Siinviidatud vabalevis olev tekst on ühtaegu hariv ja rõõmu pakkuv (selline side on vist loogiline-oodatud). Filosoofid juhtimiskursusel võib olla harjumatu paljudele, kuid tekst tasub ette võtta ja rahulikult liikuda. Kiirustada ei ole hea idee, sest mõttekäigud on sisukad ja vajavad mõtestamiseks aega just neil, kel filosoofiettevalmistus tagasihoidlik.

Juured ja juurekesed:

“In the Western tradition, efforts to ensure rigorous, systematic approaches to leadership development (LD) can be traced back at least as far as ancient Greece (Russell, 1984; Wilson, 2016). Historians disprove assumptions that research and theorizing about leadership and its development are recent phenomenon (Day et al., 2014).” (Wilson et al., 2022, p. 472)

Klient – õppija (juht, organisatsioon) – soovib lihtsaid lahendusi ja õigeid vastuseid.

“Gurdjian, Halbeisen and Lane (2014, no page number) argue the common reliance on participant feedback to evaluate LDPs creates the risk that ‘trainers learn to game the system and deliver a syllabus that is more pleasing than challenging to participants’.” (Wilson et al., 2022, p. 472)

Siinne tsitaat võiks paljudele huvi pakkuda:

“This paper focuses on the 360-degree psychometric instruments that are common features of LDPs. Again, precise figures are lacking, however at the end of the 20th Century ‘perhaps millions’ had undergone such assessments (Atwater and Waldman, 1998) and their use amongst Fortune 500 companies was estimated to be ‘nearly universal’ (Wareech et al., 1998).” (Wilson et al., 2022, p. 473)

360 kraadi hindamine – märksõnad:

“360-degree instruments involve participants and selected colleagues (bosses, peers and ‘direct reports’) rating the participant against a series of statements, with results typically reported in aggregated form. However, because peers, direct reports and managers likely have varying expectations about what constitutes effective leadership a concerning degree of subjectivity is embedded into these tools (Hooijberg and Choi, 2000). (Wilson et al., 2022, p. 473) […] Given this, it is not surprising that the credibility of the ratings is questionable (Markham et al., 2015). Moreover, with such small samples, typically between six and 15 raters, drawing major conclusions from quantitative data seems inherently risky. Unsurprisingly, ratees’ willingness to accept feedback as valid is linked to how positive it is, with more negative feedback garnering less acceptance (Facteau et al., 1998).” (Wilson et al., 2022, p. 473)

Lugemishuvi suurendamiseks:

“Our approach is pragmatic: we cannot eliminate LDPs but we can seek to unsettle them through using the skills we, as academics, valorize, that is, encouragement of more critical thought and the development of skills of deep analysis and questioning. We conclude by asking colleagues involved in LDPs to join with us in bringing philosophy into these programmes so that they conform more closely to the ideal of a university education.” (Wilson et al., 2022, p. 489)

Wilson, S., Lee, H., Ford, J., & Harding, N. (2022). If philosophers went on a leadership course: A (serious) farce in three Acts. Leadership, 18(4), 471–497.

Siinviidatu leidis oma koha põhjusel, et otsustusprotsess on ühest küljest igapäevane, teisalt jälle alati väga eriline-spetsiifiline. Kui lisada veel soovimatute või ootamatute järelmite ning tehnoloogiaga kaasnevad aspektid, on tegemist kompleksse valdkonna ja juhtimiseks-elamiseks kriitiliste oskustega … mida sageli ei õpetata neile, kes õpivad.

Väga tõsine kontekst:

“The recent book on “Africa and the Fourth Industrial Revolution” by Everisto Benyera (2022) ends with the fatalistic conclusion that “the 4IR will either cure or kill Africa” and given the current global political and economic context, “it will be indeed a cure which will kill the patient, Africa” (Benyera, 2022: 155).” (Vries and Kroukamp, 2022, p. 1)

Autorid väidavad:

“The paper argues that university programs in Public Administration need to ensure a novel kind of training for future public officials and managers, and intellectuals in universities to enable them to take full advantage of the opportunities and to steer the challenges in such a way that negative unintended consequences are adequately tackled given contextual specifics and characteristics of the situation at hand.” (Vries and Kroukamp, 2022, p. 2)

