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MAY FEATURED ARTICLE - FREE ACCESS

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This article won our Paper of the Year Award in 2016. It argues that Kurt Lewin's three-step framework of unfreezing–changing–refreezing, regarded by many as the classic approach to change management, is not at all what we believe it to be.

Unfreezing change as three steps:
Rethinking Kurt Lewin's legacy for change management
Stephen Cummings, Todd Bridgman and Kenneth G Brown
Human Relations 2016 69(1): 33–60. First published September 30, 2015 doi:10.1177/0018726715577707

http://journals.sagepub.com/doi/pdf/10.1177/0018726715577707

Abstract

Kurt Lewin's 'changing as three steps' (unfreezing → changing → refreezing) is regarded by many as the classic or fundamental approach to managing change. Lewin has been criticized by scholars for over-simplifying the change process and has been defended by others against such charges. However, what has remained unquestioned is the model's foundational significance. It is sometimes traced (if it is traced at all) to the first article ever published in Human Relations. Based on a comparison of what Lewin wrote about changing as three steps with how this is presented in later works, we argue that he never developed such a model and it took form after his death. We investigate how and why 'changing as three steps' came to be understood as the foundation of the fledgling subfield of change management and to influence change theory and practice to this day, and how questioning this supposed foundation can encourage innovation.

Keywords: CATS, changing as three steps, change management, Kurt Lewin, management history, Michel Foucault

View the accompanying video: http://ow.ly/Nisb30blS84

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HUMAN RELATIONS WORKSHOP

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Can, and should, social science contribute to better quality jobs?

A 70-year retrospect and prospect

Tuesday 10 Oct 2017 at The British Academy, London SW1Y 5AH
Organizer: Prof. Paul K Edwards, former Editor-in-Chief, Human Relations

Find out more here!

This year Human Relations celebrates its 70th Anniversary! As part of our celebrations, Human Relations will be running a workshop that will address the contribution of research to practice. It is intended as an active conversation with some short invited presentations, together with the opportunity for other participants to offer specific reflections from their own experience.

Illustrative questions

·         What have been the major impediments to contributions to practice?

·         What examples can be given of successful engaged research? What conditions are needed for them to work?

·         Do they have unintended consequences such as possible negative effects for some groups?

·         What are the prospects for future engagement with practice?

·         Should the goals of engagement be emancipation or something more modest?

·         Is it possible to engage in a disinterested manner, or is a commitment to a particular set of stakeholders inevitable?

·         Should engagement be limited to education and critical dialogue, as opposed to concrete interventions in practice?

Format

There will four short (15 minute) presentations by experts in the field, taking specific examples to address some of the above questions. There will be six short presentations from other participants on different aspects of work. There will be space for questions and discussion, leading up to a concluding round table of experts.

Who should attend?

This workshop will interest scholars of work and employment, policy makers in employers' organizations and trade

unions, public officials, and researchers in research institutes with an interest in work and the labour market. It is intended to be an engaged conversation among experts. Numbers will be restricted.

To book your place, please contact the journal's Managing Editor, Claire Castle, at c.castle@tavinstitute.org, no later than 5 September.

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VIRTUAL SPECIAL ISSUES

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Enjoy FREE ACCESS for a limited period to our NEW virtual special issue!

Knowledge and knowing in the study of organization: From commodity to communication

Compiled by Tim Kuhn, Associate Editor (University of Colorado Boulder)

Since the dawn of what has become known as the 'information society', knowledge has been understood as a-and, in many cases, the-key element producing organizational success. Human Relations has been at the vanguard of efforts to bring together the scholarship of knowledge and knowing. The articles that have pursued this path provide rich accounts of organizing practice, wrestle with complexities of discursivity and materiality in organizing, and articulate the value(s) of this work for organizational action. This Virtual Special Issue brings this work together, with the introductory essay explaining how the scholarship appearing in Human Relations has contributed-both through single articles, as well as the work taken as a whole-to deepening the field's understanding of the interplay of knowledge and knowing in organizing.

Contents

Introduction

Tim Kuhn, Associate Editor (University of Colorado Boulder)

http://journals.sagepub.com/pb-assets/cmscontent/HUM/Knowledge%20and%20Knowing%20HR%20VSI.pdf

Thinking together: What makes Communities of Practice work?

