this episode of PsychChat, I discuss the pervasive behaviour of defensive decision-making in the workplace. Listen to this episode, where I share tips to mitigate such behaviour in the workplace.ReferencesArtinger, F., Petersen, M., Gigerenzer, G., & Weibler, J. (2015). Heuristics as adaptive decision strategies in management. Journal of Organizational Behavior, 36(S1), S33-S52.Brockner, J., & Higgins, E. T. (2001). Regulatory focus theory: Implications for the study of emotions at work. Organizational Behavior and Human Decision Processes, 86(1), 35-66.Edmondson, A. C. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350-383.Gigerenzer, G. (2014). Risk savvy: How to make good decisions. Penguin.Greenhalgh, L., & Rosenblatt, Z. (1984). Job insecurity: Toward conceptual clarity. Academy of Management Review, 9(3), 438-448.Higgins, E. T. (1998). Promotion and prevention: Regulatory focus as a motivational principle. Advances in Experimental Social Psychology, 30, 1-46.Hobfoll, S. E. (1989). Conservation of resources: A new attempt at conceptualizing stress. American Psychologist, 44(3), 513-524.Hobfoll, S. E., Halbesleben, J., Neveu, J. P., & Westman, M. (2018). Conservation of resources in the organizational context: The reality of resources and their consequences. Annual Review of Organizational Psychology and Organizational Behavior, 5, 103-128.Marx-Fleck, S., Junker, N. M., Artinger, F., & van Dick, R. (2021). Defensive decision making: Operationalization and the relevance of psychological safety and job insecurity from a conservation of resources perspective. Journal of Occupational and Organizational Psychology,  Vol 94 (3), 485-788.Mello, M. M., Chandra, A., Gawande, A. A., & Studdert, D. M. (2010). National costs of the medical liability system. Health Affairs, 29(9), 1569-1577.

These days everyone seems to be searching for their passion, safe in the knowledge that ‘Find something you love to do, and you'll never have to work a day in your life'. Yet how realistic is this? And how realistic is it for people to strive to find their ultimate life calling – if there even is such a thing?To explore the question of callings in greater depth I am delighted to be joined by Professor Kirsten Robertson of Fraser Valley University in Canada.About our guest…Dr. Kirsten Robertson is a Professor of Organizational Behaviour and Human Resources in the School of Business at Fraser Valley University.Kirsten's research explores the lived experiences of individuals at work, with a particular focus on work meaningfulness, the interface between work and non-work, and workplace relationships with both people and animals. She has published her research in leading management journals, including the Academy of Management Review, Journal of Management Studies, and Journal of Organizational Behavior.The paper discussed in the interview - Living life ‘to the core': Enacting a calling through configurations of multiple jobs – is open access and is available here: https://journals.sagepub.com/doi/full/10.1177/00187267241251956Kirsten's Google Scholar page can be accessed here: https://scholar.google.com/citations?user=Piek-GcAAAAJ&hl=en&oi=aoKirsten's profile page at the University of Fraser Valley is available here: https://www.ufv.ca/business/faculty-and-staff/robertson-kirsten.htm Hosted on Acast. See acast.com/privacy for more information.

Continual Improvement is at the heart of every ISO Standard.  The cyclical nature of ISO Standards lends itself to regular review and update of your Management System, to ensure it's working efficiently and to address any issues or opportunities that inevitably crop up. However, Integrating these improvements can be challenging, even for mature systems. Today Ian Battersby explains the concept of Improvement as defined in ISO Standards, how to find root cause for non-conformities and integrating improvement actions from multiple sources.   You'll learn ·      What is meant by ‘Improvement' in ISO Standards? ·      Common misconceptions about Improvement in ISO Standards ·      How to address non-conformities in your Management System ·      Finding the root cause of a non-conformity ·      Integrating Improvement actions   Resources ·      Isologyhub   In this episode, we talk about: [00:30] Join the isologyhub – To get access to a suite of ISO related tools, training and templates. Simply head on over to isologyhub.com to either sign-up or book a demo. [02:05] Episode summary: Ian Battersby will be explaining what Improvement means in relation to ISO Standards, how to address non-conformities and integrating the required Improvement actions. [02:30] What is meant by ‘Improvement' in ISO Standards? – One of the requirements of all Management System standards is to determine and select opportunities for improvement (Clause 10). This is the fundamental aim of Management Systems: to make things better In the words of the standards, it is so that an organisation can: “Implement any necessary actions to meet customer requirements and enhance customer satisfaction These shall include: a) improving products and services to meet requirements as well as to address future needs and expectations; b) correcting, preventing or reducing undesired effects; c) improving the performance and effectiveness of the management system.” An organisation going through certification for the first time may never have had in place a system for planning improvements.  Some organisations are dealing with improvements, but not necessarily through a single, consistent route. While you can meet the requirements of the standards without a single route, the standard is not prescriptive in how you go about this. [04:45] Common misconceptions about non-conformities – the standard does go on to cover nonconformity and corrective action (10.2); is it suggesting these as the main source of non-conformities (NC).  It isn't really explicit about other sources, other than specifically including customer complaints as a form of NC. However, there's a strong argument for consolidating data from different sources, so it's worth considering how complaints data is handled. Other sources of non-conformities can include your Internal Audit findings, addressing where you may not be meeting client expectations, addressing failure to meet legal obligations ect. As a reminder, ISO 9000 (Fundamentals and vocabulary) includes the definition of nonconformity: non-fulfilment of a requirement: need or expectation that is stated, generally implied or obligatory i.e. Legal / client expectation. [10:00] Addressing non-conformities – You need to evaluate the need for action to eliminate the cause of the nonconformity, to ensure that the issues doesn't recur, or pop-up elsewhere. When a non-conformity does occur, you need to: ·      Determine the causes ·      Determining if similar nonconformities exist, or could potentially occur; Any corrective actions should be appropriate to the effects of the nonconformities encountered. So, you don't need to commit a huge amount of resource to minor issues. [11:40] Join the isologyhub and get access to limitless ISO resources – From as little as £99 a month, you can have unlimited access to hundreds of online training courses and achieve certification for completion of courses along the way, which will take you from learner to practitioner to leader in no time. Simply head on over to the isologyhub to sign-up or book a demo. [13:40] Finding the cause of non-conformities  – Without removing the cause, repetition may occur, and this is where integrating improvement data from multiple sources comes into its own. The idea of Common cause is - a single cause may manifest itself in very different outcomes. For example, a lack of competence could lead to a process being delivered wrongly, leading to reducing level of quality in service or product, which would be picked up as an NC. Competence is an area which can also lead to NC's, through the result of a helath & safety incident or environmental incident if people aren't trained to use equipment or follow set procedures.   It can also lead to a customer complaint where the failed process is apparent to a customer. If a product NC isn't spotted until after the product delivered/in service it could lead to a warranty claim Or even a claim for damages should it lead to harm/loss to the customer It could lead to regulatory breach or even enforcement or legal action Some of these outcomes may not be apparent until they have impacted upon a customer or other interested party, so would not be recorded internally through a nonconformity system. All this to say, finding the root cause will require looking in a lot of different places. Having a common methodology in place to address non-conformities, including considerations for different types of issues, makes life a lot easier. [15:55] Integrating Improvements from multiple sources: There are many sources which can highlight opportunities for Improvement, including: Internal Audit – This is a conformity assessment, so any gaps or issues identified will be NC's that need addressing. Surveillance Audit / Certification Audit – Your Certification Body will also be conducting a third-party conformity assessment, which may highlight something you've missed in your own internal audits. Supply Chain Audit – Auditing your supply chain can also highlight NC's that you can encourage them to address, both for your benefit and theirs. Client Audit – You may be audited by clients, especially where there may be specific technical industry related issues. Management Review – This is the perfect platform to identify Opportunities for Improvement. You can highlight NC trends from Internal Audits here and define if they need to be addressed separately. You will often have members of senior management present at a Management Review, so there is a greater chance for you to plan tangible actions to address issues, especially if they are business critical. SWOT / PESTLE – This usually happens early on in the Implementation phase, but there's no reason why you can't repeat the exercise on an annual basis. This exercise directly identifies your risks and opportunities, both from internal and external sources. Getting input from all levels of staff as they may also shed light on potential NC's and opportunities other departments may not even be aware of. Accident reporting / Safety observations – Any incident should be viewed as an opportunity to improve. Some accidents are unavoidable, but many are a result of someone not following instructions, equipment being left unattended or in the wrongs location ect. Addressing these will help you to ensure a safer environment. Site inspections – Just walking around your site can yield new insights. Ask other departments that may not visit your area to do a sweep and report any findings. Sometimes all you need is a fresh pair of eyes to highlight issues you've missed.   Complaint / Other customer feedback – Allow clients and stakeholders to have input. Regulatory requirements – You may discover you are breaching a regulation, which needs to be addressed ASAP. Consider a legal register to keep track of all your legal and regulatory requirements. Enforcement (HSE, EA, professional body) – You may have opportunities for improvement enforced by professional bodies such as the HSE or Environment Agency. Management Action – Any management meetings should take opportunity suggestions from both management and the general workforce. Product NC's – If you're in the manufacturing industry, you likely already have a system in place for monitoring any product related non-conformities. This process can be applied on a broader scale, as it embodies the same principles: Identify the problem, find the root cause, address the root cause, put preventative measures in place to stop recurrence.  If you'd like to book a demo for the isologyhub, simply contact us and we'd be happy to give you a tour. We'd love to hear your views and comments about the ISO Show, here's how: ●     Share the ISO Show on Twitter or Linkedin ●     Leave an honest review on iTunes or Soundcloud. Your ratings and reviews really help and we read each one. Subscribe to keep up-to-date with our latest episodes: Stitcher | Spotify | YouTube |iTunes | Soundcloud | Mailing List