Kaheksa printsiipi:

“In 2022, the EU formulated eight basic principles to which all elements of the 4IR have to comply, i.e. protection of people’s rights, support of democracy, ensuring that all digital players act responsibly and safely, technology should unite instead of divide people, everyone should have access, technology is safe from illegal and harmful content, citizens should have control over their own data, and digital devices support sustainability and the green transition (#DigitalEU January 2022).” (Vries and Kroukamp, 2022, p. 2)

Mida oleks vaja, aga ei õpetata:

“If changing decision-making by high-tech firms, individuals, and corporations is central in the 4IR, the needed skills for public administrators and policy-makers concern the adaptation to these changes. Unfortunately, most programs in Public Administration have discarded the subject of ‘public decision-making’ from their curricula (Raadschelders and Whetsell, 2018)” (Vries and Kroukamp, 2022, p. 6)

Tehnoloogia …

“The effects of the 4IR on individual and corporate decision-making are already partly visible and will become more apparent in the near future. One only has to reflect on the use of smartphones, to understand the major impact new technologies have on culture and lifestyle, consumer behavior, and information-gathering by individuals.” (Vries and Kroukamp, 2022, p. 11)

Soovimatud tagajärjed või kõrval- või jääknähud tunduvad väga paljudele ametnikele veel raketiteadusena, kuigi R. Mertoni tekstid on varsti 100 aastat tagasi kirjutet.

“As Kuziemski and Misucara (2020:6) conclude that “These [developments] need to be supported by upskilling of bureaucrats who now need to be able to fully assess the intended and unintended consequences.”” (Vries and Kroukamp, 2022, p. 14)

Lugemishuvi suurendamiseks:

“According to Nene (2018: 3), less than half of the municipal managers and chief financial officers nowadays employed in this country’s municipalities meet the minimum competency levels required to perform their functions, let alone the skills needed to manage and regulate the 4IR.” (Vries and Kroukamp, 2022, p. 16)

de Vries, M. S., & Kroukamp, H. (2022). Decision-making skills in the fourth industrial revolution. Teaching Public Administration, 1–19.

Terror töökohal on kohal, selles ei ole suurt kahtlust. Kuivõrd või missugustes organisatsioonides see suureneb või väheneb või teiseneb, seda ei ole võimalik täpselt mõõta või kaaluda. On vaid analüüsivõimalused mõistmaks, mis võib toimuda.

Siinviidatud vabalevis olev tekst leidis oma koha, sest pakub tehnikaid, kuidas terrorist vabaneda organisatsioonipraktikaid muutes.

Kontekstiks sellest, mis on terror töökohal:

“Workplace bullying is a form of systematic mistreatment that occurs repeatedly and regularly over time, whereby the target has difficulty defending themselves due to the power imbalance between the parties involved (Einarsen et al., 2011).” (Tuckey et al., 2022, p. 1)

Terror ja töötaja tervis:

“There is also growing evidence that” bullying at work is related to poorer cardiovascular health (e.g., Kivimäki et al., 2003; Xu et al., 2019), suicidal ideation (Leach et al., 2017), and sleep problems (Nielsen et al., 2020). Once escalated, it is difficult to effectively resolve bullying situations (Zapf & Gross, 2001), particularly in unsupportive work environments (Kwan et al., 2016; Törnroos et al., 2020).” (Tuckey et al., 2022, p. 1)

Organisatsiooniline kontekst on oluline:

“Recognizing the critical role of organizational contexts in affecting the behavioral phenomena within (cf. Porter, 1996), we set out to leverage the rich content contained within official workplace bullying complaint records to uncover the contexts in which bullying occurs within organizations; these “risk contexts” (cf. Lazzerini & Pistolesi, 2013) are indicative of “systemic errors in the way the organization functions” (Akerboom & Maes, 2006, p. 23) that, in this case, foster bullying.” (Tuckey et al., 2022, p. 2)

Autoritel on tõsine ambitsioon:

“Practically, our discoveries open the door to the possibility of “designing out” bullying from organizational systems—enhancing people management practices in general, and particularly within the contexts identified here, offers concrete focal points for prevention and intervention.” (Tuckey et al., 2022, p. 2)

