Background/Purpose: In quantum mechanics, the observer effect categorically states that observing a phenomenon changes it. This research explores a probabilistic interpretation of entrepreneurial opportunity and explains the observer effect reflecting on Schrödinger’s cat thought experiment. This approach addresses opportunity as a “possibility” concept reinterpreting it from multiple observers’ perspectives and the cruciality of action to cause wave function collapse to an emergent reality. This paper intends to resolve the epistemological paradox and ‘opportunity’ war by re-contextualising opportunity as an artefact and positing it as a probability wave with a range of possibilities until alert entrepreneurs act on it. Method: This conceptual development relies on literature review as a research methodology, using reasoning by analogy for the progress of theory and metaphors for theorisation. Results: This conceptual narrative strengthens the epistemological foundation focused on possibility and probability (illustrated through wave function) to sharpen the definition of opportunity and action theory. The observer effect in opportunity is underexplored in entrepreneurial scholarship. This study features how the observer effect influences the evolving state of opportunity. Opportunity is affected by other observers and the entrepreneur’s imagination, social construction and effort. Each involved agent relates and interacts to give rise to possibilities in opportunities. The interrelations and interdependence are complex, giving rise to superposition with a mixed state with many possibilities. Conclusions: The contribution of this research is manifold from a theoretical and practical level. It presents a quantum-like model where an ‘un-acted’ opportunity is in superposition (multiple possibilities emerging simultaneously until it is enacted), expanding on Ramoglou and Tsang’s (2016) view on propensity. The interactional effects – interfering and entangling between agents observing the same opportunity generate possibilities. The potentiality and the many-possibilities states in the opportunity artefact hold great promise in entrepreneurial research.
Background/Purpose: The concept of entrepreneurship within the public sector is one of the most fiercely debated areas of entrepreneurial research. It has been studied across several academic disciplines such as in management, public administration and political economy, among others. However, while academic output has increased, we found no prior studies providing a clear mapping of the field. Therefore, this research sought to comprehensively examine all peer reviewed articles on public sector entrepreneurship. Methods: Using the Scopus scientific database, our analysis included 133 articles from 1982 to 2022. Following a thorough manual review process, we used VOSviewer to provide a mapping of the field, before identifying research gaps and suggesting directions for future research. Our scientific mapping revealed the leading and emerging thematic clusters in the field. Results: Our results revealed that the leading themes in public sector entrepreneurship include innovation, entrepreneurship, public sector, governance, reinventing government, and public organisations, while emerging trends include public health entrepreneurship, public health innovation, public choice, sustainability, and entrepreneurial orientation, among others. Conclusion: Our research provides useful insights to all researchers interested in examining entrepreneurship within the public sector or in non-profit organisations.
Keywords: Public entrepreneurship, Public innovation, Bibliometrics, Public sector, Scientific mapping, Performance, entrepreneur
Background/Purpose: The paper aims to explore group dynamics in the management and administration of the selected public organization. Specific interest is given to two fundamental domains of group dynamics: 1) communication processes and interaction patterns; 2) group cohesion and climate.
Methods: The approach is based on in-depth interviews with public employees representing various departments of a public organization. A total of 34 subjects participated in this study and provided primary data for coding and finding patterns. Both investigator and data triangulation are used to conceptualize group dynamics in the public organization. Results: Public organizations’ employees face hardships in knowledge sharing and tend to misunderstand the agenda between various departments and citizens. The participation of citizens in decision making could be seen as a ‘double edged sword’ that contributes to the implementation of public projects, but often derails efficient organizational processes. Public organizations struggle with employee turnover, insufficient treatment of employee wellbeing, and unwillingness to pursue personal development. Conclusion: Understanding and further defining the level of group dynamics among public employees is the first step towards adopting innovation approaches. The paper highlights the implications for public organizations with an overview of the behaviors needed for a smooth strategy process in development planning based on organizational forces that leads to a better understanding of group dynamics.
Keywords: Behavioral public strategy, Group dynamics, Group cohesion, Organizational communication, Organizational climate, Public organization
Saint Petersburg State University of Architecture and Civil Engineering, Department of Management in Construction, Saint Petersburg, Russian Federation
Background/Purpose: The article focuses on organization development process based on functioning of change motors; therefore, the author focuses on accomplishing three objectives. The first objective involves adding to the four change motors described by A. H. Van de Ven & M. S. Poole the fifth one, actually the balancing development motor. The second objective deals with devising a five change motor model based on motor interaction during the life cycle of an organization. The model represents the stages of change motor functioning, description of their interaction and combination of different stages of this functioning. The third objective implies developing and describing the method of the analysis of change motor interaction. Method: Lewin’s field theory, punctuated equilibrium theory, and complexity theory common aspects were identified using the method of comparative analysis and the method of synthesis, which allowed describing balancing development as a change motor. Results: The five change motor model was developed using the method of metaphors and the method of conceptual modeling. Conclusion: The results presented in the article can provide more thorough understanding of the development process of an organization since they contribute to the explanation of how an organization declines in its life cycle due to the functioning of its change motors and how this decline can be overcome by implementing a transformational change. The use of the five change motor model presented in this article will provide insight into the development process of an organization as well as contribute to its further theoretical and empirical research.
Keywords: Development process, Change process, Change motor, Management theory, Organization theory
Background/Purpose: In comparison to Industry 4.0 (I4.0), Industry 5.0 (I5.0) shows a more systemic transformation that includes business innovations driving the transition to a sustainable, human-centric, and resilient industry. I5.0 implies on rethinking business models, ecosystems, managerial practices, etc. while moving toward sustainable development. Despite the novelty of I5.0 and the growing interest in the subject, the literature is still scarce. Therefore, this study aims to analyze the state of the art and understand the approaches that constitute the study of I5.0, through the lens of business and operations management. Method: A systematic literature review was performed through the lens of the business and operations management literature. Results: Four major themes were identified: (i) technological application, (ii) Human Resources and workers, (iii) education, and (iv) business and operations management. For each theme, the implications, future avenues and practical considerations are presented. Conclusions: Most I5.0 studies have focused on Human Resources and workers discussing the role of technological applications on operator safety. Despite I5.0 calls for a step forward in sustainable development, studies on it are scarce. Also, the literature is still missing practical contributions and frameworks for how I5.0 could impact on business management.
Keywords: Industry 5.0, Industry 4.0, Society 5.0, Sustainable development, Human-robot collaboration
Background/Purpose: Values-related issues have come into the focus of leadership thinking in the past few decades and it seems to be paradoxical why values work has not been more extensively used so far for defining and conceptualizing leadership. A reason for this can be that values-oriented research streams normally approach leadership from specific perspectives of values representation and transfer. Alternatively, this study examines values work from a generic perspective. Its goal is to suggest a generalized notion for values work and outline certain generic values-work dimensions. Methods: Analysis in this theoretical paper is primarily based on Institutional, New Leadership, and Values-Oriented theories. Methods include argumentation and analytical framework development. Results: This study presents a structured list of and an illustrative framework for some of the dimensions of values work as broadly defined and has research implications regarding issues of leadership influence and the demarcation of leadership from management. Conclusion: The importance of values representation in contrast to power/influence perspectives in leadership is underlined. Our study points to the necessity for more research on generic aspects of values work. The results can also be used for leadership practice, consulting, and development.
Keywords: Leadership, Power/influence perspective, New Leadership, Representation of followers’ values, Institutional Theory, Value-oriented leadership