Key Topics:Blame and Punishment:Examination of blame and punishment as tools for maintaining organizational balance.Discussion on the psychological and organizational impacts of these mechanisms.Norms and Behavior:Importance of norms in guiding behavior and responses to violations.Punishment should be a last resort; other corrective measures are preferable.Takeaways:Harsh punishment can be destructive and damaging to organizational climate.Punishment should be a last resort; other corrective measures should precede it.Importance of norms in governing behavior and responses to violations.Distinction between private and public blame, and the importance of fair and constructive criticism.Exploration of restorative justice as an alternative to punitive measures in organizations.Further Reading:Podsakoff et al. (2006), "Relationships Between Leader Reward Behavior and Punishment Behavior and Subordinate Attitudes, Perceptions, and Behaviors: A Meta-Analytic Review" Organizational Behavior and Human Decision Processes.Trevino (1992), "The Social Effects of Punishment in Organizations: A Justice Perspective" Academy of Management Review.Molemaker et al. (2016), "The Impact of Personal Responsibility on the (Un)Willingness to Punish Non-Cooperation and Reward Cooperation" Organizational Behavior and Human Decision Processes.Links to Our Guest:Dr. Bertram Malle, Brown University. Brown University Faculty Directory Social Cognitive Science Research LabGoogle ScholarBertram F. Malle [Guest] earned his Master's degrees in philosophy/linguistics (1987) and psychology (1989) at the University of Graz, Austria.  After coming to the United States in 1990 he received his Ph.D. at Stanford University in 1995 and joined the University of Oregon Psychology Department.  Since 2008 he is Professor at the Department of Cognitive, Linguistic, and Psychological Sciences at Brown University.  He received the Society of Experimental Social Psychology Outstanding Dissertation award, a National Science Foundation CAREER award, and he is past president of the Society of Philosophy and Psychology. Malle's research has been funded by the NSF, Army, Templeton Foundation, Office of Naval Research, and DARPA. He has distributed his work in 130 articles and several books, on the topics of  social cognition (intentionality, mental state inferences, behavior explanations), moral psychology (cognitive and social blame, guilt, norms), and human-robot interaction (moral competence in robots, socially assistive robotics). 

Key Points:Operant Conditioning and Behavior:Explore the basics of operant conditioning and its relevance to management.Discussion of Jeremy Bentham's Panopticon and its implications for behavior management.The role of observation in influencing behavior.Distinction between direct and indirect acting contingencies.Interview with Dr. Dick Malott:Background and work of Dr. Malott in behavior analysis.Consistency of operant conditioning principles across different groups (rats, students, managers, children with autism).Explanation of behavioral contingencies and categories (unlearned/learned rewards and aversive conditions).The importance of rule-governed behavior and rules that are easy to follow.Behavioral Management in Organizations:Effective implementation of behavior management strategies in the workplace.Importance of easy-to-follow rules with immediate, significant, and likely outcomes.Examples of effective performance management in educational and organizational settings.Challenges in implementing and maintaining behavior management systems.Practical Takeaways:Reflect on feedback mechanisms in your workplace.Redesign processes to make rules clearer and feedback more immediate.Relevant Articles:Greer, C. R., Lusch, R. F., & Hitt, M. A. (2017). "A Service Perspective for Human Capital Resources: A Critical Base for Strategy Implementation," Academy of Management Perspectives, 31: 137-158.Podsakoff, P. M., Bommer, W. H., Podsakoff, N. P., & MacKenzie, S. B. (2006). "Relationships Between Leader Reward Behavior and Punishment Behavior and Subordinate Attitudes, Perceptions, and Behaviors: A Meta-Analytic Review of Existing and New Research," Organizational Behavior and Human Decision Processes, 99: 113-142.Trevino, L. K. (1992). "The Social Effects of Punishment in Organizations: A Justice Perspective," Academy of Management Review, 17: 647-676.Molenmaker, W. E., Kwaadsteniet, E. W., & van Dyjk, E. (2016). "The Impact of Personal Responsibility on the (Un)Willingness to Punish Non-Cooperation and Reward Cooperation," Organizational Behavior and Human Decision Processes, 134: 1-15.Podsakoff, P. M., & Mackenzie, S. B. (1997). "Impact of Organizational Citizenship Behavior on Organizational Performance: A Review and Suggestions for Future Research," Human Performance, 10(2): 133-151.Link to Dr. Dick Malott's Book:Principles of BehaviorNext Episode Teaser:Stay tuned for our next episode, where we explore blame and punishment in the context of organizational learning. In the meantime, keep learning, keep growing, and keep adding to your management theory toolbox!Dr. Richard Malott [Guest], with more than 40 years of experience at Western Michigan University, has used the principles of behavior to construct teaching models and behavioral systems that have been sustained over several decades. As a result, he has taught generations of students to use behavior analysis in their everyday lives as learners, teachers, practitioners, and citizens, and has provided the training grounds for many of the field's leaders in behavioral systems design. Richard Malott is a prolific, creative, and engaging writer who has authored some of the field's most important and widely read publications, including Elementary Principles of Behavior (first with Donald Whaley and then with Maria E. Malott and Elizabeth Trojan Suarez), which is in its eight ed