Keskastmejuhtide olulisus suureneb:

“There is a growing devolution of HR responsibilities wherein HR managers are increasingly tasked with designing policies to ensure integration of HR issues with strategic decision marking while the implementation of people management practices is progressively shifting to line managers (Perry & Kulik, 2008). Line managers have thus begun to play a more critical role in coordinating, appraising, and motivating employees to work toward organizational goals.” (Tuckey et al., 2022, p. 2)

Lugemishuvi suurendamiseks:

“Overall, our findings support the conclusion that ineffective people management practices used by supervisors in nine risk contexts (such as managing underperformance, clarifying and defining job roles, and managing interpersonal and team relationships) represent areas of organizational functioning ripe for the development of workplace bullying.” (Tuckey et al., 2022: 15)

Tuckey, M. R., Li, Y., Neall, A. M., Chen, P. Y., Dollard, M. F., McLinton, S. S., Rogers, A., & Mattiske, J. (2022). Workplace bullying as an organizational problem: Spotlight on people management practices. Journal of Occupational Health Psychology, 1–21.

Ajakiri Group & Organization Management on organisatsioonihuvilistele tuttav, selles ei ole kahtlust. Nii kõrgetasemelise ajakirja peatoimetajad ei vahetu just sageli ja sellise vahetusega kaasnevad teatud sõnumid. Siinviidatu leidiski oma koha põhjusel, et huvilisel on võimalik heita pilk meile avatud kitsast perspektiivist ühe ajakirja fookusele, põhimõtetele, tempole ja saada vihjeid kirjutamiseks-publitseerimiseks.


“Thomas Zagenczyk, the outgoing Editor-in-Chief, left me a healthy line of manuscripts (close to 100) which were in different stages of the submission system. Moreover, in my short time as incoming Editor-inChief, manuscripts continued to pour in, just north of 100 in just under five months.” (Griep, 2022, p. 1)

Julgustuseks kirjutajatele!

“Through reading these papers, through publishing (and getting rejected) my own research in the journal (Griep, Germeys, & Kraak, 2021), and through being a reviewer, editorial board member, and Senior Associate Editor on Tom Zagenczyk’s team, I came to identify quite strongly with GOM and noticed that our community of GOMmers (that is right, it is a term now, I coined it) continues to grow exponentially.” (Griep, 2022, page 1-2)

Konstruktiivne hoiak:

“Even when desk rejecting manuscript, we strive to provide detailed feedback on how you can further improve your manuscript within a few days after submission. We do realize that receiving desk rejections is never a fun experience” (Griep, 2022, p. 2)

Soovitused autorile …

“When submitting a GOM Now short paper, we ask you to do the following: (1) clearly state the problem/question of interest and why that topic is important from a practical point of view,” (Griep, 2022, p. 4)

Toimetajate meeskond

“In addition to our team of Senior Associate Editors, we have also expanded our team to 41 Associate Editors.” (Griep, 2022, p. 7)


“I want to extent a heartfelt thank you to all of you—readers, reviewers, and authors of GOM—without you there would not even be a journal.” (Griep, 2022, p. 9)

Griep, Y. (2022). Greetings from the New Editor: Directions for Group & Organization Management. Group & Organization Management, 1–11.

Biheiviorism on sotsiaalteadustes tuntud kui positivistliku lähenemise põhivool, mille kohaselt sotsiaalseid nähtuseid saab seletada mikrotasandi käitumise põhjal. Indiviidi tasand võiks paljudele huvi pakkuda ning organisatsioonidest ja strateegiatest huvitatutele võiks siinviidatud vabalevis olev erinumbri tutvustus suurt lugemise- ja mõtlemisrõõmu valmistada.

