Meike Wiemann-Hügler
Title
Dr.
Last Name
Wiemann-Hügler
First name
Meike
Email
meike.wiemann@unisg.ch
Phone
+41 71 224 3184
30 results
Now showing 1 - 10 of 30
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Item type:Publication, "Good" and "bad" control in public administration: The impact of performance evaluation systems on employees’ trust in the employer.(2019); Scopus© Citations 10 - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Exploring the theatrical experience: Results from an empirical investigation(2010) - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Toward a “Thick” Theory of Organizational Moral Change: Reclaiming Moral Ontology through Aristotelian Rhetoric(2026-07-30); ; Modern organizations face what Taylor (1989) calls an “identity crisis” – a crisis marked by the erosion of shared moral frameworks that once oriented judgments about what it means to be good and live meaningfully. Although recent research has started to empirically explore and theorize how an organizational moral change unfolds, it mainly operates within a “thin” conception of morality, meaning that what counts as moral is essentially a procedural achievement of aligning moral perspectives around collectively endorsed norms, values, or principles of conduct. Yet this approach leaves unexplained how and why individuals come to experience certain goods as more compelling, meaningful, or worthy of pursuit than others. Moreover, whereas existing studies recognize the importance of discursive practices in enabling broader processes of moral change, they tend to adopt a largely instrumental view of language, reducing it to a means of negotiation, persuasion, and alignment. Addressing these limitations, we develop a “thick” theory of organizational moral change where we approach morality as grounded in the qualitative distinctions that make some goods worthy of pursuit and emphasize the articulative function of language in disclosing and refining these distinctions. Integrating Taylor’s (1989) notions of the moral space with Aristotle’s (1991) theory of rhetoric, we develop a spatio-temporal model in which rhetoric, conceived as articulation work, enables organizational members to progressively orient the organization toward a shared moral horizon. Our model shows how, through the interplay of logos, pathos, and ethos appeals, these members 1) gradually refine their understanding of the self and the good (ethical dimension), 2) form a community of minds in which they become consubstantial (socio-moral dimension), and 3) organize their social existence toward a hypergood (political dimension). Our “thick” theory deepens existing accounts of organizational change by shedding light on the sources from which morality derives its vitality and meaning. By positioning rhetoric as the primary vehicle through which substantive visions of the good are articulated and fused into an overarching moral horizon, we offer a unique account of how organizational moral substance is generated and sustained over time. In doing so, we invite scholars and practitioners to reimagine organizations as sites of moral becoming, where substantive visions of the good, the cultivation of moral character, and the shared social imaginaries that underpin communal life are continuously shaped through articulation work.Type:conference paper - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Enhancing Deep-Level Team Reflexivity and Team Resilience with Performance Feedback Technologies: The Role of Trust Climate and Servant Leadership(2025-06-13); Despite the vast increase of HR technology in workplaces, the impact of technologically enhanced feedback on key outcomes, such as learning and augmented reflexivity, remains uncertain. Building on theoretical and empirical knowledge from organizational learning theory, team reflexivity, and performance feedback technology research, this study investigates the moderating effects of trust climate and servant leadership on the relationship between performance feedback technology use and deep-level team reflexivity and in turn, team resilience. Based on a single case field experiment with 30 teams, hierarchical linear regression analysis and conditional process analysis provided evidence for the moderating effect of trust climate. We found initial evidence for the moderating effect of servant leadership, which didn’t remain when trust climate was included in the analysis. Our findings underline the necessity of a strong trust climate in technology-permeated workplaces, as trust appears to be the key boundary condition for performance feedback technologies to improve deep-level team reflexivity and team resilience. In addition, the findings suggest servant leadership as a powerful lever to install such trust climate.Type:conference paper - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Aristotelian Rhetoric as a Driver of Organizational Moral Change How Logos, Pathos, and Ethos can Initiate, Scale Up, and Sustain Moral Change in Organizations(2024-09-27); ; Driven by the ambition to transform their organization as a force for social good, a rising number of employees have started grassroots movements to drive positive change from within their workplace (Briscoe & Gupta, 2016; Scully & Segal, 2002; One Young World, 2022). Surprisingly, research examining how this rising phenomenon contributes to shaping organizational moral boundaries is still relatively scarce. In this paper, we build on the theoretical framework of organizational moral change by Solinger et al. (2020) and expand it by bringing in Aristotelian deliberative rhetoric. Specifically, we explain how logos, pathos, and ethos appeals enable each phase of a moral change process: 1) initiating, 2) scaling up, and 