In this riveting Start With a Win part two episode join host Adam Contos and Professor Jay Barney as they dive deep into the transformative power of storytelling within organizations. Discover how culture change can lead to extraordinary business success, from Gillette's breakthrough in the Indian market to Procter & Gamble's empowering approach to feminine care. With compelling narratives and theatrical examples, like a "bread and water" dinner that turned a company's fortunes around, this episode offers a masterclass in leadership and innovation. Tune in to explore the secrets of engaging employees and revolutionizing corporate culture, ensuring that every listener walks away inspired to craft their own powerful stories for success.Jay B. Barney is a Presidential Professor of Strategic Management and holds the Lassonde Chair of Social Entrepreneurship at the Eccles School of Business, University of Utah, and is a Senior Research Scholar at INSEAD. His research on firm resources, capabilities, and competitive advantage has been widely recognized, with over 200,000 citations. He has published over 100 articles and eight books. He has held various editorial positions, including editor-in-chief of the Academy of Management Review. A Fellow of both the Academy of Management and the Strategic Management Society, he has received numerous awards, including the Irwin Outstanding Educator Award (2005), Academy of Management Scholarly Contributions Award (2010), and the CK Prahalad Scholar-Practitioner Award (2019).00:00 Intro01:15 Replacing old with the new and must demonstrate the new…04:01 Wow zero market share to 20% market share…05:48 Break the past with a path to the future, path can't be this!07:30 A person has to build their OWN story…08:07 There has to be this for doing a cultural change…13:21 That was credible example of head and heart!16:51 How long do you think a story will distribute through a company?23:01 A massive aha moment…24:25 I ask the question this way!The Secret of Culture Change https://eccles.utah.edu/team/jay-barney/⚡️FREE RESOURCE:

In this captivating Part 1 episode of Start with a Win, host, Adam Contos welcomes guest Jay Barney, a leading expert in strategic management, listen as they delve into the transformative power of storytelling in organizational culture. Jay, with his extensive background and groundbreaking research, reveals the secrets behind fostering a thriving business environment through authentic, story-driven culture change. Discover how effective leaders leverage narrative to align strategy and culture, overcome internal resistance, and achieve sustained competitive advantage. Tune in to unlock invaluable insights from real-world examples and practical methodologies that can revolutionize your organization's success.Jay B. Barney is a Presidential Professor of Strategic Management and holds the Lassonde Chair of Social Entrepreneurship at the Eccles School of Business, University of Utah, and is a Senior Research Scholar at INSEAD. His research on firm resources, capabilities, and competitive advantage has been widely recognized, with over 200,000 citations. He has published over 100 articles and eight books. He has held various editorial positions, including editor-in-chief of the Academy of Management Review. A Fellow of both the Academy of Management and the Strategic Management Society, he has received numerous awards, including the Irwin Outstanding Educator Award (2005), Academy of Management Scholarly Contributions Award (2010), and the CK Prahalad Scholar-Practitioner Award (2019).00:00 Intro02:45 Is there a secret to cultural change?06:55 Your cultural is already there, is it the right one?08:59 This statement is useless if can't change this…11:15 Employees share what they see so that will create this!13:58 There are six attributes to change cultural.18:30 Where does the change start?20:50 This matters not that from the CEO!23:34 CEO talks to help line and here is what happens…⚡️FREE RESOURCE:

In this episode of the Academy of Management Review's Origins Series, Mathieu Bouchard, Luciano Barin Cruz, and Steve Maguire discuss the development of their AMR article titled “Emotions and Client Participation in Jurisdictional Contestation." In this interview series, we ask, "Where does theory come from?" to demystify the theory-building process. Authors of forthcoming AMR articles discuss how they got the ideas for their papers and share their process for developing new theory in the field of management. Link for the article discussed in this episode: https://doi.org/10.5465/amr.2020.0511

On this episode, I was joined by one of my favorite guests, Larry Mager of Mgmt-Ctrl and PQMCoach.com. Larry walks through: 00:31 Larry's Perspective on Quality 03:21 Importance of KPIs in Management Review 04:13 Management Review and Control 09:09 Operational Framework and Business Structure 18:46 Effective Business Processes 24:42 Understanding Role Expectations and Aggregating Work 25:51 Management Review: Strategy and Tactical Levels 28:47 Operational and Systemic Levels of Management 30:15 Balancing Capability and Capacity 31:37 Improvement and Execution in Business Operations 37:25 The Role of CAPA in Quality Management 44:54 Building a Culture of Quality and Continual Improvement 46:36 Conclusion and Resources for Further Learning Larry is the Principal and Founder at Mgmt-Ctrl, a company that focuses on bringing thoughtful quality management that goes beyond compliance only. He has three decades of experience in the medical device industry, and has held responsible positions within medical device manufacturing companies ranging from start-ups to multisite, highly matrixed organizations. He has held executive management responsibilities in both quality management and operations management roles and is experienced in interrelated quality disciplines, such as quality systems, management control, CAPA, supplier control and management, risk management, quality assurance/control, lean manufacturing, product development engineering, and results-oriented management for continuous improvement. You can reach Larry at larry@mgmt-ctrl.com

In this episode of the Academy of Management Review's Origins Series, Nicolay Worren and Shawn Pope discuss the development of their AMR article titled “Connected but Conflicted: Separating Incompatible Roles in Organizations." In this interview series, we ask, "Where does theory come from?" to demystify the theory-building process. Authors of forthcoming AMR articles discuss how they got the ideas for their papers and share their process for developing new theory in the field of management. Article web link for this episode: https://doi.org/10.5465/amr.2021.0054