Igor Pyrko, Viktor Dörfler and Colin Eden

Human Relations 70(4): 389‒409. First published August-25-2016 doi 10.1177/0018726716661040

http://journals.sagepub.com/doi/full/10.1177/0018726716661040

OPEN ACCESS (CC-BY)

Re-situating organizational knowledge: Violence, intersectionality and the privilege of partial perspective

Kate Lockwood Harris

Human Relations 70(3): 263‒285. First published August-03-2016 doi 10.1177/0018726716654745

http://journals.sagepub.com/doi/abs/10.1177/0018726716654745

Knowing work: Cultivating a practice-based epistemology of knowledge in organization studies

Jens Rennstam and Karen Lee Ashcraft

Human Relations 67(1): 3‒25. First published May-30-2013 doi 10.1177/0018726713484182

http://journals.sagepub.com/doi/full/10.1177/0018726713484182

Pit sense: Appropriation of practice-based knowledge in a UK coalmine

Ken Kamoche and Kevin Maguire

Human Relations 64(5): 725‒744. First published December-17-2010 doi 10.1177/0018726710386512

http://journals.sagepub.com/doi/abs/10.1177/0018726710386512

Knowledge and practice in multidisciplinary teams: Struggle, accommodation and privilege

Eivor Oborn and Sandra Dawson

Human Relations 63(12): 1835‒1857. First published September-23-2010 doi 10.1177/0018726710371237

http://journals.sagepub.com/doi/abs/10.1177/0018726710371237

Telemedicine: A practice-based approach to technology

Silvia Gherardi

Human Relations 63(4): 501‒524. First published January-08-2010 doi 10.1177/0018726709339096

http://journals.sagepub.com/doi/abs/10.1177/0018726709339096

The object of knowledge: The role of objects in biomedical innovation

Jacky Swan, Mike Bresnen, Sue Newell and Maxine Robertson

Human Relations 60(12): 1809‒1837. First Published December 1, 2007 doi 10.1177/0018726707084915

http://journals.sagepub.com/doi/abs/10.1177/0018726707084915

The role of networks of practice, value sharing, and operational proximity in knowledge flows between professional groups

Maria Rita Tagliaventi and Elisa Mattarelli

Human Relations 59(3): 291‒319. First Published March 1, 2006 doi 10.1177/0018726706064175

http://journals.sagepub.com/doi/abs/10.1177/0018726706064175

Other virtual special issues:

- Women, men, and work: Gender identity and gender differences in the workplace
- Diversity research: Theorizing the new frontier in sexual orientation diversity
- Change management
- Critical performativity

Editor's Choice Collections:
- Paper of the Year Award winners
- Classic papers from Human Relations
- Papers that have influenced Paul Edwards, former EIC

Reflections on the history of HR from Paul Edwards, former EIC:
- Human Relations: The first 10 years, 1947–1956
- Human Relations: 1957–1966 
- Human Relations: 1967–1986 
- Human Relations: 1987–1996 and beyond 

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JUNE ISSUE ARTICLES

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"A significant contribution in relation to debates on various forms of 'misbehaviour' as well as to the specifics of financial services":

Power, corruption and lies:

Mis-selling and the production of culture in financial services

Matthew J Brannan

Human Relations 70(6): 641‒667. First published November-01-2016, doi: 10.1177/0018726716673441

http://journals.sagepub.com/doi/abs/10.1177/0018726716673441

Abstract

The extent of recent misconduct in retail financial services questions assumptions that mis-selling is perpetrated by rogue traders dealing in sub-prime markets. Yet we know little about the organizational dimensions of mis-selling and specifically how new employees are introduced to and subsequently enact mis-selling behaviour when not explicitly encouraged to do so. This article seeks to understand the mechanics of mis-selling through an ethnographic account of the opening of a new retail financial services call centre, and analysis of the ritual nature of the sales interaction. The study documents the training, induction and initial work of direct sales agents to better understand the complexity, social relations and organization of mis-selling, together with the way in which regulation and management regimes shape sales practice and consequent employee behaviour. The critical analysis of sales rituals allows us to explain how mis-selling becomes embedded in organizational practice and contributes to our understanding of the everydayness of mis-selling in contrast to approaches that focus either on individual decision-making or on cultural explanations.