3) securing moral change (cf. Solinger et al., 2020, p.510). We argue that it is by opening up, widening, and integrating the moral space that rhetoric contributes to bringing about a moral change. Theoretically, anchoring our perspective in Aristotle’s moral philosophy, we demonstrate the importance of moral character in moving an organization and its members closer to the morally good life (Aristotle, 2004). Practically, our model offers a set of rhetorical tools that could be used to reduce moral muteness and establish durable patterns of morality in companies.Type:conference paper - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Aristotelian Rhetoric as a Driver of Moral Organizational Change How Logos, Pathos, and Ethos can Initiate, Scale Up, and Sustain Moral Change in Organizations(2024-06-22); ; Driven by the ambition to transform their organization as a force for social good, a rising number of employees have started grassroots movements to drive positive change from within their workplace (Briscoe & Gupta, 2016; Scully & Segal, 2002; One Young World, 2022). Surprisingly, research examining how this rising phenomenon contributes to shaping organizational moral boundaries is still relatively scarce. In this paper, we build on the theoretical framework of organizational moral change by Solinger et al. (2020) and expand it by bringing in Aristotelian deliberative rhetoric. Specifically, we explain how logos, pathos, and ethos appeals enable each phase of a moral change process: 1) initiating, 2) scaling up, and 3) securing moral change (cf. Solinger et al., 2020, p.510). We argue that it is by opening up, widening, and integrating the moral space that rhetoric contributes to bringing about a moral change. Theoretically, anchoring our perspective in Aristotle’s moral philosophy, we demonstrate the importance of moral character in moving an organization and its members closer to the morally good life (Aristotle, 2004). Practically, our model offers a set of rhetorical tools that could be used to reduce moral muteness in companies and establish durable patterns of morality in companies.Type:conference paper - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Process of Distrust Formation(2022-10-15); Interorganizational distrust has detrimental effects for the concerned organizations themselves but also for third parties. Moreover, once interorganizational distrust has been established, it is only hardly reversed. Yet, we know only very little about the process of distrust formation in interorganizational relationships, which assumedly includes a tipping point that can be prevented. In a nationally funded research project and a corresponding dissertation, we apply an embedded case study design with one main and ten embedded cases to gather qualitative in-depth knowledge on such distrust formation processes and therewith contribute (1) to research by theory building and (2) to practice by recommendations on distrust-preventing actions. Our preliminary findings corroborate the existence of a tipping point that is triggered by severe transgression events that exceed an existing “trust reservoir” in a relationship and indicate a central role of sensebreaking in this process. Further results will be discussed.Type:conference paper - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Why peers engage in costly control of free riding:
Evidence from a mixed-methods study(2018-07); In knowledge-intensive teamwork, control of free riding strongly relies on the team members themselves, since for supervisors, individual contributions to the team outcome are difficult to specify, monitor and enforce. However, peer control involves costs for the controller and likewise benefits other non-controlling team members, thus, constituting a second-order social dilemma. In this article, we study how this dilemma can be overcome. To this end, we examine the reasons why peers choose to engage in costly control. We first summarize the existing knowledge on reasons for costly control in the light of a theoretical model of decision-making in social dilemma situations followed by an empirical mixed-methods research design including both an inductive qualitative and a scenario-based quantitative study. The results support our theoretical assumption that costly control relies on the subjective utility peers attach to their control actions. Specifically, we find situational, norm-related and personality factors to affect such utility assessments. Among these factors, we find six to increase and one to decrease actors’ perceived utility of peer control. Drivers are: (1) actors have a cooperative personality, (2) actors are achievement motivated, (3) actors are directly negatively affected by the free riding, (4) team performance suffers from the free riding, (5) an external problem solution is not foreseeable, and (6) free rider severely violates collaboration norms. Hinderer is: (7) actors have a conflict avoiding personality. Contrary to our hypotheses, we found injustice sensitivity and social support to have no significant effect on costly control. Contributions and limitations are discussed. Keywords: Peer control, free riding, second-order social dilemmaType:conference paper - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Enabling and coercive control in public administration: How differing output-oriented performance evaluation systems impact cooperative climate and employee trust in the employer(2017-02); - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Good and bad control in public administration: How differing output-oriented performance evaluation systems impact cooperative climate and employee trust in the employer(2016-11);
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