Working towards a sustainable future is going to require a joint effort from everyone if we're to reach our 2030 and 2050 targets.  Several initiatives have come out in recent years to try and address one of our biggest challenges, energy consumption. Many of us in the UK will be familiar with ESOS (The Energy Savings Opportunities Scheme), which involves regular reporting from those that fit its criteria. It's also recently updated to include a stipulation to include an ESOS Energy Plan, which requires you to detail a route to reduce your energy consumption. However, many businesses would prefer a more consistent approach to energy management, such as today's guest – Daisy Corporate Services. Today Mel is joined by Damian Edwards, ISO Standards Manager at Daisy Corporate Services, to discuss why they Implemented ISO 50001, what they've learned from the experience and the benefits gained from implementing an Energy Management System You'll learn ·      Who is Damian and who are Daisy Corporate Services? ·      Why did they decide to Implement ISO 50001? ·      What was the biggest gap identified during their Gap Analysis? ·      What lessons did they learn from Implementing ISO 50001? ·      What benefits did they gain from ISO 50001 certification?   Resources ·      Isologyhub ·     Daisy Corporate Services ·     Daisy Corporate Services ESG   In this episode, we talk about: [00:30] Join the isologyhub – To get access to a suite of ISO related tools, training and templates. Simply head on over to isologyhub.com to either sign-up or book a demo. [02:30] Episode summary: Mel is joined by guest Damian Edwards, ISO Standards Manager at Daisy Corporate Services, to discuss their journey towards ISO 50001 certification. Daisy are not strangers to ISO Standards, already having achieved: ISO 9001, ISO 14001, ISO 27001, ISO 45001, ISO 20000 and ISO 22301! They have also recently won the Sustainability and Tech Awards 2024 and the Green Shoots Awards too. [04:15] Who is Damian Edwards? – Damian has worked at Daisy as their ISO Standards Manager for the past year. A little known fact about Damian: He listens to classical music as a way to focus. [05:25] Who are Daisy Corporate Services? – The are primarily a provider of IT and Communications. They currently supply a range of services including: ·      Unified Communications ·      Connectivity ·      Modern Workplace ·      Cyber Security ·      Cloud services ·      Managed Services ·      Operational Resilience [06:25] What were the main drivers behind obtaining ISO 50001 Certification? – In addition to the office spaces Daisy controls, they also have a number of data centres, which use massive amounts of energy. Finding ways to monitor, measure and potentially reduce that energy use, and subsequently cost, was essential.  The second main driver is mainly for commercial reasons. Without Standards like ISO 50001, you can't bid for larger contracts or Government frameworks. [08:30] Daisy's commitment to ESG  – Daisy have a made a solid commitment to ESG, explained further on their website as they break it down into 10 key focus areas. Energy Management is one of the logical steps to tackle reducing carbon emissions. Data centres can be very inefficient, so being able to consistently monitor, measure and improve their energy consumption is a key part of tackling some of their ESG related goals. Also being certified means you have the certificate to back up your claims. It's not you just making a statement, it has to be verified by a third-party. [10:30] How long did it take to Implement ISO 50001? – It took between 8 – 11 months. For a Standard like ISO 50001, it's important to do it properly. Some organisations may request it in 6 months, but for larger organisations, that would be a tough ask, and you run the risk of rushing into certification without having those processes embedded in. [11:45] Did having existing ISO Standards make the process smoother? – Yes, as it was a case of integrating ISO 50001 with our existing systems rather than starting from scratch. Though, having so many ISO's can water the message down a bit, to combat that we've got a single statement that gets across everything you need to know about Daisy. [12:55] What was the biggest gap identified during the Gap Analysis? – Because we already have so many ISO's, we can be a bit big headed and say there weren't many gaps at all, however, there were still some things we could do. One of the biggest areas for improvement was Clause 7, Documentation, as all ISO Standards have their own required documentation. Another was putting in place a plan for monitoring and measuring our energy usage. We have a Property Director who did do that, but he wasn't really documenting it, so we've put in place some proper processes to help show that we're actively monitoring it, looking at the trends and putting in actions to reduce and improve on that.   [14:55] Join the isologyhub and get access to limitless ISO resources  – From as little as £99 a month, you can have unlimited access to hundreds of online training courses and achieve certification for completion of courses along the way, which will take you from learner to practitioner to leader in no time. Simply head on over to the isologyhub to sign-up or book a demo. [17:10] Did closing those gaps make a big difference? – We did have a lot of help from Blackmores in order to address those gaps. Out consultant advised us to combine elements of out Management Review with out monthly Team Meetings, as our Director is involved with those, and we avoid another meeting for meeting's sake. We now also produce a pack of all the monitoring and measuring that's done throughout the month, which makes it easy for us to analyse and identify trends in energy use. Any actions from reviewing this are then recorded and followed up on. So, in essence it's just made everything a lot smoother. [19:55] What did Daisy learn from Implementing ISO 50001? – It takes a team to achieve this – you can't do it on your own. You also can't rush it! Another key take away is that the whole project needs to be driven by top management, without all of those elements combined, it's probably not going to work (or be a lot slower and more painful!) It's also really helped with our commitment and messaging around ESG too. So within those monthly Management Review meetings we have a representative from the energy efficiency team, the ESG team and our bids team. They're then all communicating what the customer message is, that they expect of us, in turn they're kept in the loop about our energy usage and related actions and can communicate that outwards. [21:15] What other benefits are there from achieving ISO 50001? – Having our management system verified by a third-party means that we can confidently say we're adhering to best practice. It also just validates that we are doing things correctly! It also means that we can monitor opportunities for improvement. If we identify more gaps in future, we have the processes in place to address them. ISO 50001 has also helped to put some context behind the energy data we're collecting. Thanks to the new processes we can accurately identify key trends and explain why energy usage may be going up and down. [23:25] Damian's top tip – Ensure that your project is driven by top management. They're involvement means it's a lot easier to communicate that message that you're doing the right thing. Also, ISO 50001 helps with your regulatory compliance too. If you're a larger organisation, then you likely have to adhere to schemes like SECR or ESOS. If you're certified to ISO 50001, then you're already complying with both. [24:35] Damian's book recommendation – Beryl in search of Britain's greatest athlete. [26:45] Damian's favorite quotes – “Hard work beats talent when talent doesn't work hard” and “You miss 100% of the shots you don't take.” If you'd like to learn more about Daisy Corporate Services, visit their website. If you'd like to book a demo for the isologyhub, simply contact us and we'd be happy to give you a tour. We'd love to hear your views and comments about the ISO Show, here's how: ●     Share the ISO Show on Twitter or Linkedin ●     Leave an honest review on iTunes or Soundcloud. Your ratings and reviews really help and we read each one. Subscribe to keep up-to-date with our latest episodes: Stitcher | Spotify | YouTube |iTunes | Soundcloud | Mailing List

In this episode of the Academy of Management Review's Origins Series, Stefan Volk, David A. Waldman, and Chris Barnes discuss the development of their AMR article titled "A Circadian Theory of Paradoxical Leadership." In this interview series, we ask, "Where does theory come from?" to demystify the theory-building process. Authors of forthcoming AMR articles discuss how they got the ideas for their papers and share their process for developing new theory in the field of management. Article web link for this episode: https://journals.aom.org/doi/abs/10.5465/amr.2020.0468

If you want to change the way people lead, maybe you should go to the source of where they're taught to lead – business schools. Maybe the way we teach people to lead should change. Christopher Reina is the Founding and Executive Director of the Institute for Transformative Leadership and an Associate Professor in the Department of Management and Entrepreneurship at Virginia Commonwealth University. Chris came into our orbit at Barry-Wehmiller a number of years ago. Our relationship with Chris blossomed into a partnership at Virginia Commonwealth University, spearheaded by our Director of Outreach, Brian Wellinghoff, who is now their Executive in Residence. Chris has also recently published a paper in the Academy of Management Review, titled “Humanistic Organizing: The Transformative Force of Mindful Organizational Communication,” that lays out a framework for businesses to transform into more people-centered organizations where individuals feel valued and a strong sense of belonging. And it features Barry-Wehmiller as one of its case studies. On this podcast, we're bringing Chris and Brian together to talk about the partnership at VCU to transform the way leadership is taught. 

