1,720,971 research outputs found
Dancing in the digitalization: a case study on the sociomaterial platformization of creative organizations
No full textOver the last years, basically due to the Covid pandemic and the related acceleration of
digitalization of creative processes, cultural organizations have moved to digital platforms
from their traditional physical premises. This shift has modified not only the fruition of
cultural services by audiences, but also the production of creative content and the
organization of artistic work.
To explore these issues in an empirical setting, we adopt the theoretical framework of
sociomateriality and carry out a qualitative case study on the screendance “1 Meter CLOSER”,
performed during the 2020 lockdown by the Italian contemporary dance company,
Fondazione Nazionale della Danza Aterballetto.
Our findings reveal sociomaterial relationships between three aggregated dimensions (i.e.,
means of production, practice sites, organizational culture), suggesting that the
platformization of performances gave performing arts organizations the opportunity to
renew reciprocal adaptation between humans, sites/sights of production and digital means,
also contributing to revitalize organizational purpose and identity
Gli spazi collaborativi per l'imprenditorialità: riflessioni ed evidenze empiriche sul loro impatto
No full textShould I stay or should I go? How an organization may affect the locational choices of creative workers
No full textResto anch’io? Sì, io sì! La job embeddedness come fattore di retention, ma non solo...
No full textSpazi collaborativi: un nuovo modo di lavorare ma con radici profonde nelle istituzioni locali
No full textChe lavoro desidera la Generazione Z? Un’indagine sulle aspettative lavorative degli studenti italiani.
No full text
Employee attitudes and (Digital) collaboration data: a preliminary analysis in the HRM field
Full text linkThe digital transformation of organizations is making workplace collaboration more and more powerful and work always "observable"; however, the informational and managerial potential of the generated data is still largely unutilized in Human Resource Management (HRM). Our research, conducted in collaboration with business engineers and economists, aims at exploring the relationship between digital work behaviors and employee attitudes. This paper is a work-in-progress contribution that presents a preliminary phase of data analysis we performed on a collection of Enterprise Collaboration Software (ECS) data. In the exploratory data analysis step, we analyze data in their original table format and elaborate it according to the user who performed the action and the performed action. Then, we move to a graph representation in order to make explicit the interaction between users and the objects of their actions. Finally, we introduce the concept of employee-attitude-oriented pattern as a mean to derive significant views over the overall graph and discuss Social Network Analysis (SNA) approaches that can be exploited for our purposes
PERFORMANCE APPRAISAL AND INNOVATIVE WORK BEHAVIORS
No full textEmployees’ proactive behaviors aimed at generating, disseminating and implementing new ideas in the workplace are key strategic assets for organizations in the current competitive environment.
Despite its utmost important role in ensuring the alignment between individuals’ goals and behaviors and the organization’s strategic goals, to the best of our knowledge extant empirical research has neglected to investigate how the debated HRM practice of performance appraisal may contribute to employees’ innovative work behaviors. Thus, drawing on the insights provided by the signaling theory of HRM (Bowen and Ostroff, 2004), our research aims at exploring the relationship between the employees’ perception on the main characteristics of the performance appraisal system - in terms of ‘how’ the appraisal may be conducted and ‘what’ may be evaluated - and the effectiveness of this system in promoting individual work-related innovation.
We carried out a survey on 865 employees working in large, multinational firms located in Italy operating in several sectors. Our findings suggest that formality of performance appraisal does not have a positive impact on employees’ perception that appraisal boosts individual innovative work behaviors. Furthermore, even though we found that performance appraisal focused on employees’ results - instead of behaviors - affects positively its perceived positive impact on work-related innovation, our results show a stronger perceived positive relationship between the appraisal of new competences developed by employees and their innovative work behaviors. These results provide a twofold contribution. On the one hand, they add to the recent debate on the effectiveness of traditional formal appraisal processes. On the other hand, our results contribute to extant literature on the importance of employees’ perception of HRM practices as determinants of individual creativity and innovation in organizations
The leadership dance in a performing arts organization
No full textThe leadership structure of cultural organizations has been a central issue in cultural management studies for many years. However, extant research tends to characterize leadership structure either as unitary or dual, employing a static approach that fails to explain the process underlying its evolution when the cultural organization changes and develops. Drawing on these limitations, we aim to answer the following research question: how do leadership forms change over time in cultural organizations?
We use a qualitative methodology based on an exploratory case study carried out between 2011 and 2018 on the Italian performing arts organization “Fondazione Nazionale della Danza Aterballetto”.
Our findings show that different plural leadership forms may emerge during an organizational change. In addition, we show how various factors and dynamics at multiple levels (individual, organizational and environmental) come into play. Our study suggests that companies aimed at establishing a stable leadership structure should consider not only their internal strategic demands and organizational conditions but also external factors. In addition, our study demonstrates that both informal and formal rules influence leader’s expected behaviors
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