Keywords: culture, ethnography, mis-selling, regulation, retail financial services, risk

Not all brokers are alike:

Creative implications of brokering networks in different work functions

Diego Stea, Torben Pedersen

Human Relations 70(6): 668‒693. First published November-21-2016, doi: 10.1177/0018726716672921

http://journals.sagepub.com/doi/abs/10.1177/0018726716672921

Abstract

Brokers are expected to be more creative than employees embedded in closed social structures because they occupy a position in the social space that provides them with access to non-redundant knowledge. However, the extant research provides partly inconsistent findings on the creative implications of brokerage, which raises important questions about when and how brokering between otherwise disconnected colleagues leads to individual creativity. We advance the relational perspective on individual creativity by adopting a contingency view, and showing that a curvilinear (inverted U-shape) specification of the relationship between brokerage and creativity applies particularly when brokers work in research and development, as they are more likely to intensively exploit their structural opportunities. In addition, we show that brokers who work in research and development are more sensitive to work environments that protect their cognitive resources, such that they exhibit greater creativity when the work environment is free from environmental stressors, such as noise and disturbances. Thus, environmental stressors are particularly harmful for those employees who are most likely to exploit the opportunity to broker across otherwise disconnected colleagues.

Keywords: creativity, environmental stressor, research and development, social network

Authentic leadership in context:

An analysis of banking CEO narratives during the global financial crisis

Helena Liu, Leanne Cutcher and David Grant

Human Relations 70(6): 694‒724. First published November-18-2016, doi: 10.1177/0018726716672920

http://journals.sagepub.com/doi/abs/10.1177/0018726716672920

Abstract

The concept of authentic leadership rose to prominence through its idealization as an inherently moral and universally desirable trait. We problematize this romantic notion by exploring how the 'authenticity' of the CEOs of four major Australian banks was discursively constructed before and during the global financial crisis (GFC). Using multimodal discourse analysis of media texts, we show how what it meant to be an 'authentic leader' was co-constructed differently by the CEOs and the media. We also highlight the dynamic nature of context, where the GFC was variously framed by and for each of the CEOs. Our study challenges the acontextual notion of authentic leadership by showing how a discursively constructed context can reinforce or undermine leaders' narratives of authenticity.

Keywords: authentic leadership, discourse, global financial crisis, media, narrative

Work–life management in legal prostitution: Stigma and lockdown in Nevada's brothels

Sarah Jane Blithe, Anna Wiederhold Wolfe

Human Relations 70(6): 725‒750. First published December-06-2016, doi: 10.1177/0018726716674262

http://journals.sagepub.com/doi/abs/10.1177/0018726716674262

Abstract

Across occupations, people contend with the difficult task of managing time between their work and other aspects of life. Previous research on stigmatized industries has suggested that so-called 'dirty workers' experience extreme identity segmentation between these two realms because they tend to cope with their occupational stigma by placing distance between their work and personal lives. Through a qualitative study of Nevada's legal brothel industry, this article focuses on the prevalence of boundary segmentation as a dominant work–life management practice for dirty workers. Our analysis suggests that work–life boundaries are disciplined by legal mythologies and ambiguities surrounding worker restrictions, occupational ideologies of 'work now, life later,' and perceived and experienced effects of community-based stigma. These legal, occupational and community constructs ultimately privilege organizations' and external communities' interests, while individual dirty workers carry the weight of stigma.

Keywords: brothels, dirty work, prostitution, sex work, stigma, work–life balance, work–life management

Is it ok to care?

How compassion falters and is courageously accomplished in the midst of uncertainty

Jason Kanov, Edward H Powley and Neil D Walshe

Human Relations 70(6): 751‒777. First published November-14-2016, doi: 10.1177/0018726716673144

http://journals.sagepub.com/doi/abs/10.1177/0018726716673144

Abstract

This article elaborates the organizational literature's process theory of compassion – an empathic response to suffering – which falls short of adequately explaining why and how compassion unfolds readily in some workplace situations or settings but not in others. We address this shortcoming by calling attention to the basic uncertainty of suffering and compassion, demonstrating that this uncertainty tends to be particularly pronounced in organizational settings, and presenting propositions that explain how such uncertainty inhibits the compassion process. We then argue that understanding the accomplishment of compassion in the midst of uncertainty necessitates regarding compassion as an enactment of courage, and we incorporate insights from the organizational literature on everyday courageous action into compassion theory. We conclude with a discussion of implications in which we underscore the importance of organizational support for the expression of suffering and the doing of compassion, and we also consider directions for future research.