We have over 18 years experience of implementing various ISO's, covering a wide range of topics such as Quality, Sustainability, Information Security and Risk. With a 100% success rate, we're confident in our consistent approach to implementing ISO's, so much so that we've coined our own unique methodology.   Our regular listeners may be familiar with the term ‘isology' from previous episodes referencing our online platform – the isologyhub. But what is isology exactly? Put simply, isology is our 7-step method for implementing any ISO Standard. Join Mel this week as she breaks down each of the 7 steps, including the planning, creation and review of an ISO Management System. You'll learn ·       Our experience implementing ISO's ·       The origin of isology ·       What is isology? ·       The seven steps of isology   Resources ·       Isologyhub ·       Isology synopsis   In this episode, we talk about: [00:25] Episode Summary – Mel Blackmore will be explaining our world leading methodology to implement any ISO Standard, which we've affectionately named ‘Isology'. [00:45] The creation of isology: We've been implementing ISO Standards for 18 years, starting with ISO 9001 and have since expanded our repertoire to over 20 ISO Standards covering risk, sustainability, quality and Information Security. The creation of the isology methodology has been a team effort from all of the consultants who have worked with Blackmores over the years, and is primarily built on best practice. [01:35] Step 1: Plan – Get a copy of the Standard, determine your scope, timescales, leadership commitment, resources and selecting a Certification Body. Timescales: This is typically around 6 months, but could be longer or shorter depending on your specific requirements. Resources: As an example, if you were looking to obtain ISO 14001 certification, you may need to appoint a sustainability champion. For ISO 27001 you'll need a representative from the IT department. Selecting a Certification Body: Ensure whichever Certification Body you choose is UKAS accredited. You can check this on the UKAS website. International listeners will need to verify on your country's national accreditation body website.   [03:45] Step 2: Discover – Time to understand what you have in place already and what you're missing – this is done through a Gap Analysis. This will often involve an initial meeting with the leadership team to establish what you already have in place, i.e. relevant policies and procedures or any relevant objectives. We break this down step-by-step and document it all in a Gap Analysis, which will deduce your current level of compliance. From this an action plan can be created to indicate what needs to be done to become fully compliant, including assigning roles to assist with the Implementation. [05:30] Step 3: Expose - This is where we look at risks and opportunities related to your desired Standard (both internally and externally). This is typically done through a SWOT (Strengths, Weaknesses, Opportunities and Threats) and PESTLE (Policital, Economic, Social, Technological, Legal and Ethical). In this stage you will also need to understand the key requirements of any relevant stakeholders, so this can include clients, subcontractors, regulatory bodies ect. A Risk Register may be created to capture the findings to be addressed later. Some ISO's require a Risk Register, others don't, but in our experience it's beneficial to have one regardless. Companies are also encouraged to create a Legal Register to keep track of all their statutory, regulatory and contractual requirements. [07:50] Step 4: Create – Time to review the requirements of the Standard in terms of documentation – and create what's needed. This includes capturing your way of working with documented Procedures, so make sure you have the relevant staff involved in their creation. Something to remember, you can have additional policy statements that aren't required by the Standard. If they are important to you, add them in! We're in a modern age now, gone are the days of paper manuals gathering dust on an office shelf. Software and applications may be where the bulk of your Management System documentation lives. For example, at Blackmores we use a combination of Monday.com and SharePoint to manage all of our day-to-day activities, including our own ISO 9001 compliant Management System. The key here is to make your Management System accessible for everyone. [10:20] Step 5: Launch  – Once the Management System has found its home, you need to communicate it. Consider the type of launch you want and who will be involved. Make sure you encourage engagement with the Management System. Why should you Launch your Management System? Quite simply, there isn't much point in having controls in your business if no one knows about them! We have 2 key ways of supporting you with the launch of your Management system: 1)    We can run an awareness session on your Management System either in person or via Teams. It can then be recorded and used as refresher / induction training. 2)    Get access to the isologyhub – out online platform with a suite of over 200 ISO courses, training, tools and templates. [12:15] Step 6: Engage - After the launch you want to ensure that employees are fully engaged and they actually not only are aware of the policies and procedures that you've got in place, but they're actively using them. The only way to verify this is through Internal Audits – that's not just our opinion, that's a mandatory requirement of any ISO Standard. We can assist with conducting these Internal Audits, which double up as a dummy run ahead of your assessment visits. These audits are essentially a show and tell exercise to gather evidence that you're doing what you say your doing. [13:55] Step 7: Review - Time to take a step back and look at what's been achieved and what's been highlighted as areas for improvement through your Internal Audits. This is done at what we call a Management Review. These are typically conducted as meetings, but they don't have to be a meeting specifically. We've done a podcast covering other ways to conduct this review. At this Management Review you will collate data on the performance of your business in relation to the ISO Standard. The minutes must be recorded, as your Assessor will expect to see these as it's a mandatory requirement of any ISO Standard. If you'd like to learn more about what's involved with a Stage 1 and 2 Assessment, go back and listen to a previous episode. If you'd like to book a demo for the isologyhub, simply contact us and we'd be happy to give you a tour. We'd love to hear your views and comments about the ISO Show, here's how: ●      Share the ISO Show on Twitter or Linkedin ●      Leave an honest review on iTunes or Soundcloud. Your ratings and reviews really help and we read each one. Subscribe to keep up-to-date with our latest episodes: Stitcher | Spotify | YouTube |iTunes | Soundcloud | Mailing List

In this episode of the Academy of Management Review's Origins Series, Keith Leavitt and Kira Schabram discuss the development of their AMR article titled "Ghost in the Machine: On Organizational Theory in the Age of Machine Learning." This article was co-authored with Prashanth Hariharan and Chris Barnes. In this interview series, we ask, "Where does theory come from?" to demystify the theory-building process. Authors of forthcoming AMR articles discuss how they got the ideas for their papers and share their process for developing new theories in the field of management. Article web link for this episode: https://journals.aom.org/doi/full/10.5465/amr.2019.0247

On this week's “Best of” Quality Hub podcast, Xavier Francis talks to Brian Smith, Joe Hill, and Suzanne Strausser as they share invaluable insights on the essence of Management Review within the ISO 9001 standard. Brian emphasizes the continuous aspect of these reviews, focusing on significant yet non-urgent matters, while Joe delves into the specific documentation and data-driven decision-making required. Suzanne advocates for seamlessly integrating these reviews into everyday business operations. Collectively, their expertise underscores the necessity of structured reviews for continual organizational evaluation and improvement, offering actionable advice for businesses to effectively implement these practices. Helpful Resources: Management Reviews Podcast Episode:  https://www.thecoresolution.com/iso-certification-effective-management-reviews-podcast https://www.thecoresolution.com/5-5-2-management-representative-iso-explained https://www.thecoresolution.com/5-0-management-responsibility https://www.thecoresolution.com/iso-9001-clause-5 For All Things ISO 9001:2015: https://www.thecoresolution.com/iso-9001-2015 Contact us at 866.354.0300 or email us at info@thecoresolution.com

In this episode of the Academy of Management Review's Origins Series, Alessandro Piazza, Patrick Bergemann and Wesley Helms discuss the development of their AMR article titled "Getting Away with It (Or Not): The Social Control of Organizational Deviance." In this interview series, we ask, "Where does theory come from?" to demystify the theory-building process. Authors of forthcoming AMR articles discuss how they got the ideas for their papers and share their process for developing new theory in the field of management. Article web link for this episode: https://journals.aom.org/doi/abs/10.5465/amr.2021.0066

In this episode of the Academy of Management Review's Origins Series, Keimei Sugiyama, Jamie Ladge, and Gina Dokko discuss the development of their AMR article titled "Stable anchors and dynamic evolution: A paradox theory of career identity maintenance and change." In this interview series, we ask, "Where does theory come from?" to demystify the theory-building process. Authors of forthcoming AMR articles discuss how they got the ideas for their papers and share their process for developing new theory in the field of management. Article web link for this episode: https://journals.aom.org/doi/abs/10.5465/amr.2020.0351

In this Encore Episode from Summer 2022, meet Marianne Lewis, Dean of the Carl H. Lindner College of Business and co-author of the breakthrough book from the Harvard Business Review Press, Both/And Thinking: Embracing Creative Tensions to Solve Your Toughest Problems in this Encore Episode from Summer 2022."An insightful and inspiring book on using "both/and" thinking to make more creative, flexible, and impactful decisions in a world of competing demands.Life is full of paradoxes. How can we each express our individuality while also being a team player? How do we balance work and life? How can we improve diversity while promoting opportunities for all? How can we manage the core business while innovating for the future?"About MarianneMarianne W. Lewis is dean and professor of management at the Carl H. Lindner College of Business, University of Cincinnati. She previously served as dean of Cass (now Bayes) Business School at City, University of London. A thought leader in organizational paradoxes, she explores tensions surrounding leadership and innovation. Lewis has been recognized among the world's most-cited researchers in her field (Web of Science) and received the Paper of the Year award (2000) and Decade Award (2021) from the Academy of Management Review. Her work also appears in media outlets, such as Harvard Business Review, Fast Company, and Newsweek. Her latest book Both/And Thinking is published by Harvard Business School Press. Lewis earned her MBA from the Kelley School of Business at Indiana University, and her PhD from the Gatton College of Business and Economics at the University of Kentucky. About MichaelMichael is the Founder & President of M.E. LeBlanc & Company Inc. and a Senior Advisor to Retail Council of Canada and the Bank of Canada as part of his advisory and consulting practice. He brings 25+ years of brand/retail/marketing & eCommerce leadership experience with Levi's, Black & Decker, Hudson's Bay, Today's Shopping Choice and Pandora Jewellery.   Michael has been on the front lines of retail industry change for his entire career. He has delivered keynotes, hosted fire-side discussions with C-level executives and participated worldwide in thought leadership panels. ReThink Retail has added Michael to their prestigious Top Global Retail Influencers list for 2023 for the third year in a row.Michael is also the president of Maven Media, producing a network of leading trade podcasts, including Canada's top retail industry podcast_,_ The Voice of Retail. He produces and co-hosts Remarkable Retail with best-selling author Steve Dennis, now ranked one of the top retail podcasts in the world. Based in San Francisco, Global eCommerce Leaders podcast explores global cross-border issues and opportunities for eCommerce brands and retailers. Last but not least, Michael is the producer and host of the "Last Request Barbeque" channel on YouTube, where he cooks meals to die for - and collaborates with top brands as a food and product influencer across North America.

