Human and Social Sustainability in Work Organizations (HSSWO)
May 1st, 2009 - May 1st, 2013
The research is about human and social sustainability at work. This is defined as functional capabilities rather than potentials for adaptation. For people and social organizations, mere adaptation does not secure sustainability. Being critical about the environment and proactively co-creating it is also required. At the work-organizational level, sustainability means an ability to find ways to deal with challenges and a capability to create new opportunities for a productive existence. Regenerative work is defined as work that supports the growth and revitalization of employees’ various resources. This research builds on previous methodologies concerning the analysis and design of jobs. The intended goal of the research is to create a deeper understanding on the processes of development, human sustainability, and work & organization related hindrances or potentials within the work contexts in which humans are able to grow and thrive. The HSSWO project is about sustainable human performance in a changing business environment. The project is a one three-wave longitudinal study and three interventions. It describes how specific types of behaviors trigger some developmental mechanisms (i.e., translation and transcendence) which in turn activate behavior patterns, following some time lags. This dynamic arrangement may develop into higher levels of complexity, and by doing so, will produce sustainable human performance in a changing environment. The HSSWO uses the Integral Theory Framework, as a main theoretical orientation and looks at human performance from an integral perspective. It considers development basically as a dynamic process using an action research approach by executing both planned and naturally occurring interventions. Employees of a multinational corporation will be involved. A survey is used to determine relationships between organizational culture, values and personal resources. Case studies will contain interventions based on organizational values. A longitudinal design is used to measure the development of organizational values in order to deter-mine the patterns of behavior that constitute the development of organizational values, and to create a more sustainable work environment for employees.
· Holloway, S. S., Eijnatten, van, F. M., & van Loon, M. (2011). Value crafting: a tool to develop sustainable work based on organizational values. Emergence: Complexity & Organization, 13, 18-36.
· Holloway, S. S., Eijnatten, van, F. M., Romme, A. G. L., & Demerouti, E. (2016). Developing actionable knowledge on value crafting: a design science approach. Journal of Business Research, 69(5), 1639-1643. DOI: 10.1016/j.jbusres.2015.10.031
· Holloway, S.S. / Value crafting : using organizational values for the development of sustainable work organizations; thesis (2014) DOI: 10.6100/IR780928
Prof.dr. E. Demerouti