Kontekstiks: mis on käitumisstrateegia:

“Behavioral strategy “merges cognitive and social psychology with strategic management theory and practice. Behavioral strategy aims to bring realistic assumptions about human cognition, emotions and social behavior to the strategic management of organizations and, thereby, to enrich strategy theory, empirical research and real-world practice” (Powell, 2011, p. 1371).” (Cristofaro et al., 2022, p. 1101)

Herbert Simoni teedrajav mõttekäik:

“At each moment the behaving subject, or the organization composed of numbers of such individuals, is confronted with a large number of alternative behaviors, some of which are present in consciousness and some of which are not. Decision, or choice, is the process by which one of these alternatives for each moment’s behavior is selected to be carried out. The series of such decisions which determines behavior over some stretch of time may be called a strategy. (Simon, 1997a, 1997b, p. 77)” (Cristofaro et al., 2022, p. 1101)

Erinumbris kohtuvad kaks koolkonda:

“In fact, while there is an established school of thought that we refer to as the “Kahnemanian” (Kahneman, 2011) school that advances heuristics as second-best tools for making a judgment, there is a second school that we can define as the “Gigerenzian” (Gigerenzer and Selten, 2001) school that is trying to prove how heuristics can lead to better (or at least guaranteeing a more efficient mental process in resource terms) strategic decisions.” (Cristofaro et al., 2022, p. 1102)

Lugemishuvi suurendamiseks:

“Finally, due to the fragmented streams of research crossing the whole behavioral strategy area, a comprehensive systematic literature review of the behavioral strategy is needed. In fact, despite a recent bibliometric study on the behavioral strategy topic having just been published (Urío et al.,2022), it has not been pointed out what is “hot” and what is “not” in the field, if there are duplicates and inconsistencies among produced research outputs, a formal research agenda for producing research that is relevant for both theory and practice, and what the wider links are among concepts/theories.” (Cristofaro et al., 2022, p. 1107)

Cristofaro, M., Butler, F., Neck, C., Parayitam, S., & Tangpong, C. (2022). Guest editorial: Behavioral strategy: (re-) affirming foundations. Management Research Review, 45(9), 1101–1109.

Siinviidatud vabalevis olev tekst leidis oma koha, sest (1) tegeleb inimeste juhtimise küsimusega tehnoloogiate vaheletrügimist uurides ja (2) pakub kirjandusülevaatena hea võimaluse nii tudengitele kirjandusülevaate kirjutamisel ideede ammutamiseks, uurijatel inimestejuhtimise mõtestamiseks ja uudistajatele teemasse sisselugemisel.

Kontekstiks sellest, kuidas ühed tehnoloogiad asenduvad teistega:

“Disruptive technologies involve continuously creating new technologies (Aghion and Howitt, 1990)byconstantlydestroyingexistingones(Buhalis et al.,2019; Rodriguez, 2016). Current disruptive technologies include Artificial Intelligence (AI), Robotics, Internet of Things (IoT), Autonomous Vehicles, 3D Printing, Nanotechnology, Biotechnology, Materials Science, Energy Storage and Quantum Computing (Schwab, 2016). These are treated as powerful driving forces for business activities (Gupta and Saxena, 2012), and they have significantly changed the ways of doing business.” (Priyashantha et al., 2022, p. 1)

Valdkondlikud erisused:

“Disruptive technologies are now incorporated into a variety of concepts. Disruptive human resources management (HRM) technologies are the disruptive technologies embedded in HRM (Gupta and Saxena, 2012).” (Priyashantha et al., 2022, p. 2)

Autorid sõnastava eesmärgid:

“Therefore, the objectives of this research were to find (1) the current knowledge and (2) the areas where empirical research is lacking in disruptive HRM technologies.” (Priyashantha et al., 2022, p. 2)


“This research looked at 45 studies conducted by 100 authors in 27 countries. They have been published in 36 journals. The average number of citations each article obtained was 10.4. There were 171 keywords and 2,400 references in total.” (Priyashantha et al., 2022, p. 5)

Lugemishuvi suurendamiseks:

“However, almost all the components of disruptive HRM technologies (cloud computing, big data/data analytics, mobile technologies, and the IoT) remain untouched for empirical research except for social media. Even though we found the application of social media influence for recruitment, the finding is not enough for established knowledge.” (Priyashantha et al., 2022, p. 14)

Priyashantha, K. G., De Alwis, A. C., & Welmilla, I. (2022). Disruptive human resource management technologies: A systematic literature review. European Journal of Management and Business Economics, ahead-of-print(ahead-of-print).

Otsustamine on igapäevane ja kõiki puudutav, sestap võiks ka huvi selle vastu olla suurel hulgal inimestel. Siinviidatud vabalevis olev tekst on muuhulgas huvitav, sest taasesitab ja arendab pool sajandit vana prügikastimudeli põhimõtteid.