This week, we interview John Paul (J.P.) Stephens. J.P. is an Associate Professor of Organizational Behavior at the Weatherhead School of Management, Case Western Reserve University. His research focuses on the experience of work relationships and the coordination that these relationships enable. More specifically, this has entailed close examination of people's experience of high-quality connections, their emotional carrying capacity (or ability to express more and different kinds of emotion), the interplay between emotion and attention for the aesthetic experience of collective work, and the relational coordination that facilitates the collective efforts of complex, interdependent project work. His work has appeared in the Academy of Management Review, the Journal of Business Ethics, the Journal of Applied Behavioral Science, the Oxford Handbook of Positive Psychology and Work, the Oxford Handbook of Positive Organizational Scholarship, and the Handbook of Leadership and Creativity. He has also contributed to stories in Fast Company and public radio's Marketplace.

Welcome to the Academy of Management Review's Origins Series, where over the last two years we have asked, "Where does theory come from?" to demystify the theory-building process. This is the last interview in the current series, and in this episode, Sherry Thatcher – the outgoing Editor in Chief of AMR – reflects on the impact and value of the AMR Origins Series as it has developed and evolved over the past two years.  

Welcome to the Academy of Management Review's Origins Series, where we ask, "Where does theory come from?" to demystify the theory-building process. In this interview series, authors of forthcoming AMR articles discuss how they got the ideas for their papers and share their process for developing new theory in the field of management. In this episode (Ep 41), Juliane Reinecke and Tom Lawrence discuss their AMR article titled "The role of temporality in institutional stabilization: A process view?" Article web link: https://journals.aom.org/doi/10.5465/amr.2019.0486

In this weeks episode, we interview Ryan Quinn. Ryan is the Chair of, and an Associate Professor in, the Management and Entrepreneurship Department of the University of Louisville's College of Business. He is also the Academic Director of the Center for Positive Leadership. He earned his Bachelors of Science in Statistics at Brigham Young University and earned a Ph.D. in Organizational Behavior and Human Resource Management and a graduate certificate in Complex Systems from the University of Michigan. He conducts research, teaches, and consults on topics related to leadership and change management. He has published research on topics such as courage, learning, flow, communication, and relationships in journals such as Administrative Science Quarterly, Academy of Management Review, Organization Science, Academy of Management Discoveries, and Social Networks, and he is also a co-author of the book, Lift: The Fundamental State of Leadership. He has taught at all levels, including executive, Ph.D., MBA, and undergraduate, and has consulted around the world for Fortune 500 companies, private firms, start-up businesses, non-profits, and government institutions. He is particularly interested in discovering and using tools that help individuals and organizations to unleash their full potential.

Eric Anicich was a USC professor with 18 consecutive journal article rejections on his desk. Not knowing where to turn to professionally, he decided to do something completely different. He signed up as a Postmates driver in the gig economy. As he completed hundreds of rides, Eric went from rejection to research, crafting an investigative project on work, identity, and the highs and lows of the gig economy. Dr. Anicich is an associate professor of management and organization at USC's Marshall School of Business. His research on the forms and functions of social hierarchy within groups and work has been published in several prestigious outlets, such as the Harvard Business Review, the New York Times, and leading academic journals like the Academy of Management Review and Proceedings of the National Academy of Sciences.In this episode, Dart and Eric discuss:- Eric's research on the gig economy - The negative effects of the gig economy on employees and their life narratives- What a holding environment is and why every job needs one- Shaping personal identity through work- Algorithmic management vs. human management- When a hierarchy helps at work and when it hurts- Exploring the possibility of multiple company cultures within one organization- The challenges, opportunities, and hidden power of middle management- And other topics…Dr. Eric Anicich is an associate professor of management and organization at USC's Marshall School of Business. His research on the forms and functions of social hierarchy within groups has appeared in Forbes, CNN, the New York Times, TIME, The Wall Street Journal, Harvard Business Review, and others. He has also been published in leading academic journals, including the Academy of Management Review, Organization Science, Psychological Science, and Proceedings of the National Academy of Sciences. Eric received his Ph.D. from Columbia Business School, MSc from the University of Oxford, and BA from Northwestern University. He was recognized as Poets & Quant's “Top 50 Undergraduate Business Professors” in 2021.Resources Mentioned:“Dehumanization Is a Feature of Gig Work, not a Bug,” by Eric Anicich: https://hbr.org/2022/06/dehumanization-is-a-feature-of-gig-work-not-a-bug The Anatomy of Genres, by John Truby: https://www.amazon.com/Anatomy-Genres-Story-Forms-Explain/dp/0374539227Working, by Studs Terkel: https://www.amazon.com/Working-People-Talk-About-What/dp/1565843428“The myth of the flat start-up,” by Saerom (Ronnie) Lee: https://onlinelibrary.wiley.com/doi/abs/10.1002/smj.3333Connect with Eric:USC Marshall School of Business: https://www.marshall.usc.edu/personnel/eric-anicich LinkedIn: https://www.linkedin.com/in/eric-anicich-4340a918/ Harvard Business Review: https://hbr.org/search?term=eric%20m.%20anicich 

Wendy K. Smith is the Dana J. Johnson Professor of Management, faculty director of the Women's Leadership Initiative at the Lerner College of Business and Economics, University of Delaware and fellow at The Academy of Management. She earned her PhD in organizational behavior at Harvard Business School, where she began her intensive research on strategic paradoxes—how leaders and senior teams effectively respond to contradictory, yet interdependent demands. Working with executives and scholars globally, she received the Web of Science Highly Cited Research Award (4 years in a row) for being among the 1 percent most-cited researchers in her field and received the Decade Award from the Academy of Management Review for the most cited paper in the past 10 years as well as a fellow at the Academy of Management. Her work has been published in such journals as Academy of Management Journal, Administrative Science Quarterly, Harvard Business Review, Organization Science, and Management Science. She has taught at the University of Delaware, Harvard University, and the University of Pennsylvania–Wharton while helping senior leaders and middle managers all over the world address issues of interpersonal dynamics, team performance, organizational change, and innovation. Her book, Both/And Thinking is published by Harvard Business Review and was #1 new release on Amazon. Wendy lives in Philadelphia with her husband, three children, and the family dog.   Wendy had a number of amazing insights during our conversation. Some of them include: “There's other pathways to things that we don't often see” (9:25). “Where I could really feel impact was at this very local level” (12:25). “The big idea of [my book] Both/And Thinking is that we live in a world where we tend to pull things apart and make a choice between them and see the either/or, see the black and white, and we argue that's limited and it's detrimental at worst. There's a better way of seeing these things intertwine with one another” (15:40). “The people that are least confident about knowing who they are, what they're going to do in the world, and whether they're going to succeed, are college students” (16:20). “This sense of having to prove [oneself] constrains actually experimenting and being [oneself] along the way” (17:05). “A dilemma is a moment in time defined in a very specific time and space where you're choosing between two different options and it's begging you to make a choice” (26:45). “Paradoxes are these persistent, ever-present tensions that underlie our dilemmas and keep popping up” (27:00). “There's this constant tension that we all feel around performing well, doing well, being in the moment, and learning and growing and feeling that discomfort of learning and growth” (27:10). “The dilemma of passion vs. performance shows up all over the place and we tend to pit those against each other” (36:10). “The more that we feel passionate, the more that we feel joyful, the more engaged and the better performing we are. These opposing pressures actually reinforce each other” (36:30). “I think an invitation is a chance to allow people to have their own point of view rather than telling them what they think and providing the respect to others that I'm curious about that point of view” (38:10). “One of the ways that we tend to ‘either/or' a lot is in relationship with other people” (38:30). “We grow from taking a pause from our regular routines and lives” (42:45). “Part of ‘both/and' is pulling out or decisions into a broader perspective where we are making these micro shifts, oscillating, experimenting, balancing, trying along the way, that not every decision is the ultimate moment of truth” (47:15). “How do you navigate in a space that's not ideal for who you are?” (50:20). “Activism has a very black and white perspective; I am going to assert what I believe and be loud and proud about it. There's a place for that and it's an important piece, and it doesn't always get stuff done. What we really need in order to move forward is more nuanced diplomacy and collaboration across opposing ideas” (52:50). “Leaders need to have a varied toolkit in how they lead” (55:15). “Frankly, there's a lot more common ground on many of these [political] issues than there is difference” (57:20). “It's not just your own individual performance, but your performance and your success is dependent on how you raise up and create the conditions for other people's success as well” (1:04:50).   Additionally, you can find everything you need to know about Wendy's book, Both/And Thinking, here. You can also connect with Wendy on LinkedIn, Twitter, Facebook, Instagram, and by email (hello@bothandthinking.net). Thank you so much to Wendy for coming on the podcast! I wrote a book called “Shift Your Mind” that was released in October of 2020, and you can order it on Amazon and Barnes and Noble. Additionally, I have launched a company called Strong Skills, and I encourage you to check out our new website https://www.strongskills.co/. If you liked this episode and/or any others, please follow me on Twitter: @brianlevenson or Instagram: @Intentional_Performers. Thanks for listening.

