A. Erin Bass

The Paradox of Knowledge Creation in a High-Reliability Organization A Case Study

We employed an instrumental case study of a multisystem hydroelectric power producer, a high-reliability organization (HRO), to explore how new knowledge is created in a context in which errors may result in destruction, catastrophic consequences, and even loss of human life. The findings indicate that knowledge creation is multilevel, nested within three levels of paradox: paradox of knowing, paradox of practice, and paradox of organizing. The combination of the lack of opportunity for errors with the dynamism of the HRO context necessitates that individuals work through multiple paradoxes to generate and formalize new knowledge. The findings contribute to the literature on knowledge creation in context by explicating the work practices associated with issue recognition, resolution, and refinement, and the formalization of knowledge in failure-intolerant organizations.

Corporate governance in microfinance institutions: Board composition and the ability to face institutional voids

Manuscript Type. Empirical. Research Question/Issue. We utilize institutional theory to examine corporate governance in microfinance institutions (MFIs). Many MFIs operate at the bottom of the economic pyramid (BOP), which is usually agrarian, impoverished, and plagued with institutional voids. We investigate the link between the composition of the boards of MFIs and the ability of the MFIs to face institutional voids to ensure organizational viability. Research Findings/Insights. We find that MFIs with boards that have more socio‐economic expertise and female representation are better able to lower the MFIs costs of operating at the BOP. However, this relationship weakens when the effectiveness of agrarian institutions at the BOP is low. When agrarian institutions are ineffective, the board of the MFI may have difficulty in helping the MFI reduce its costs of operating at the BOP. Agrarian crises arising from ineffective agrarian institutions tend to aggravate the various institutional voids present at the BOP, making it harder for the board to guide the MFI around the institutional voids. Theoretical/Academic Implications. We extend institutional theory to understand how boards direct and control firms operating at the BOP to face institutional voids. In some cases, a firm can fill an institutional void. However, because other institutional voids exist, the board must also help the firm develop workarounds to ensure organizational viability. We extend existing literature on board composition to highlight how human capital and gender diversity of boards can help improve the viability of firms operating at the BOP. Practitioner/Policy Implications. MFIs with high operating costs may benefit from electing a board with socio‐economic expertise and female representatives. Governments and policy makers can work toward building effective social, economic, and political institutions to help create contexts that are favorable to firms (such as MFIs) that often find it difficult to operate at the BOP.

The Ethnographic Method in CSR Research The Role and Importance of Methodological Fit

Corporate social responsibility (CSR) research has burgeoned in the past several decades. Despite significant advances, our review of the literature reveals a problematic gap: We know little about how culture, practices, and interactions shape CSR. On further investigation, we discover that limited research utilizes ethnography to understand CSR, which may provide some explanation for this gap. Thus, the purpose of this article is to illustrate the utility of ethnography for advancing business and society research via a multistage framework that demonstrates how three different types of ethnography may be applied to the exploration of CSR. We specifically focus on the alignment between stages in the research process, or methodological fit, as a key criterion of high-quality research. In doing so, we provide researchers embracing different worldviews a tool they may utilize to conduct and evaluate ethnographies in business and society research.

In the Wake of Disaster: Resilient Organizing and a New Path for the Future

High-hazard organizations are unique due to their susceptibility to disasters that can have grave consequences not just for the organization but also for stakeholders, the communities in which they operate and the environment. Though prominence is placed on understanding how high-hazard organizations avoid such events, how they create a new future when such an event does occur is underexplored. The purpose of this chapter, thus, is to investigate how organizations create a new future in the wake of a disaster through resilient organizing. Using an instrumental case study methodology, this study investigates how executives at British Petroleum (BP), a high-hazard organization, embodied resilient organizing following the Deepwater Horizon oil spill. We show how resilient organizing helped BP bounce back and beyond by learning from the disaster, finding resolve, refocusing and experiencing transformation through action. In doing so, BP endeavored to prepare for, build, cultivate and commit to a new future. Insights from this research point to resilient organizing as a promising strategy for creating a new future and suggest future avenues for research on resilient organizing in high-hazard contexts and beyond.

Individual-Level CSR in Hazardous Context: Finding Meaningfulness in Work

In this study, we show how individuals in natural resource-based, high-hazard contexts work through complexities often associated with CSR at the individual-level (i.e. enacting their tasks in the ...

Identity Discovery and Verification in Artist-Entrepreneurs: An Active Learning Exercise

ABSTRACT Entrepreneurship curricula are becoming increasingly more interdisciplinary, with higher education institutions offering a variety of “entrepreneurship and” courses that cross the boundaries into other fields. Despite this, many entrepreneurship curricula are centered on business theory, which is not suitable for nonbusiness students. For example, business students are trained to define success by financial statements and organizational viability, whereas artists enjoy success by achieving creative satisfaction. This article explores the importance of identity to the entrepreneurial process, highlighting the similarities and differences between the artist and entrepreneur identities. Pedagogical in approach, the article demonstrates the utility of an active learning exercise in identity discovery and verification for artist-entrepreneurs. It highlights the critical role of identity for artist-entrepreneurs, the need to develop curricula for nonbusiness students to maximize learning, and the utility of this exercise as a starting point for artist-entrepreneurs to enact the entrepreneurial mind set in their creative work.

Leveraging Positive Psychological Capital (PsyCap) in Crisis: A Multiphase Framework

ABSTRACT Despite recent advancements in understanding of leadership in context, there is surprisingly little insight into leadership in crisis. To provide insight into how leaders navigate crisis, we utilize historical sources of Sir Winston Churchill’s leadership during World War II to analyze which resources are used by leaders during a crisis and how they leverage these resources to lead through and out of the crisis. We discover that psychological capital (PsyCap) is a core individual resource that leaders leverage in crisis. Our findings suggest that leaders leverage PsyCap in varying ways based on the phase of the crisis. That is, different dimensions of PsyCap are used to lead ahead of, into, through, and out of the crisis. This study contributes to the strategic leadership and positive organizational behavior literatures by empirically illustrating the dynamic nature of PsyCap and how leaders leverage it to navigate crisis.