Keywords: compassion, courage, organizational context, relational process, suffering, uncertainty

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RECENT ONLINE FIRST PREVIEW ARTICLES

Access all OnlineFirst articles here: http://hum.sagepub.com/content/early/recent

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Using humor and boosting emotions:

An affect-based study of managerial humor, employees' emotions and psychological capital

Nilupama Wijewardena, Charmine EJ Härtel, Ramanie Samaratunge

Human Relations DOI: 10.1177/0018726717691809. First published date: April-28-2017

http://journals.sagepub.com/doi/abs/10.1177/0018726717691809

Abstract

Evidence from emerging scholarly investigations consistently points to managerial humor as fruitful new grounds to expand management knowledge and practice. In light of this, the present study examined managerial humor as an affective event at work that has short-term emotional and long-term psychological outcomes for employees. To test this empirically, we recruited a sample of 2498 Australian employees to participate in a field experience sampling study. We also considered the potential moderating effect of leader–member exchange on the humor–emotions relationship. Findings provide initial support for managerial humor as an affective event such that when employees perceived their manager's humor as positive they reported experiencing positive emotions, and vice versa. Importantly, employees with high-quality relationships with their managers responded to their manager's humor use with a greater number of positive emotions and fewer negative emotions than did employees with low-quality relationships with their managers. We argue that humor is an event that managers must responsibly manage in order to produce positive emotional experiences for employees and support healthy emotion regulation at work. We also discuss the conditions under which it is advisable for managers to use humor with employees, and suggest future research directions to develop this growing field of inquiry.

Keywords: affective events theory (AET), broaden-and-build theory of positive emotions, experience sampling, leader–member exchange (LMX), managerial humor, psychological capital (PsyCap)

Betwixt and between:

Role conflict, role ambiguity and role definition in project-based dual-leadership structures

Joris J Ebbers, Nachoem M Wijnberg

Human Relations DOI: 10.1177/0018726717692852 | First Published April 28, 2017

http://journals.sagepub.com/doi/abs/10.1177/0018726717692852

Abstract

Project-based organizations in the film industry usually have a dual-leadership structure, based on a division of tasks between the dual leaders – the director and the producer – in which the former is predominantly responsible for the artistic and the latter for the commercial aspects of the film. These organizations also have a role hierarchically below and between the dual leaders: the 1st assistant director. This organizational constellation is likely to lead to role conflict and role ambiguity experienced by the person occupying that particular role. Although prior studies found negative effects of role conflict and role ambiguity, this study shows they can also have beneficial effects because they create space for defining the role expansively that, in turn, can be facilitated by the dual leaders defining their own roles more narrowly. In a more general sense, this study also shows the usefulness of analyzing the antecedents and consequences of roles, role definition, and role crafting in connection to the behavior of occupants of adjacent roles.

Keywords: creative industries, dual leadership, film industry, project-based organization, role crafting

Trajectories and antecedents of integration in mergers and acquisitions:

A comparison of two longitudinal studies

Martin R Edwards, Jukka Lipponen, Tony Edwards, Marko Hakonen

Human Relations DOI: 10.1177/0018726716686169, first Published March 17, 2017

http://journals.sagepub.com/doi/full/10.1177/0018726716686169

Abstract

Despite existing research examining snapshots of employee reactions to organizational mergers and acquisitions (M&A), there is a complete absence of work theorizing or exploring rates of change in employees' organizational identification with the merged entity. We address this gap using two three-wave longitudinal panel samples from different M&A settings, tracking change in identification through a two-year period. Theorizing trajectories of change in identification across the organizations in both settings, we make predictions linked to expected antecedents of change in identification. Our research context (M&A-1) involves a merger of three Finish universities tracking 938 employees from each organization in three waves (nine months pre-merger to 24 months post-merger). Our second context (M&A-2) involves a multinational acquisition tracking 346 employees from both the acquired and acquiring organization in three waves (from two to 26 months post-acquisition). Using Latent Growth Modelling, we confirm predicted trajectories of change in identification. Across both samples, a linear increase (across Time 1, Time 2 and Time 3) in justice and linear decrease in threat perceptions were found to significantly predict a linear increase in identification across the post-M&A period. We discuss organizational identification development trajectories and how changes in these two antecedents account for changes in identification across M&A contexts.