Dr. Wendy K. Smith is the Dana J. Johnson Professor of Management and faculty director of the Women's Leadership Initiative at the Lerner College of Business and Economics, University of Delaware. She earned her Ph.D. in organizational behavior at Harvard Business School. She began her intensive research on strategic paradoxes—how leaders and senior teams effectively respond to contradictory yet interdependent demands. Working with executives and scholars globally, she received the Web of Science Highly Cited Research Award (2019, 2020, and 2021) for being among her field's 1 percent most-cited researchers. She received the Decade Award (2021) from the Academy of Management Review for the most cited paper in the past ten years. Her work has been published in such journals as the Academy of Management Journal, Administrative Science Quarterly, Harvard Business Review, OrganizationScience, and Management Science. She has taught at the University of Delaware, Harvard University, and the University of Pennsylvania–Wharton while helping senior leaders and middle managers worldwide address issues of interpersonal dynamics, team performance, organizational change, and innovation. Wendy lives in Philadelphia with her husband, three children, and the family dog.Connecting with Dr. Wendy SmithTwitter: @profwendysmithFacebook: https://www.facebook.com/Wendy-Smith-111141458290288 Instagram: @prof.wendysmithA Quote From This Episode"Our mission is to invite people to not see tensions as a bad thing. But rather see tensions as a force of life, where we, as individuals, have the opportunity, have the agency to approach them differently."The Discovering Leadership TextbookDiscovering Leadership: Designing Your Success by Middlebrooks, Allen, McNutt, and MorrisonResources/Authors Mentioned in This EpisodeBook - Both/And Thinking: Embracing Creative Tensions to Solve Your Toughest Problems  by Wendy Smith & Marianne Lewis  Book - Consolations: The Solace, Nourishment and Underlying Meaning of Everyday Words by David Whyte Book - Collaborating with the Enemy: How to Work with People You Don't Agree with or Like or Trust  by Adam Kahane Book - A More Just Future: Psychological Tools for Reckoning with Our Past and Driving Social Change by Dolly Chugh Newsletter - Dolly Chugh - Dear Good People About  Scott J. AllenWebsiteMy Approach to HostingThe views of my guests do not constitute "truth." Nor do they reflect my personal views in some instances. However, they are views to consider, and I hope they help you clarify your perspective. Nothing can replace your reflection, research, and exploration of the topic.About The International Leadership Association (ILA)The ILA was created in 1999 to bring together professionals interested in the study, practice, and teaching of leadership. Plan now for ILA's 25th Global Conference in Vancouver, British Columbia, on October 12-15, 2023.

When you purchase an item after clicking a link from this post, we may earn a commission.Devin: What do you see as your superpower?Paul: I'm not sure I have a superpower, but I think if I if I have a superpower, it's I love to learn. Throughout my career—I tell people who think about getting a PhD, “What's the best thing about the career is you can change careers without changing jobs.” I have looked at, over the course of my career, how businesses earn long-term profits, why some are sustainable over time—in terms of pure profitability. I've looked at poverty. I've looked at strategic risk. Now I'm looking at sustainability. These are all different careers, and I get to do it without ever changing jobs. But the key is you got to keep learning. One of the things I did about 15 or 16 years ago was set a goal to read 30 books that year because I'd ordered a bunch of books. As a professor, I'm like an addict. Amazon is like my best friend. So I thought, I'm going to read 30 books because I have this shelf full of books that I never read. I did it, and I learned a ton. What I've done over the last 15 years is probably averaged 20 to 30 books a year about all sorts of different things. So, on my way home from Minneapolis on Sunday, I read Daniel Yergin's new book, The New Map, which is all about energy driving the world in the 21st century. And then I read David Baldacci's book, one of his novels. I'm also reading a book right now about the future of money and what is digital currency going to be. So, I read promiscuously. I don't draw lines about what I'll read and what I won't read, but I read a lot, and that gives you a different perspective on the world. So, I think my superpower would be I know how to learn, and I love it, and I love to learn new things and try new things.BYU Professor Paul Godfrey was a guest on the show last to talk about his book More than Money: Five Forms of Capital to Create Wealth and Eliminate Poverty. Eliminating poverty is one of my favorite topics and a goal I share with many of you; I think we can see the end of poverty in my lifetime.So, when Paul reached out to share his new book, Clean: Lessons from Ecolab's Century of Positive Impact, covering one of my other favorite topics, I was excited to have him back on the show.AI Summary* Paul Godfrey, the 2022 outstanding faculty member at BYU's Business School and author of Clean: Lessons from Ecolab's Century of Positive Impact, was interviewed on the Superpowers for Good show.* Godfrey's book explores Ecolab's principles of sustainability and how other organizations can adopt them.* The key principles are respect and integration.* Godfrey sees his superpower as loving to learn and reading 20-30 books a year on various topics.* In the interview, he discusses his book and the importance of a love of learning in personal and professional growth.* He offers insights on how to develop a passion for learning, including admitting a lack of knowledge, being willing to go deep, and engaging with experts.* The interview concludes with information on how to purchase the book and connect with Godfrey.Guest-Provided ProfilePaul C. Godfrey (he/him)William and Roceil Low Professor of Business Strategy, Godfrey & AssociatesAbout Godfrey & Associates: Godfrey & Associates is a strategy consulting practice that helps individuals and organizations thrive in an uncertain and challenging world.  About BYU: Brigham Young University is a privately-owned major University that provides a full range of educational and development opportunities for students.Biographical Information: Paul C. Godfrey, the William and Roceil Low Professor of Business Strategy at the BYU Marriott School of Business, received the school's Outstanding Faculty Member award in 2022. His research has appeared in a number of premiere outlets, including Nature Biotechnology, and the Academy of Management Review. He has authored two textbooks, one about Strategy and one on Ethics in Business, and has written three other books. His 2020 book Strategic Risk Management: New tools for competitive advantage in an uncertain world helps executives and leaders understand, monitor, and manage the risks and opportunities central for strategic success. His latest book is Clean: Lessons from Ecolab's Century of Positive Impact, which shows leaders the pathway to contributing to a more sustainable world.Paul received his MBA and PhD degrees from the University of Washington and a Bachelor of Science from the University of Utah. Paul and his wife, Robin, live in Salt Lake City, where they enjoy cooking, hiking, reading, and spending time with their five children and one grandchild. Linkedin: linkedin.com/in/paulcgodfrey Get full access to Superpowers for Good at devinthorpe.substack.com/subscribe

