This paper addresses an aspect of organizational learning that has not been extensively developed – the impact of emotion on organizational learning. The study of emotion in organizations is seen as an important part of the development of organizational learning. The paper argues that attention to the emotional dynamics of organizing, and to the links between emotion and organizational politics...

Political behavior at work often is disparaged as self-serving activity that undermines the efficient pursuit of organizational goals. Yet politics has a more benign meaning as well: responsible participation in decision-making processes, keeping informed, and promoting innovative ideas that serve long-term organizational interests. To date, the negative image of organizational politics among m...

We analyzed long-term dynamic developments in newspaper content in connection with the process of pillarization (the segmentation of Dutch society and politics along religious/ideological cleavages) over the period 1918– 1967. One of the main characteristics of the historical debate on this phenomenon is an alleged close connection of political and media organizations on personnel, organization...

Although much contemporary thought considers advanced information technologies as either determinants or enablers of radical organizational change, empirical studies have revealed inconsistent findings to support the deterministic logic implicit in such arguments. This paper reviews the contradictory empirical findings both across studies and within studies, and proposes the use of theories emp...

Organizational Climate of any institution repeats the perception and expressive responses of the individuals working within that system. The present study has been carried out by analyzing the data collected from 150 employees working in different public and private sector banks to ascertain whether the responses differ significantly or not with regard to their perception of organizational clim...

We explore how activists’ public and private politics elicit different organizational responses. Using data on U.S. petroleum companies from 1982 to 2010, we investigate how climate change activists serving as witnesses at congressional hearings and engaging in firm protests influenced firms’ internal and external responses. We find that public politics induced internally focused practice adopt...