Keywords: employee integration, identity, longitudinal research, M&A, mergers and acquisitions, organisational identification, organisational psychology

The shaping of sustainable careers post hearing loss:

Toward greater understanding of adult onset disability, disability identity, and career transitions

David C Baldridge, Mukta Kulkarni

Human Relations DOI: 10.1177/0018726716687388 | First Published February 17, 2017

http://journals.sagepub.com/doi/full/10.1177/0018726716687388

Abstract

Through this interview-based study with 40 respondents in the United States we have outlined enablers of career transitions and sustainable careers for professionals who have experienced severe hearing loss as adults. To sustain careers after adult onset disability, respondents engaged in a quest for meaning and big picture answers to 'who am I?' and 'am I still successful?' This included redefining themselves – e.g. I am now both a person with a disability (disability identity) and a successful professional (professional identity) – and career success (e.g. now I care about service to society as much as I care about material artifacts). Respondents also adopted new work roles where disability was a key to success (e.g. becoming an equal employment officer) and utilized social networks to continue being successful. Such redefining of work and networks supported the aforesaid quest for meaning and big picture answers. Findings not only indicate how individuals experience career success after a life-changing event but also help defamiliarize extant notions of ableism in workplace contexts.

Keywords: adult onset, career transitions, disability, disability identity, hearing loss, sustainable careers

Work-related change in residential elderly care: Trust, space and connectedness

Wieke E van der Borg, Petra Verdonk, Linda Dauwerse, Tineke A Abma

Human Relations DOI: 10.1177/0018726716684199 | First Published February 10, 2017

http://journals.sagepub.com/doi/full/10.1177/0018726716684199

Abstract

Increasing care needs and a declining workforce put pressure on the quality and continuity of long-term elderly care. The need to attract and retain a solid workforce is increasingly acknowledged. This study reports about a change initiative that aimed to improve the quality of care and working life in residential elderly care. The research focus is on understanding the process of workforce change and development, by retrospectively exploring the experiences of care professionals. A responsive evaluation was conducted at a nursing home department in the Netherlands one year after participating in the change program. Data were gathered by participant observations, interviews and a focus and dialogue group. A thematic analysis was conducted. Care professionals reported changes in workplace climate and interpersonal interactions. We identified trust, space and connectedness as important concepts to understand perceived change. Findings suggest that the interplay between trust and space fostered interpersonal connectedness. Connectedness improved the quality of relationships, contributing to the well-being of the workforce. We consider the nature and contradictions within the process of change, and discuss how gained insights help to improve quality of working life in residential elderly care and how this may reflect in the quality of care provision.

Keywords: authenticity, autonomy, case study, connectedness, leadership, quality of care, quality of working life, responsive evaluation, trust

Critical Essay: Organizational cognitive neuroscience drives theoretical progress, or: The curious case of the straw man murder

Michael JR Butler, Nick Lee, Carl Senior

Human Relations DOI: 10.1177/0018726716684381 | First Published February 2, 2017

http://journals.sagepub.com/doi/full/10.1177/0018726716684381

Abstract

In this critical essay, we respond to Lindebaum's argument that neuroscientific methodologies and data have been accepted prematurely in proposing novel management theory. We acknowledge that building new management theories requires firm foundations. We also find his distinction between demand and supply-side forces helpful as an analytical framework identifying the momentum for the contemporary production of management theory. Nevertheless, some of the arguments Lindebaum puts forward, on closer inspection, can be contested, especially those related to the supply side of organizational cognitive neuroscience research: functional Magnetic Resonance Imaging (fMRI) data, motherhood statements and ethical concerns. We put forward a more positive case for organizational cognitive neuroscience methodologies and data, as well as clarifying exactly what organizational cognitive neuroscience really means, and its consequences for the development of strong management theory.