Overview In this episode, we dive into the topic of collective intelligence and its optimization with Anita Woolley, Professor at Carnegie Mellon University's Tepper School of Business. We get to know Anita's story and the valuable lessons she has learned in her career. Our first topic is competition and collective intelligence in groups. We explore the definition of collective intelligence and the signs of a high-functioning team. We also discuss whether gender differences play a role in enabling collective intelligence in teams. Moving on to the second topic, we delve into the effect of gender composition on the use of expertise. Anita shares her research on this topic and whether the results surprised her. We also explore the actions that leaders and teams can take to ensure that women are more likely to participate, even if they are in the minority group. Overall, this episode provides valuable insights and actionable strategies for optimizing collective intelligence and creating more inclusive teams. About Anita Williams Woolley Anita Williams Woolley is a Professor of Organizational Behavior and the Associate Dean of Research at Carnegie Mellon University's Tepper School of Business. Dr. Woolley received her doctorate in organizational behavior from Harvard University, and her research includes seminal work on collective intelligence, which was first published in Science in 2010 and has been featured in over 5000 publications and media outlets since. Her papers have been published in Science, Proceedings of the National Academy of Sciences, Academy of Management Review, Organization Science, and Management Science among others and her research has been funded by grants from several federal funding agencies including the National Science Foundation, the Army Research Institute, and DARPA, as well as private corporations. Currently, Professor Woolley is a Senior Editor at Organization Science and a founding Associate Editor of Collective Intelligence. At the Tepper School, she teaches courses on managing teams and leading global and distributed teams. Learn more about our mission and become a member here: https://www.womenindata.org/ --- Support this podcast: https://podcasters.spotify.com/pod/show/women-in-data/support

In this episode of the Evolving Leader podcast, co-hosts Jean Gomes and Scott Allender talk to Marianne Lewis. Marianne is dean and professor of management at the Lindner College of Business, University of Cincinnati having previously served as dean of Cass (now Bayes) Business School at City University, London, and as a Fulbright scholar. A thought leader in organizational paradoxes, she explores tensions and competing demands surrounding leadership and innovation. Marianne has been recognized among the world's most-cited researchers in her field (Web of Science) and received the Paper of the Year award (2000) and Decade Award (2021) from the Academy of Management Review.Marianne Lewis's book (co-author with Wendy K Smith) ‘Both/And Thinking: Embracing Creative Tensions to Solve Your Toughest Problems' was published in 2022.  0.00 Introduction4.36 Can you give us an overview of your work?5.22 How do you distinguish between tensions, dilemmas, and the paradoxes in our lives?7.16 Why is it so important to be working on paradox right now for leaders?9.13 Can you walk us through the four types of paradox that you identify and how we experience them?14.01 How does either/or thinking cause issues for leaders and can you give us some examples of how that sets us up to fail?19.10 The trench warfare, or the war of defences seems to be prevalent in politics right now. What do you think is causing that either/or thinking?21.26 You describe a pros and cons list as being one of the mechanisms that encourages either/or thinking. What other mental shortcuts are leaders and others taking that encourages either/or thinking?26.05 How do we enable both/and thinking?34.58 You mention that it's not easy to look at the assumptions that we should consider if we want to build this paradox mindset. Why is that and how have you helped leaders find a different way forward?39.48 Knowing that people want to move away from negatively experienced emotions, what other tactics or approaches do you take with leaders to arrive at this alternative approach without moving away from those negative emotions?46.20 Organisations are designed primarily to align resources with their goals and minimise risk. Can you tell us about how your research and ideas can help leaders think about structures to stabilise the organisation in the face of uncertainty?50.33 Can you tell us about the research you're doing into how individuals manage building a paradox mindset?54.19 Did you find a difference in motivations behind various people's experience with either/or thinking?  Social: Instagram           @evolvingleader LinkedIn             The Evolving Leader Podcast Twitter               @Evolving_Leader The Evolving Leader is researched, written and presented by Jean Gomes and Scott Allender with production by Phil Kerby. It is an Outside production.WE NEED TO HEAR FROM YOU!https://www.smartsurvey.co.uk/s/EvolvingLeader/

Wendy Smith: Both/And Thinking Wendy Smith is the Dana J. Johnson Professor of Management and faculty director of the Women's Leadership Initiative at the Lerner College of Business and Economics, University of Delaware. She earned her PhD in organizational behavior at Harvard Business School, where she began her intensive research on strategic paradoxes—how leaders and senior teams effectively respond to contradictory, yet interdependent demands. She has received the Web of Science Highly Cited Research Award for being among the 1 percent most-cited researchers in her field and received the Decade Award from the Academy of Management Review for the most cited paper in the past 10 years. Her work has been published in such journals as Academy of Management Journal, Administrative Science Quarterly, Harvard Business Review, Organization Science, and Management Science. She has taught at the University of Delaware, Harvard, and Wharton while helping senior leaders and middle managers all over the world address issues of interpersonal dynamics, team performance, organizational change, and innovation. She is the author with Marianne Lewis of Both/And Thinking: Embracing Creating Tensions to Solve Your Toughest Problems. In this episode, Wendy and I discuss the dangers of either/or thinking and how that tendency limits our effectiveness. We explore how to shift to both/and thinking in order to resolve the most challenging problems. Plus, we share key tactics that will help us do this in more practical ways. Key Points Framing a decision as an either/or will often minimize short-term anxiety, but limits creative and innovative long-term possibilities. While easy to see both/and opportunities for others, we're likely to approach things as either/or when it's ourselves. An outside perspective from someone who's not emotionally connected is helpful. Changing the question we are asking is the most powerful to navigate paradoxes. Moving up a level when facing tough decisions can help us see the big picture. Consider shifting from “making a choice” to “choosing” in order to lead us towards better outcomes. Resources Mentioned Both/And Thinking: Embracing Creating Tensions to Solve Your Toughest Problems* by Wendy Smith and Marianne Lewis Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Ask Better Questions, with David Marquet (episode 454) How to Win the Long Game When the Short-Term Seems Bleak, with Dorie Clark (episode 550) The Leadership Struggles We See, with Muriel Wilkins (episode 559) How to Quit Bad Stuff Faster, with Annie Duke (episode 607) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

Marianne Lewis shows how to turn tensions into opportunities for growth. — YOU'LL LEARN — 1) Why to never ask yourself “Should I…?” 2) How to find and benefit from the yin and yang of everything 3) The three steps for better decision-making Subscribe or visit AwesomeAtYourJob.com/ep820 for clickable versions of the links below. — ABOUT MARIANNE — Marianne W. Lewis is dean and professor of management at the Lindner College of Business, University of Cincinnati. She previously served as dean of Cass (recently renamed Bayes) Business School at City, University of London, and as a Fulbright scholar. A thought leader in organizational paradoxes, she explores tensions and competing demands surrounding leadership and innovation. Lewis has been recognized among the world's most-cited researchers in her field (Web of Science) and received the Paper of the Year award (2000) and Decade Award (2021) from the Academy of Management Review. She enjoys her three children and two grandchildren from her home base in Cincinnati. • Book: Both/And Thinking: Embracing Creative Tensions to Solve Your Toughest Problems • Website: BothAndThinking.net — RESOURCES MENTIONED IN THE SHOW — • Book: The Tao of Physics: An Exploration of the Parallels Between Modern Physics and Eastern Mysticism by Fritjof Capra See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.