Siinviidatu leidis oma koha peamiselt kahel põhjusel. Esiteks tegelevad autorid n-ö multi-pingete olukorras töötavate töötajatega toimetulemiseks vajalike juhtimisvõimekustega. Oluline on see põhjusel, et paljud töötajad on lisaks eritasandilistele pingetele ka võhikliku või ignorantsete juhtimispraktikate tõmbetuules. Teiseks võiks see tekst huvi pakkuda kõikidele organisatsioonidega puutumuses olijatele, st kõikidele inimestele, sest pingete otsimine, äratundmine, tunnistamine ja nendega tegelemine on minuni jõudvates praktikates … võib olla olemas, kuid sel juhul väga hästi varjatud.

Kontekstiks:

Successfully navigating the challenges that temporary organizing presents requires distinct leadership capabilities. High levels of environmental volatility, uncertainty, complexity, and ambiguity suggests that existing, permanent organizational designs and leadership practices may no longer be effective to meet contemporary challenges (Worley & Jules, 2020).

Mõistestikust:

Temporary interorganizational collaborations (IOCs) are systems comprised of members from multiple interdependent participating organizations that collaborate on an ad-hoc, limited basis (Mathieu et al., 2018; Solansky et al., 2014; Zaccaro et al., 2012). We define temporary IOCs as multi-party collaborative systems that have a perceived temporary duration (Bakker et al., 2016; Mathieu et al., 2018; Sydow &Windeler, 2020).

Juhtimine on oluline:

Effective collaborations benefit from effective leadership (Luciano et al., 2021). Thus, we heed the calls for further research and seek to extend the recent findings on temporality, dynamism, and tensions within IOCs (Bakker et al., 2016; Braun & Lampel, 2020; Luciano et al., 2021; Mathieu et al., 2018) by identifying the leadership competency needed to successfully manage the temporal tensions present within TO contexts.

Uurimisküsimus:

What competency do leaders need to manage temporal tensions for their organizations?

Mittevõimekusel on tagajärjed:

With such competing multi-level temporal tensions, participating organizations and individual actors need leaders with specific competencies in managing across levels and across temporalities. Without managing these multi-level temporal tensions, participants will face confusion.

Vihje kontekstuaalsetele oskustele:

Leaders of temporary organizations should develop situational awareness for a variety of temporal variables. For instance, leaders with TAC are apt to understand and utilize various temporal orientations so that both short-termism and long-termism qualities of individuals and organizations are tapped and operationalized for overall effectiveness.

NASA-paralleel:

Continuing to draw on NASA’s mission to a faraway star system, managers from multiple organizations will need to simultaneously and sequentially develop new technologies that fit together to accomplish their goals, requiring many timelines to complete the work.

Lugemishuvi suurendamiseks:

Our theoretical framework underscores that leaders need a clear understanding of temporal tensions to navigate their home organizations successfully in a temporary IOC. Leaders need to develop a situational awareness of various temporal elements. This skill set is an essential component of TAC.

Beck, T. E., Solansky, S. T., Davis, D. J., & Ford-Eickhoff, K. (2022). Temporal Adaptive Capacity: A Competency for Leading Organizations in Temporary Interorganizational Collaborations. Group & Organization Management. https://doi.org/10.1177/10596011221110080