Tõuge uurimistööks.

“We were intrigued by how citizens used social media to organize and match vast resources and spontaneous volunteers (Trautwein, Liberatore, Lindenmeier, & von Schnurbein, 2020) to disparate problems and appeals for help (Carlsen et al., 2021) under extreme ambiguity (Hällgren, Rouleau, & de Rond, 2018; Weick, 2015).” (Burke et al., 2022, p. 2)


“How do emergent online groups translate chaotic online interactions into offline helping activity during a crisis?” (Burke et al., 2022, p. 2)

Kuidas online teiseneb offlineks:

“Recent contributions in organization studies and crisis management suggest that online-offline translations are crucial for resourcing emergent group activities. The civil society start-up ‘Train of Hope’, for example, used social media as a sharing platform – an ‘uberification of help’ – to source and mobilize people and resources at Vienna’s central train station to help refugees (Kornberger et al., 2018).” (Burke et al., 2022, p. 4)

Organiseeritud anarhia:

“The term ‘organized anarchies’ conveys how emergent groups have the features of what Cohen and colleagues (1972) called organized anarchies in their garbage can model. That is, emergent groups, even in their primordial form, are characterized by fluid participation, problematic preferences and unclear technology (Cohen et al., 1972).” (Burke et al., 2022, p. 4)

Prügikastimudeli “sisu”:

“The garbage can model (GCM) conceptualizes how choices are made in organized anarchies that display vague or inconsistent ideas about what they should do and how they should do it (Padgett, 1980). When organizations face ambiguity with poorly understood problems wandering in and out of the system (Cohen et al., 1972, p. 16), temporal simultaneity is the best explanation of how choices are made, not rational choice (March, 1994). As March (1978, p. 592) explained, to understand how collective choices happen under ambiguity, we must pay attention to timings and temporal conjunctions, where people, problems, solutions and choices happen to be ‘joined by the relatively arbitrary accidents of their simultaneity’.” (Burke et al., 2022, p. 4)

Lugemishuvi suurendamiseks:

“Consequently, March’s (2018) logics of consequences and appropriateness have been deemed ‘insufficient guides to decision-making’ (Kornberger et al., 2019, p. 250). Recent empirical scholarship has focused on alternative decision-making logics as a solution to this dilemma. For example, Monllor, Pavez and Pareti (2020) found that volunteers used an effectual logic – i.e. experimentation, improvisation, on-the-go planning.” (Burke et al., 2022, p. 19)

Burke, G. T., Omidvar, O., Spanellis, A., & Pyrko, I. (2022). Making Space for Garbage Cans: How emergent groups organize social media spaces to orchestrate widescale helping in a crisis. Organization Studies, 01708406221103969.

Töökorralduse küsimused on midagi sellist, mis vist kedagi puutumata ei jäta. Raske on kujutada kedagi, kes ei ole seotud ühegi organisatsiooniga, sestap võiks siinviidatu paljudele huvi pakkuda. Kuna tekst käsitleb relatsioonilist perspektiivi, siis võiks erilist huvi pakkuda kõikidele organisatsioonihuvilistele, juhtimise eest töötasu vastu võtjatele aga ka tudengitele, kes valivad uurimisperspektiivi.

Kontekstiks tõsise sisuga tõdemus:

“Understanding how to create well-designed jobs in the contemporary era is a key way organisations can promote employee well-being and performance, and reduce the economic burden of ill health.” (Knight et al., 2022, p. 706)

Kaks eesmärki:

“The aims of this study are twofold.” (Knight et al., 2022, p. 706)


“Specifically, we investigate what profiles emerge when key relational work design characteristics – including the more contemporary characteristic of beneficiary contact, as well as the more traditional characteristics of social support and task significance – are considered alongside other traditional work characteristics such as autonomy and workload demands.” (Knight et al., 2022, p. 706)


“Our second aim is to investigate the relations between the identified work design profiles with antecedents and outcomes, to explore who (i.e. which employees) is likely to belong to which profile and what the implications are for well-being.” (Knight et al., 2022, p. 707)

Relatsioonilise töökorralduse teooriast:

