By Wilfred J. Zerbe
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Additional info for Emotions and Organizational Dynamism, Volume 6
BINIARI of individual users of its services globally. Corporation ALPHA, at the time of the research, had an operational proﬁt of d126 million and employed approximately 15,000 people in 86 countries. Its business operations have been dependent on information technologies, and historically, Corporation ALPHA had been keen in following: disruptive technologies, partly to see if we can be on the crest of the wave of the next big breakthrough, and partly to make sure that we are not overtaken by somebody else.
Burgelman (1991), based on March’s (1988) work, argues that organizational members are driven by obligatory and consequential logic to champion autonomous initiatives. ‘‘Obligatory logic’’ is related to the self-image of organizational members in relation to driving an initiative. ‘‘Consequential logic’’ is related to their self-efﬁcacy and locus of control efﬁcacy in considering themselves as capable to ‘‘build’’ such an initiative, or as an opportunity for them to enhance their career progress.
The ﬁnancial success of the initiative created euphoria among the top management, who started also to identify and ﬁnancially and politically support the new initiative. The CV1 initiative gained attention and other organizational members were enthusiastic to join its activities and become members of it. However, the emphasis of the top management team on the economic performance of the initiative and its enthusiasm solely on the initiative’s ﬁnancial contribution to the corporation led to an amendment of the strategic intent for the CV1 initiative.
Emotions and Organizational Dynamism, Volume 6 by Wilfred J. Zerbe