Ann-Mari Farsund Lilleløkken

Recovering from Covid: Responsible Management and Reshaping the Economy

Organizing beyond organizations for the common good: Confronting major societal challenges through process studies

Conference in the Cloud

Existing research has highlighted the important role of work context for actors’ motivation to make a positive difference in other’s lives. This paper explores the socially embedded nature of organisational support practises for prosocial work in professional sports clubs in Norway. The investigating questions how this shapes actors’ internalising prosocial motives over time. The prosocial work concerns structured events and activities for good will. The findings illustrate five organisational support practises that form a reiterative and recursive process for shaping the internalising of prosocial motives: (1) internally communicating (2) prepping prosocial experiencing (3) coordinating prosocial working (4) following up valuing (5) practising repeating. This process enables a positive feedback loop that collaboratively surfaces prosocial values as distributed agency through both the opportunity structures and the social environment. Internalising prosocial motives is important because it allows actors to develop affective commitments to beneficiaries and awareness of having a prosocial impact. This paper contributes by developing a framework of the organisational support practises that function as the relational architecture for the positive institutional maintenance of prosocial work.

Building and Sustaining High Performance Organisations in Uncertain Times

We examine Corporate Social Responsibility (CSR) practises in organisations, and present a case for why both ‘doing good’ and ‘looking good’ are important for sustaining a system of generalised reciprocity. According to Baker and Bulkley (2014), generalised reciprocity is a way of organising, “an ongoing process of “interlocked behaviours” where one person’s behaviour is contingent on another person’s behaviour, whose behaviour is contingent on yet another person’s behaviour, and so on”. We begin by exploring prosocial and impression management motives, and discuss whether it is actually possible to separate these motivations in CSR practises. At the organisational level, these motives are known as ‘Paying-it-forward’ and ‘Rewarding Reputation’ (Baker and Bulkley, 2014), where one is induced by moral sentiment and the other by reputational rewards. We present a framework that suggests why both of these mechanisms are important, mixed motives in CSR practises enable a system of generalised reciprocity.