The Effects of Social Acceleration on the Organization-Place Relationship

Abstract

sense of place social acceleration organization-place relationship field of care In this conceptual paper, we analyze how social acceleration as a key phenomenon of modern societies affects the relationship between organizations and places. We identify two dimensions of how organizations relate to places: (a) embeddedness (the degree of material integration in a place) and (b) attachment (the psychic closeness, identification, or affective bonds with a place). Building on Rosa's (2003; 2013) seminal work on social acceleration, we further propose three processes (the time-space distanciation effect, the situational identity effect, and the managerial myopia effect) through which temporal changes in modern societies can lead to a loosening of ties between organizations and places. As the attachment to a place may also represent a precondition for organizations to develop a 'field of care,' the framework presented in this paper can help us develop a better understanding of the factors that influence whether organizations can develop a 'sense of place' that fosters responsible social and environmental performance that enhances the well-being of places and communities, respectively.

How can family firms cope with growth? Contribution to accelerationism

“…These family businesses, which were appreciated for their original capacity to demonstrate humanity and proximity in a concern for sustainability (Denison et al , 2016, Pieper, 2010, Ruiz Jiménez et al , 2015, Sundaramurthy, 2008 and Vallejo, 2008), eventually find themselves under threat. The increase in the rhythm of organizational life generally coincides with an increase in the feeling of time pressure, particularly by managers who, feeling rushed in a competitive world, will choose to adopt a “high speed” management style (Bruch and Menges, 2010, Laverty, 2004, Rosa, 2013 and Sternad and Kennelly, 2019). In Gamma's special case, the testimonies point to an effect of managerial myopia, in this case of family management, at play.…”

“…Empowerment practices in organizations are often implemented for instrumental reasons of increasing productivity, customer satisfaction and reducing costs, and rarely to increase morale and democratize the organization (Eccles, 1993 and Potterfield, 1999). Sternad and Kennelly (2019) suggest that responsible managers of organizations could influence the way in which they react to growth pressures. However, accelerationists would argue that intentional deceleration or any kind of local action could not be a viable option since it alone seems to be of little relevance without a profound systemic change that goes beyond the boundaries of the organization and way beyond the individual agency (Williams and Srnicek, 2013).…”

“…Family firm governance is associated with a strong emphasis on human size and focus, which is reflected in the closeness between shareholders, managers and employees (Denison et al, 2016, Hennart et al, 2017, Pieper, 2010, Ruiz Jim enez et al, 2015and Vallejo, 2008. Their board clearly affirms its will for a gradual and controlled development of the business (Hennart et al, 2017) and a long-term approach toward both business and management (Sternad andKennelly, 2019 andVallejo, 2008). Family firms quickly face the challenges of change management that this growth implies because the board cannot assume all management functions.…”

“…Through an examination of the managerial logics of growing family businesses, the intention was to eventually point virtuous paths to nonfamily organizations subject to the same growth pressures. The new organizational initiatives intended to help family firm cope with the international growth are discussed (Hayes and Walsham, 2000, Leclercq-Vandelannoitte, 2013, Pluta and Rudawska, 2016, Sternad and Kennelly, 2019 and Vallejo, 2008).…”

Trabajo y espiritualidad: Desafíos contemporáneos iluminados por José, el carpintero de Nazaret

“…Según Sternad y Kennelly, esta aceleración en el ritmo de vida genera un tipo de liderazgo cortoplacista, que trae una menor disposición para construir y mantener relaciones de largo plazo (Sternad y Kennelly, 2019). Un ambiente laboral marcado por la prisa afecta la posibilidad de interacciones significativas entre pares o momentos para que los líderes puedan dedicarse a tareas estratégicas que demandan tiempo y atención.…”