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Nurturing a Culture of Resiliency in the Age of Fundamental Change

机译:在基本变革时代培养弹性文化

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Increasingly institutions function within an unprecedented context of fundamental discontinuous change. Karl Weick and Kathleen Sutcliffe [40] in researching how institutions deal with unexpected trends and events, suggest that managers are not all that skilled therein and events spiral, get worse and disrupt the operations of the institution. The researchers claim that commitment to resilience and an ability to bounce back from those inevitable errors are part of an indeterminate world. Van Opstal [35] suggests that globalization, technological complexity, interdependence, climate and energy volatility are increasing the level of risk that organizations now face. With this in mind the role of organizational culture, in the institutional response to unexpected emergent contextual conditions that impact on an institution and consequently its resilience capability and survival is the focus of analysis in this paper. It is suggested that organizational culture is complex in nature and emerges in response to a shared learning experience. The role of engineers and managers, using narrative and artefacts, in nurturing a culture of resiliency forms a key theme in the paper. Organizational culture and institutional resiliency are metaphorically intertwined as two strands of a rope flexing under the tremendous contextual strain of an age of fundamental change.
机译:越来越多的机构在基本不连续变化的前所未有的背景下运作。 Karl Weick和Kathleen Sutcliffe [40]在研究机构如何处理意外的趋势和事件时,建议管理人员并不是那么熟练的,事件螺旋,变得更糟,破坏了机构的运作。研究人员声称承诺恢复能力和从这些不可避免的错误中反弹的能力是不确定世界的一部分。范Opsal [35]表明,全球化,技术复杂性,相互依存,气候和能源波动正在增加现在组织面临的风险水平。考虑到这一点思想组织文化的作用,在对意外的紧急情境条件下对机构产生影响的制度反应以及其恢复能力和生存是本文分析的重点。有人建议,组织文化本质上是复杂的,并以共同的学习经历出现。工程师和经理使用叙述和人工制品在培养弹性文化方面的作用形成了纸质的关键主题。组织文化和制度弹性在巨大的绳索的两缕绳索下,在基本变化的年龄的巨大上下文应变下。

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