Interpreting nicknames: a micropolitical portal

Article Abstract:

Perhaps due to their ubiquitous and seemingly nonsensical nature, workplace nicknames have received little analytic attention to date. This exploratory study based on six case scenarios from the United States reveals nicknames often convey potent meanings. These monikers are found to have a wide variety of purposes: including among others, furthering social control, contributing to socialization, marking group boundaries, building camaraderie, catalysing joking, conveying discontent, cathartically venting frustrations, equalizing social exchanges and adjusting to labelling. Although the nicknaming and collateral social processes we encountered were not the product of formal planning, they are a complex and highly organized set of micropolitical activities. In the future, nicknames should be thought of as key symbols that can unlock many meanings when they are properly interpreted. (Reprinted by permission of the publisher.)

Political aspects, Office politics, Nicknames

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The cognitive and behavioral dimensions of organizational learning in a merger: an empirical study

Article Abstract:

This paper addresses the links between cognitive and behavioural learning at both a theoretical and empirical level. An interactive model is developed which identifies a number of conceptually distinct learning modes and which incorporates the tacit aspect of knowledge. An empirical illustration of this model is provided in the form of a case study of a merger of two companies in the BSN-Danone Group. Mergers provide firms with opportunities for shared learning but this study also identifies several barriers to learning. The managerial implications of an integrated approach to organizational learning are also discussed. (Reprinted by permission of the publisher.)

Acquisitions and mergers, Cognitive learning

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