Abraham Carmeli

When a specialized manufacturer experienced rapid growth, the surge caused rework to increase and delivery performance to slip. This account reveals how the company reversed its operational decline by resisting a purely technological fix and instead sequencing culture before capability. The article suggests that a key element in any operational transformation is building a human architecture capable of embracing and supporting change.

Organizational resilience (Kossek and Perrigino 2016) has been conceptualized in at least three ways: as a possessed capability that firms build in advance of disruption (Lengnick-Hall, Beck, and L...

While generative AI (GAI) promises transformative gains, its organizational embedding remains a complex process. Through an inductive study of healthcare sector organizations, we develop a dual-pathway GAI adoption model that elucidates how employee-initiated (bottom-up) and management-driven (top-down) routes interact. Specifically, this co-evolutionary interaction produces three sequentially unfolding mechanisms: (a) distributed issue-selling via continuous sensemaking, (b) facilitative trickle-down dynamics that enable rather than mandate initiative, and (c) the emergence of situated AI—organization-specific routines that are an inimitable organizational capability. We explain how these mechanisms manifest across learning, HRM, and innovation, revealing a persistent governance-flexibility dilemma and a scalability threshold for enterprise-wide adoption. By specifying these bidirectional, co-evolutionary processes, we advance technology implementation theory and provide a framework for policy-makers and administrators to navigate the ‘situatedness’ of GAI without stifling the grassroots experimentation essential for long-term organizational resilience.

Large projects are complex undertakings that often involve lengthy execution, sizable budget, and substantial uncertainty. A large project is typically managed as a single, holistic program. This study compares the execution of a large project as a one-shot project (LT) with its execution via a series of smaller, possibly shorter-term projects (SQ). We develop analytical models to evaluate the LT and SQ approaches pointing to the fundamental role of flexibility in project management, under varying conditions of project complexity, environmental dynamics, resource constraints, and uncertainty. Our findings indicate that LT is favored when the environment is stable, and SQ is preferred when the project budget is very high, project integration costs are low, and the rate of reduction over time in the suitability of the project outcome to its intended requirement is high. In addition, we show how technological uncertainty and uncertainty about the importance of the project’s outcome at the time of project completion affect the choice between LT and SQ. The analysis of several real-world case studies highlights the importance of flexible execution in large projects within dynamic environments. Funding: This work was supported by the Archimedes Center, The Henry Crown Institute of Business Research in Israel, and Blavatnik Interdisciplinary Cyber Research Center (ICRC) at Tel Aviv University.

Background: Why and how conveying respect may foster the engagement of immigrant employees, who often occupy a vulnerable position within the workforce, in intrapreneurship—one’s search and pursuit of new venture opportunities? This question is situated within the discourse about our intrinsic drive to connect and engage with others, both socially and at work, which is essential for developing positive relationships that inspire and propel work engagement and action. Objective: Research in this area has tended to focus on one’s experiences of respect in the interactions with others and her/his work engagement. However, little is known about why and how working immigrants who convey respect in their relationships with others may be driven to engage in specific work behaviors—intrapreneurship. Method: We conducted both time-lagged and experimental studies to examine this question. The findings indicate that interacting respectfully with others (i.e., conveying respect) cultivates relational energy, which in turn encourages immigrant employees to engage in intrapreneurial behaviors. Conclusion: Our findings advance the relational resourcing view by shifting the focus from experiencing respect in work relationships to the act of conveying respect, suggesting that immigrant employees who engage respectfully with others cultivate relational energy and, in turn, are better positioned to generate new venture initiatives and contribute meaningfully to their organizations.