Ulrich Leicht-Deobald
Title
Dr.
Last Name
Leicht-Deobald
First name
Ulrich
Email
ulrich.leicht-deobald@unisg.ch
21 results
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Item type:Publication, No stone left unturned? Towards a framework on the impact of datafication technologies on organizational control(2019-12-06); ; ; ; Type:conference paper - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Understanding the Formation of Psychic Distance PerceptionsThis study investigates individual managers’ formation of psychic distance perceptions to foreign countries. Adopting a social psychological perspective, we propose three social-cognitive mechanisms - social comparison, mere exposure, and social learning - to help explain why and how country- and individual-level characteristics affect the formation of such perceptions. Based on an international survey of 1,591 managers located in 25 countries, we find that country-specific international experience, formal education, and a match between a managers’ first language and the language of the target country reduce psychic distance perceptions. Surprisingly, and in contrast to conventional wisdom, managers’ international and overall work experiences do not seem to have any effect on their distance perceptions. However, relative to country-level factors, individual-level antecedents seem to have rather limited explanatory power as predictors of overall psychic distance perceptions, lending support to the widely-employed practice of operationalizing psychic distances through country level indicators. In addition to these empirical findings, the study contributes by providing a theoretical social psychological framework for the understanding of how psychic distance perceptions are formed.Type:conference paperJournal:Academy of Management Proceedings - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Workplace Surveillance and Big Data: Contextualizing Digital Threats to Employees Moral Agency and Integrity(Academy of Management Global Proceedings, 2018); ; ; ; Type:conference paperVolume:2018 - Some of the metrics are blocked by yourconsent settings
Item type:Publication, - Some of the metrics are blocked by yourconsent settings
Item type:Publication, - Some of the metrics are blocked by yourconsent settings
Item type:Publication, No stone left standing? Understanding the impact of technology on established modes of organizational control.The goal of this paper is to develop an empirically grounded framework to analyze how new technologies alter or expand traditional organizational control configurations. New technologies for data gathering, analysis, interpretation and learning are increasingly applied in the workplace. Technology suppliers are developing and aggressively marketing solutions for employee management and control with growing interest. Yet detailed insight about the effects of these technologies on traditional control is lacking. To convey a better understanding about new technologies in employee management and control, this paper proposes a “New Technology Control Framework” on the basis of an iterative research design. The framework is anchored in the configurational control theory, drawing on empirical insights of research on electronic performance monitoring and enhanced 26 topic-guided interviews with experts, who either produce new technological control solutions or apply these. The prototype of a morphology of new technology control configurations (NTCCs) is refined through expert workshops and undergoes plausibility checks with users. The final framework is composed of eleven distinct, yet interrelated conceptual building blocks. The framework offers a first point of orientation to systematically analyze key implications for theory and practice for turning NTCC into a productive force for organizational control. It indicates which elements a configurational theory of organizational control should address in the digital age, to assist decision makers to strategically implement, customize off-the-shelf products and manage digitalization at the workplace. The results offer a conducive starting point for a range of scientific discourses in multiple fields by contributing to understanding how technological progress and digital transformation influence organizations.Type:conference paper - Some of the metrics are blocked by yourconsent settings
Item type:Publication, No stone left standing? Understanding the impact of technology on established modes of organizational control.The goal of this paper is to develop an empirically grounded framework to analyze how new technologies alter or expand traditional organizational control configurations. New technologies for data gathering, analysis, interpretation and learning are increasingly applied in the workplace. Technology suppliers are developing and aggressively marketing solutions for employee management and control with growing interest. Yet detailed insight about the effects of these technologies on traditional control is lacking. To convey a better understanding about new technologies in employee management and control, this paper proposes a “New Technology Control Framework” on the basis of an iterative research design. The framework is anchored in the configurational control theory, drawing on empirical insights of research on electronic performance monitoring and enhanced 26 topic-guided interviews with experts, who either produce new technological control solutions or apply these. The prototype of a morphology of new technology control configurations (NTCCs) is refined through expert workshops and undergoes plausibility checks with users. The final framework is composed of eleven distinct, yet interrelated conceptual building blocks. The framework offers a first point of orientation to systematically analyze key implications for theory and practice for turning NTCC into a productive force for organizational control. It indicates which elements a configurational theory of organizational control should address in the digital age, to assist decision makers to strategically implement, customize off-the-shelf products and manage digitalization at the workplace. The results offer a conducive starting point for a range of scientific discourses in multiple fields by contributing to understanding how technological progress and digital transformation influence organizations.Type:conference paper - Some of the metrics are blocked by yourconsent settings
Item type:Publication, No stone left standing? Understanding the impact of technology on established modes of organizational control.The goal of this paper is to develop an empirically grounded framework to analyze how new technologies alter or expand traditional organizational control configurations. New technologies for data gathering, analysis, interpretation and learning are increasingly applied in the workplace. Technology suppliers are developing and aggressively marketing solutions for employee management and control with growing interest. Yet detailed insight about the effects of these technologies on traditional control is lacking. To convey a better understanding about new technologies in employee management and control, this paper proposes a “New Technology Control Framework” on the basis of an iterative research design. The framework is anchored in the configurational control theory, drawing on empirical insights of research on electronic performance monitoring and enhanced 26 topic-guided interviews with experts, who either produce new technological control solutions or apply these. The prototype of a morphology of new technology control configurations (NTCCs) is refined through expert workshops and undergoes plausibility checks with users. The final framework is composed of eleven distinct, yet interrelated conceptual building blocks. The framework offers a first point of orientation to systematically analyze key implications for theory and practice for turning NTCC into a productive force for organizational control. It indicates which elements a configurational theory of organizational control should address in the digital age, to assist decision makers to strategically implement, customize off-the-shelf products and manage digitalization at the workplace. The results offer a conducive starting point for a range of scientific discourses in multiple fields by contributing to understanding how technological progress and digital transformation influence organizations.Type:conference paper - Some of the metrics are blocked by yourconsent settings
Item type:Publication, - Some of the metrics are blocked by yourconsent settings
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