Suchergebnisse

The present study of an infrastructure project shows how anxiety of repeated organizational failure instigates stronger stakeholder control. This control frustrated the project organization's efforts to gain trustworthiness, hampering project completion. The study also shows how the public demonstration of stakeholder control was used to curb reputation loss or to preemptively attribute blame. In this way, control inhibits trust relations between supposedly cooperating project partners. We contribute to the debates on political avoidance of reputation loss and trust–control interrelations by showing how the aftereffects of failure (anxiety and avoidance) limit the effectiveness of control as a means to repair trust.

Abstract
Recently, crisis response organizations are adopting a networked communication structure, as a means to connect different sources of crisis information and enable a more effective crisis response. However, this change has introduced legal complications that so far remain unaddressed, for instance regarding the exchange of privacy-sensitive information aimed at rendering a coherent picture of the crisis. This paper examines how information managers interpret legislation during crises. We analyze our results by drawing on Radbruch's tripartite taxonomy, showing that information managers oscillate between the values of certainty of law and purposiveness in regards to legislation, while the value of justice remains remarkably absent in their interpretation. By introducing a legal perspective on crisis information management we provide an important contribution to the crisis coordination debate.

The present study of an infrastructure project shows how anxiety of repeated organizational failure instigates stronger stakeholder control. This control frustrated the project organization's efforts to gain trustworthiness, hampering project completion. The study also shows how the public demonstration of stakeholder control was used to curb reputation loss or to preemptively attribute blame. In this way, control inhibits trust relations between supposedly cooperating project partners. We contribute to the debates on political avoidance of reputation loss and trust–control interrelations by showing how the aftereffects of failure (anxiety and avoidance) limit the effectiveness of control as a means to repair trust.

AbstractIn this paper, we study conveners' work in establishing change towards sustainability through cross‐sector social partnerships (CSSPs). Applying a paradox lens, we offer a new perspective on tensions in CSSPs: These are not hurdles or challenges to overcome in order to reach success but endure throughout the entire CSSP process. This insight changes the role of the convener, who no longer has to overcome but has to navigate tension. We focus on two tensions related to the convener role: the convener as leader but without formal authority over CSSP‐partners and the convener as both stakeholder and (neutral) facilitator in the process. Through a case study on a CSSP in the Dutch timber sector, we explain how a convener (Forest Stewardship Council Netherlands) responded to these tensions over time. We add to literatures on CSSPs and convening by outlining the relevance of a paradox perspective in this domain.

This volume explores recent advances in network research, strengthening theorizing on social structures and meaning in and between organizational networks. The volume will interest researchers seeking to explain organizational phenomena through the analysis of communications and information from archival/secondary electronic sources

This volume explores recent advances in network research, strengthening theorizing on social structures and meaning in and between organizational networks. The volume will interest researchers seeking to explain organizational phenomena through the analysis of communications and information from archival/secondary electronic sources