“Modern relational work design theories argue that jobs have ‘relational architectures’, with interdependencies and relationships with others embedded into one’s job (Grant and Parker, 2009). Examples include working with clients, customers or patients; receiving feedback from a supervisor; and building rapport with colleagues.” (Knight et al., 2022, p. 708)

Vihje metoodika kohta:

“Adopting a person-centred approach, this study integrated prosocial work design characteristics with the more traditional relational characteristic, social support, and the well-established work design characteristics, job autonomy and workload, encompassed within the JDCS model, to uncover work design profiles of employees. A four-profile solution offered an optimal fit.” (Knight et al., 2022, p. 722)

Lugemishuvi suurendamiseks:

“Understanding how favourable work designs can be created aids in understanding who is most likely to be at risk of poor work design. For example, managers tended to be in profiles with high job demands. While demands may come with the nature of managerial jobs, which tend to involve greater responsibility and decision-making, the need for resources to deal with these demands is high, else exhaustion and poor well-being are likely (Bakker and Demerouti, 2007; Karasek, 1979).” (Knight et al., 2022, p. 723)

Knight, C., McLarnon, M. J. W., Wenzel, R., & Parker, S. (2022). The importance of relational work design characteristics: A person-centred approach. Australian Journal of Management, 47(4), 705–728.

Siinviidatu võiks huvi pakkuda vist kõikidele inimestele, sest pakub nii sisukaid mõttekäike-ülevaateid kui mitmeid empiirilisi tõendeid. Tekst võiks erilist huvi pakkuda tudengitele, kel huvi näiteks kirjandusülevaate kirjutamiseks, sest demonstreerib kasulikke praktikaid.

Mindfulness juba 2015. a: peaks, mitte võiks!

“Congleton et al. (2015) claimed in the Harvard Business Review, “Mindfulness should no longer be considered a “nice-to-have” for executives but rather a “must-have”: a way to keep our brains healthy, to support self-regulation and effective decision-making capabilities, and to protect ourselves from toxic stress”.” (Daniel et al., 2022, p. 1)

Indiviiditasandit puudutavad argumendid:

“Within management research, the positive implications of mindfulness at the individual level have been documented for physical and psychological well-being (Hülsheger et al., 2015; Hülsheger et al., 2013; Kiburz et al., 2017; Michel et al., 2014) as well as task and job performance (Dane, 2011; Dane & Brummel, 2014; Glomb et al., 2011; Reb et al., 2012).” (Daniel et al., 2022, p. 1)

Algne tähendus:

“In this p tive, mindfulness is defined as “a flexible state of mind in which we are actively engaged in the present, noticing new things and sensitive to context” (Langer, 1989, p. 138), contrasting with mindlessness as an “auto-pilot” mode (Langer, 1997, p.4), which is rigid and governed by taken-for-granted rules and routines that frame and inform action, using inflexible or ‘blind’ categories and distinctions.” (Daniel et al., 2022, p. 2)

Viited kirjandusülevaadetele, mis väga kasulikud n-ö teemasse lugemisel:

“While there have been a number of literature reviews that have scoped existing research and proposed fruitful research agendas (e.g. Glomb et al., 2011; Good et al., 2016; Sutcliffe et al., 2016), meta-analyses (e.g. Bartlett et al., 2019; Mesmer-Magnus et al., 2017) and conceptual reviews (e.g. Kudesia, 2019; Daniel et al., 2022) for mindfulness at work, as well as systematic literature review in specific fields such as information systems (e.g. Dernbecher & Beck, 2017), mindfulness has not yet been subject to any review in project research.” (Daniel et al., 2022, p. 2)

Autorid seavad kolm eesmärki:

“Our goals in this article are threefold. First, we aim at consolidating the existing body of knowledge regarding the investigation of mindfulness in project research. Second, to provide a framework to improve performance and help people manage the stressful project environment, especially around uncertainty, temporality and deadlines, and high risk. Third, we aim at generating new research by project management scholars and new insights for project practitioners.” (Daniel et al., 2022, p. 2)

Väga kasulik kõikidele organisatsioonihuvilistele!

