Convenience is a concept that was theoretically mainly associated with efficiency in time savings. Today, convenience is associated with a number of other characteristics, such as reduced effort and reduced pain. Convenience is associated with terms such as fast, easy, and safe. Convenience says something about attractiveness and accessibility. A convenient individual is not necessarily bad or lazy. On the contrary, the person can be seen as smart and rational. Convenience orientation is conceptualized as the value that individuals and organizations place on actions with inherent characteristics of saving time and effort. Convenience orientation can be considered a value-like construct that influences behavior and decision-making.
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Convenience in White-Collar Crime
The Complexities of Individual and Organizational Decision-Making
Karin Brunsson and Nils Brunsson
Many, although far from all, human actions are preceded by decisions. Decisions are needed when action is not routinized or when there are no clear institutionalized rules for how to act. Decision-making can follow four types of logics – the logics of consequences, of appropriateness, of imitation and of experimentation. An extreme form of the logic of consequences is the model of rational decision-making according to which decision makers shall be able to predict and weigh their future preference and all relevant action options and their consequences. But these expectations are almost impossible to meet. In contemporary society the logic of consequences and especially its rational variant have a higher status than the other logics. Whichever logic used before the action, decision makers are expected to justify their decisions by using the logic of consequences in a relatively rational version.
Vilma Žydžiūnaitė and Loreta Tauginienė
Grounded theory (GT) is a qualitative methodology, which derives its name from the practice of generating theory from research, which is grounded in data (Babchuk 1997). Three GT methodologies have evolved, namely B.G. Glaser’s classic, A.L. Strauss and J. Corbin’s structured and K. Charmaz’s (1983, 2005, 2006, 2014) social constructivist methodology. The thematic analysis based on GT is usually called applied thematic analysis (ATA) (Braun and Clarke 2006). As GT is designed to construct theories that are grounded in the empirical data themselves (Guest et al. 2012) this aspect is also reflected in ATA because its process also consists of reading transcripts, identifying and comparing themes, and building theoretical models (Boyatzis 1998).
Alina Averchenkova, Sam Fankhauser and Michal Nachmany
Chapter 1 offers an overview of the book and summarizes the state and trends in climate change legislation. Making use of a unique global database, Climate Change Laws of the World, the chapter identifies over 1,200 climate change laws and policies of similar stature in the 164 countries the data covers. This stock of laws is the result of over 20 years of policy making and speaks to the growing attention that legislators are devoting to climate change. In 1997, at the time the Kyoto Protocol was signed, there were only about 60 relevant laws and policies. Countries use different routes to address climate change. In some countries the primary avenue is acts of parliament, that is, formal laws passed by the legislative branch. In others, the policy direction is defined through executive orders, decrees and strategies. Climate change laws also differ in scope and ambition. Some laws are specifically focused on climate change, advancing explicitly emissions reduction or adaptation targets. Others introduce climate concerns into sector policies, such as those on energy, or broader development plans. Understanding these different approaches becomes increasingly important as countries implement their pledges under the Paris Agreement.
Steven W. Floyd and Bill Wooldridge
David Crowther and Linne Marie Lauesen
Birgit Schyns, Pedro Neves and Rosalie J. Hall
This volume provides an overview of a variety of established and newer methods for leadership research. It is intended for any individuals wanting to undertake research on leadership, whether they are academics or practitioners, undergraduates, graduate students working on a dissertation, or new or established professionals. It will be particularly useful for academics who want to try a new method and graduate students working on a dissertation who want an overview of what is out there. This book covers quantitative as well as qualitative methods but with a stronger focus on the former than the latter. Included are chapters focusing on measurement and design as well as analytical methods. All chapters outline a method and provide examples of how to apply the method to leadership research. It concludes with an overview of the future of leadership research.
Positioning Women in Science
Valerie Bevan and Caroline Gatrell
Chapter 2 explains the book's use of the metaphor of ‘place’ to illustrate how women in science are excluded from the ‘place’ of scientific ‘action’ (Miller, 1986, p. 75). We argue that women ‘knowing their place’ and the manner in which they ‘internalize such notions psychologically’ contributes to the consistent positioning of women at the margins, and lower levels within science (Harvey, 1993, p. 4).
Xavier Castañer and Howard Yu
This chapter takes issue with what the authors identify as a tendency in the literature to overestimate middle managers’ strategic role, and perhaps more importantly, to underestimate top managers’ role in emergent strategy and the development of strategic initiatives. The authors argue that the Bower_Burgelman model – originally developed as descriptive theory – has been overinterpreted as a normative model. The result is a view of top managers’ role as process architect rather than active participant in emergent processes. These scholars argue that there are circumstances requiring a more substantive role. Crucial to understanding this claim, the authors observe that the unit of analysis – who is a middle and who is a top manager – depends on what level of strategy making constitutes the research focus. The chapter takes a contingent view and identifies four conditions requiring direction from top management in emergent processes.
Steve Kempster, Arthur F. Turner and Gareth Edwards
In this opening chapter we seek to address three purposes. First we outline the focus of the field guide book – experiential learning. Experiential learning in leadership development has been dominated by outdoor (and indoor) activities such as the spiders’ web. However, the ability of such activities to capture the complexity of leadership practice is rather restricted. We explore this point and suggest there is much need for alternative experiential processes that are more suited to the development of leadership practice. Second we outline the chapters of the book that provide a spectrum of approaches that have been developed and tested in the ‘field’ of leadership development. All of the approaches are fundamentally aligned to advancing leadership practice through reflection. Third the chapter seeks to illustrate a style of writing that is commensurate with a field guide. We seek to be direct and engaging; rooted in theoretical arguments yet accessible and connected to everyday practice; provocative and reflexive. The chapter concludes by arguing for reflection and practice to become an essential part of organizational leadership. To that end we offer up the notion of the ‘leadership practice field’ and pose the question ‘how can we enable those who lead to practise leading’.