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Claus Jacobs
Former Member
Title
Prof. Ph.D.
Last Name
Jacobs
First name
Claus
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1 - 10 of 16
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PublicationBalancing Control and Coaching in CSO Governance : A Paradox Perspective on Board BehaviorHow can governance of civil society organizations be conceptualized more adequately by accounting for the dual and simultaneous requirements of controlling and coaching in board behavior? Empirically, we seem to agree that effective governance of a civil society organization is crucial to its sustained viability. Conceptually, however, we observe a lack of consensus on how to best conceptualize CSO governance. By critically juxtaposing two major theoretical lenses to conceptualize governance, namely agency and stewardship theory, we identify a number of challenges conceptualizing board-management relations that deserve our attention. While agency theory privileges controlling behavior, stewardship theory emphasizes the coaching behavior of boards. The purpose of this paper is to offer a concept of governance that is informed by a paradox perspective advancing a subtler, more adequate conceptualization of board governance that accounts for the often conflicting demands on CSO governance. Drawing on a longitudinal interpretive case study, we exemplify our propositions empirically. The paper concludes with discussing the implications of our argument for CSO governance research and practice.Type: journal articleJournal: VOLUNTAS: International Journal of Voluntary and Nonprofit OrganizationsVolume: 22Issue: 4
Scopus© Citations 29 -
PublicationSerious Play as a Practice of ParadoxA recent stream of organizational research has used the term serious play to describe situations in which people engage in playful behaviors deliberately with the intention to achieve serious, work-related objectives. In this article, the authors reflect on the ambiguity of this term, and reframe serious play as a practice characterized by the paradox of intentionality (when actors engage deliberately in a fun, intrinsically motivating activity as a means to achieve a serious, extrinsically motivated work objective). This reframing not only extends the explanatory power of the concept of serious play but also helps bridge the concerns of scholars and practitioners: first, by enabling us to understand a variety of activities in organizations as serious play, which can help practitioners address specific organizational challenges; second, by recognizing the potential for emergent serious play, and the creation of the conditions to foster this emergence; third, by pointing toward specific, individual or group-level outcomes associated with the practice; and finally, by uncovering its ethical dimensions and encouraging the understanding of the role of serious play on ethical decision making.Type: journal articleJournal: Journal of Applied Behavioral ScienceVolume: 47Issue: 2
Scopus© Citations 76 -
PublicationType: journal articleJournal: Academy of Management - Best Paper ProceedingsIssue: .
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PublicationType: conference paper
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PublicationType: conference paperVolume: Paper Session 1566
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PublicationType: conference paper
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PublicationOvercoming Liability of Newness through Socialization : How Legitimation Strategies of a New Venture evolve(EGOS European Group for Organizational Studies, 2011-07-06)Liability of newness, the tendency of new ventures to die early after market entry, results from lacking legitimacy in their new cultural context and according failure to acquire resources. Based on a longitudinal case study on repeated resource acquisition attempts of a new venture, we found that overcoming liability of newness depended on the socialization of the new venture to the normative environment on which it depended on for resources. Over time and across repeated resource acquisition attempts, socialization - the process of learning the use of legitimate symbols and their culturally contingent meanings - enabled the new venture to become the skillful cultural operator on which legitimation and resource acquisition was contingent. From our data, 'Accumulating a repertoire of legitimate symbols' and 'Assimilating the evaluations of resource-holders' emerged as the two primary mechanisms for new venture socialization. The study's contributions to related literature and its broader theoretical implications are discussedType: conference paper
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PublicationDiscursive Practices Of Organizational Identity Negotiations(EGOS European Group for Organizational Studies, 2010-07-01)
;Kreutzer, KarinJaeger, UrsHow do organizations discursively negotiate organizational identity? In a longitudinal interpretive case study, we investigate the discursive practices of identity negotiations in a non-profit organization. Drawing on semi-structured interviews, documents and participant observations, and in applying a discourse analytical framework, we first identify three distinct discourses that provide the discursive resources for three different identity propositions. Then and in order to understand how these discursive resources are activated and utilized, we reconstruct four distinct discursive practices of organizational identity negotiations: (1) external comparison and differentiation (2) denial of trade-offs and harmonization (3) historization, and (4) moralization. We discuss how this structure relates to other similarly pluralistic organizational contexts.Type: conference paper -
PublicationType: conference paperVolume: Session Paper 1679
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PublicationPractices of Legitimizing Interorganizational Relationships under Institutional Complexity(EGOS - European Group for Organizational Studies, 2010-07-01)Type: conference paper