Keywords: management, methodology, organizational cognitive neuroscience, practice, theory

Casual employment and long-term wage outcomes

Irma Mooi-Reci, Mark Wooden

Human Relations DOI: 10.1177/0018726716686666 | First Published February 1, 2017

http://journals.sagepub.com/doi/full/10.1177/0018726716686666

Abstract

Temporary and other forms of non-standard employment are an important feature of modern labour markets. Yet, relatively little is known about how much and under what circumstances such employment arrangements impact on long-term wage outcomes. Using longitudinal data from the Household, Income and Labour Dynamics in Australia (HILDA) Survey spanning the period 2001 to 2014, we examine how employment status earlier in a working career is associated with subsequent wage dynamics. Particular attention is paid to how wage trajectories vary with gender and age. Estimates from a series of panel data models of real hourly wages reveal that among men there is an average long-run penalty from casual employment of about 10%, suggestive of scarring effects. Nevertheless, for men in most age groups this wage penalty does eventually begin to shrink. Among prime-age men, however, there is no evidence of catch-up; indeed, for this group the wage gap widens over time. Among women the estimated average long-run wage penalty associated with casual employment is both much smaller and less robust. We argue that expectations and norms about 'ideal careers' may be an important explanatory factor underlying the larger casual employment wage penalty for men.

Keywords: casual employment, contingent workers, gender differences, HILDA Survey, longitudinal data, pay/rewards

Work–family interface in the context of career success: A qualitative inquiry

Mina Beigi, Jia Wang, Michael B Arthur

Human Relations DOI: 10.1177/0018726717691339 | First Published February 1, 2017

http://journals.sagepub.com/doi/full/10.1177/0018726717691339

Abstract

Work–family researchers are increasingly recognizing the need to expand their focus to advance the field. One population largely neglected by work–family researchers is individuals who have been extremely successful in their careers. In addition, organizational career scholars have largely neglected the interplay between employees' work and family lives. This study contributes to the work–family literature by studying work–family interface (WFI) in the context of career success. We sought to explore the lived experiences of 28 distinguished professors who are among the top 2–5% of scholars in their field, to provide an in-depth understanding of their WFI and the prominent factors affecting it over their careers. Our findings have theoretical implications for both work–family and career success literatures.

Keywords: academic careers, career success, distinguished professor, work–family, work–family interface, WFI

When too many are not enough:

Human resource slack and performance at the Dutch East India Company (1700–1795)

Stoyan V Sgourev, Wim van Lent

Human Relations DOI: 10.1177/0018726717691340 | First Published February 1, 2017

http://journals.sagepub.com/doi/full/10.1177/0018726717691340

Abstract

Slack is an elusive concept in organizational research, with studies documenting a variety of relationships between slack and firm performance. We advocate treating slack not as a resource, but as a practice – a sequence of events and responses over time. A longitudinal analysis of the Dutch East India Company (1700–1795) highlights the use of slack as a response to a resource constraint (the shortage of skilled labor). After documenting the negative performance effects of skill shortage, we identify a trade-off in the use of human resource slack (number of sailors above what is operationally required), in which slack enhanced operational reliability, but reduced efficiency. Derived from a historical context, this trade-off has contemporary relevance and is helpful in reconciling contradictory evidence on slack.

Keywords: contingent workers, human resources, management history, organizational slack, personnel selection

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WHY PUBLISH IN HUMAN RELATIONS?

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Human Relations is an A* journal – the highest category of quality – in the Australian Business Deans Council (ABCD) Journal Quality List 2013. It is also ranked 4 in the Chartered Association of Business Schools (CABS) Academic Journal Guide 2015 and included in the FT50 list of journals (effective from January 2017) used by the Financial Times in compiling the FT Research rank, included in the Global MBA, EMBA and Online MBA rankings.

Human Relations is a top 5 interdisciplinary social sciences journal (Source: 2015 Journal Citation Reports® (Thomson Reuters, 2016): 

2-year impact factor: 2.619 Ranked: 4/93 in Social Sciences, Interdisciplinary and 37/192 in Management

5-year impact factor: 3.544 Ranked: 2/93 in Social Sciences, Interdisciplinary and 40/192 in Management

Best wishes,

Claire Castle

Managing Editor, Human Relations 

Tavistock Institute of Human Relations

Email: c.castle@tavinstitute.org

Website: www.humanrelationsjournal.org 

Twitter: @HR_TIHR