“Mindfulness is the key component that distinguishes high reliability theory from normal accident theory (Perrow, 1984; Sagan, 1993), and is defined as five processes: preoccupation with failure, reluctance to simplify interpretations, sensitivity to operations, commitment to resilience, and deference to expertise (Weick et al., 1999).” (Daniel et al., 2022, p. 2)

Mindfulness kui metakognitiivne praktika:

“Thus, mindfulness can be seen in as expansive and encompassing as a metacognition, that has application towards enhancing performance and improving well-being in HROs. The practical outcome desired is to mobilise tools, resources, and strategies to stabilize challenging and changing activities (cf. Kudesia and Lau, 2020).” (Daniel et al., 2022, p. 3)

Mida võiks veel soovida lugemishuvi suurendamiseks?

“Our structured literature review on mindfulness – a construct that has been fruitfully informing management and organisation studies but has only been included in a limited and scattered way in project research – contributes to continuing efforts to advance theory development and debate within the project community.” (Daniel et al., 2022, p. 6)

Daniel, C., Daniel, P. A., & Smyth, H. (2022). The role of mindfulness in the management of projects: Potential opportunities in research and practice. International Journal of Project Management, 1–16.

Organisatsiooni eesmärkide küsimus vist küll kedagi külmaks ei jäta. Mõtlen ikka neid, kel organisatsioonide või sotsiaalsete süsteemide osas üldse mingid huvid on. Sestap siinviidatud vabalevis olev tekst oma koha leidiski. Lisaks võiks kirjandusülevaade huvi pakkuda nii tudengitele kui uurijatele metoodilisest ja analüütilisest aspektist.

Organisatsioonid avardavad eesmärke:

“An increasing number of organizations have decided to designate a business purpose that goes beyond pure profit maximization and aims to contribute to the common good. Even organizations previously known for their strong shareholder and profit orientation have announced their commitment to renewed organizational purpose in recent years.” (Jasinenko and Steuber, 2022, p. 2)

Mõtestamine ühiskonna kaudu:

“For example, 181 CEOs of the leading and most powerful US companies signed a statement underlining the need to commit to an organizational purpose that benefits society (Business Roundtable, 2019). Furthermore, Blackrock CEO Larry Fink (2018) stated that ‘to prosper over time, every company must not only deliver financial performance but also show how it makes a positive contribution to society’.” (Jasinenko and Steuber, 2022, p. 2)

Autorid püstitavad hüpoteesi (seda selliselt sõnastamata):

“We propose that focusing on the individual perception of organizational purpose, a construct we name perceived organizational purpose, can help overcome the prior definitional challenges of the construct’s breadth and vagueness and thereby enable the development of an appropriate measurement tool.” (Jasinenko and Steuber, 2022, p. 2)


“According to recent conceptual research, organizational purpose provides a wide variety of positive outcomes, such as financial value (Birkinshaw et al., 2014; Gartenberg et al., 2019), increased stakeholder trust and legitimacy in challenging times (Hamel, 2009; Hollensbe et al., 2014; Henderson and van den Steen, 2015), and a positive contribution to individuals’ wellbeing (Ellsworth, 2002; Mayer, 2021; van Tuin et al., 2020).” (Jasinenko and Steuber, 2022, p. 4)

Eesmärk ei ole midagi objektiivset, vaid subjektiivselt konstrueeritu arusaam:

“In line with this perspective, ‘[p]urpose is not an objective given but defined as a subjectively construed understanding of the most fundamental objectives of the organization’ (van Knippenberg, 2020, p. 8).” (Jasinenko and Steuber, 2022, p. 4)

Mis teeb eesmärgi tugevaks?

“Accordingly, ‘purpose is only as strong as employees and other stakeholders believe in it’ (van Tuin et al., 2020, p. 2).” (Jasinenko and Steuber, 2022, p. 5)

Lugemishuvi suurendamiseks:

“Moreover, taking the subjective perception of individuals into account allows us to better understand its relationship with important individual-level outcomes, such as employees’ job satisfaction or consumers’ willingness to buy.” (Jasinenko and Steuber, 2022, p. 24)

Jasinenko, A., & Steuber, J. (2022). Perceived Organizational Purpose: Systematic Literature Review, Construct Definition, Measurement and Potential Employee Outcomes. Journal of Management Studies, n/a(n/a), 1–33.