Our article in the Journal of Management Inquiry — Moral Accounting by Organizations: A Process Study of the U.S. Financial Crisis Inquiry Commission — was published today. The article was part of a special issue on corruption guest edited by Stelios Zyglidopoulos, Paul Hirsch, Pablo Martin de Holan, and Nelson Phillips. Co-authored with two fellow Penn State alumni, Chad Murphy and Shubha Patvardhan, in the article we take an inductive approach to understanding the aftermath of crises, namely, the process by which organizations come to be viewed as morally accountable (or not) for such events. Continue reading
Today, my article — Cultural Entrepreneurship: From making Culture to Cultural Making — was published online. The article was co-authored Jean-François Soublière, a Ph.D. student I am supervising, and will appear in the newly re-launched journal Innovation: Organization & Management, co-edited by Markus Perkmann and Nelson Phillips, both of Imperial College London. I also have joined the journal’s editorial board.
Today, I was invited to join the editorial board of Innovation: Organization & Management. Previously titled Innovation: Management, Policy & Practice, the journal is being re-named and re-launched by co-editors Markus Perkmann and Nelson Phillips, both of Imperial College London.
The journal’s new associate editors include:
- Oliver Alexy, Technical University of Munich, Germany
- Janet Bercovitz, University of Illinois Urbana-Champaign, USA
- Lars Frederiksen, Aarhus University, Denmark
- Lucy Gilson, University of Connecticut, USA
- Michael Lounsbury, University of Alberta, Canada
- Paul Tracey, University of Cambridge, UK
In their recent Strategic Organization paper — The Turn to Work in Organization and Management Theory: Some Implications for Strategic Organization — co-authors Nelson Phillips of Imperial College and Tom Lawrence of Simon Fraser University identified 15 distinct forms of “work” being researched in organization and management theory.
In addition to well known topics such as institutional work, boundary work and identity work, Phillips and Lawrence singled out values work as well. Building on our forthcoming Academy of Management Journal paper, they define values work as “the activities that are carried out by actors whereby values come to be practiced in organizations.”
Later in the paper they write: “Values work, for instance, undoubtedly involves recognizable sets of practices, but what makes it values work is its focus on affecting organizational values by ‘dealing with pockets of concern, knotting local concerns into action networks, performing values practices, and circulating values discourse’ (Gehman et al., in press).”