Sign in

jebsen-simon.bsky.social

@jebsen-simon.bsky.social
10 followers 13 following 51 posts
PostsRepliesMedia
jebsen-simon.bsky.social @jebsen-simon.bsky.social · 28/09/2026
Organisations often say they want broader participation. The difficult part begins when participation changes agendas, priorities and decisions. Do organisations want participation as input - or are they willing to accept it as influence? #EmployeeVoice #WorkplaceDemocracy
000
jebsen-simon.bsky.social @jebsen-simon.bsky.social · 26/09/2026
REPOST Professional identity is not the “soft side” of transformation. It shapes trust, knowledge sharing and whether employees see the future as credible. When accumulated expertise is treated as obsolete, technological change can become a status conflict.
000
jebsen-simon.bsky.social @jebsen-simon.bsky.social · 22/09/2026
Employee voice is often treated as inherently positive. But voice is meaningful only when organisations respond. Does the organisation listen, individualise the problem—or change the conditions that produced it? Participation without responsiveness risks becoming symbolic. #SocialSustainability
000
jebsen-simon.bsky.social @jebsen-simon.bsky.social · 04/09/2026
Remote-work debates focus heavily on presence. A better question is which leadership behaviours create opportunities for reflection, experimentation and learning from others—across locations. #RemoteWork #WorkplaceLearning
000
jebsen-simon.bsky.social @jebsen-simon.bsky.social · 28/08/2026
Older owner ≠ older firm. While owner age is positively associated with the pursuit of sustainability, business age is negatively associated with it. For younger firms, sustainability may offer differentiation, legitimacy and stakeholder credibility.
100
jebsen-simon.bsky.social @jebsen-simon.bsky.social · 27/08/2026
Resistance to transformation is not always resistance to change. It may reflect a threat to professional identity and the value of accumulated expertise. A credible transition must offer people more than new skills. It must offer a recognisable place in the future. #FutureOfWork
000
jebsen-simon.bsky.social @jebsen-simon.bsky.social · 25/08/2026
Automation can create autonomy from work while reducing autonomy’s traditional sources of meaning: task identity, skill use, ownership and social feedback. The D-DASH concept captures this tension well. #Automation #JobDesign
210
jebsen-simon.bsky.social @jebsen-simon.bsky.social · 23/08/2026
Digital transformation also redistributes expertise, status and professional authority. Graf and Lueg show how engineers negotiate these changing boundaries. A strong account of transformation as identity work and organisational conflict—not only technological implementation.
000
jebsen-simon.bsky.social @jebsen-simon.bsky.social · 22/08/2026
Many apparent motivation problems are coordination problems. When priorities, responsibilities, information, and decision processes are unclear, disengagement may be an outcome rather than the cause. The diagnosis matters because the remedies are different. #OrganisationDesign #Engagement
100
jebsen-simon.bsky.social @jebsen-simon.bsky.social · 21/08/2026
Are younger entrepreneurs necessarily more sustainability-oriented? Our evidence challenges that assumption: owner age is positively associated with sustainability pursuit across almost 90,000 owner-managers in 67 countries.
100
jebsen-simon.bsky.social @jebsen-simon.bsky.social · 21/08/2026
AI implementation is not only about technology and skills. Business and technical experts may use different vocabularies, standards of evidence and claims to authority. Digital transformation also requires the capacity to work across professional boundaries. #AI #Collaboration
010
jebsen-simon.bsky.social @jebsen-simon.bsky.social · 20/08/2026
Hybrid work probably shouldn’t be designed as if employees have identical developmental needs. Experienced staff bring networks, tacit knowledge and organisational familiarity with them. Newcomers often still need to build these. So the useful question isn’t simply “how many office days?”
100
jebsen-simon.bsky.social @jebsen-simon.bsky.social · 18/08/2026
The new MRev issue shows why transformations of work cannot be reduced to technology. They also reshape identity, learning, careers, inequality, membership and organisational governance. #OrgStudies #FutureOfWork @managementrevue.bsky.social @imrpress.com
110
jebsen-simon.bsky.social @jebsen-simon.bsky.social · 18/08/2026
Remote work may be normalised, but its governance remains unsettled. Bellmann, Conrads and Matuschek connect working from home to regulation, worker representation, occupational health and decent work. Flexibility requires institutional design.
010
Reposted by @jebsen-simon.bsky.social
Management Revue - Socio-Economic Studies @managementrevue.bsky.social · 14/08/2026
Editor’s Pick 2025 | Remote work is now normalised, but its regulatory and employment-quality questions remain unsettled. Bellmann, Conrads and Matuschek examine stakeholder interests, worker protection and decent work. doi.org/10.31083/MRe... #RemoteWork
011
jebsen-simon.bsky.social @jebsen-simon.bsky.social · 17/08/2026
Organisational change creates hidden work: interpreting new structures, rebuilding relationships, clarifying responsibilities, and keeping daily operations functioning during transition. Change plans should ask not only what must change, but who is carrying this work. #OrgChange #EmployeeVoice
100
jebsen-simon.bsky.social @jebsen-simon.bsky.social · 16/08/2026
In remote work, documentation is not only an efficiency tool. It can be an inclusion practice. People with strong networks can often reconstruct missing context. Newcomers and peripheral team members may not. Explicitness reduces unequal dependence on informal access. #DIMODI #RemoteWork #Inclusion
100
jebsen-simon.bsky.social @jebsen-simon.bsky.social · 15/08/2026
The central assessment question in the age of generative AI is not how to prevent AI use. It is what evidence allows us to conclude that a student has achieved the learning objectives. AI has made assessment validity impossible to avoid. #HigherEducation #Assessment #GenAI @sdu.dk
100
jebsen-simon.bsky.social @jebsen-simon.bsky.social · 15/08/2026
Keeping a human “in the loop” is not the same as giving employees a voice. As AI enters recruitment, performance and other HR decisions, governance matters: Who understands the system? Who can challenge its output? Who can override it?
100
jebsen-simon.bsky.social @jebsen-simon.bsky.social · 13/08/2026
New paper: age matters for sustainability—but not in one direction. Across 89,690 owner-managers in 67 countries, older owner age is positively associated with pursuing sustainability, while older business age is negatively associated with it.
110
jebsen-simon.bsky.social @jebsen-simon.bsky.social · 13/08/2026
Representation is not simply about adding voices. It can redistribute recognition, influence and authority—and challenge who gets to define the organisational “we”. Do organisations want participation as input, or participation as influence? #WorkplaceDemocracy
000
jebsen-simon.bsky.social @jebsen-simon.bsky.social · 11/08/2026
A resilience paradox: The better employees become at quietly compensating for organisational dysfunction, the less visible that dysfunction may become. We should not confuse employees’ capacity to keep an organisation functioning with its capacity to function well. #OrgStudies #Resilience
110
jebsen-simon.bsky.social @jebsen-simon.bsky.social · 10/08/2026
Employee participation is not only about whether people are involved. Timing matters. Consultation after the problem, solution, and implementation plan have already been defined is not equivalent to participation while decisions are still open. #EmployeeVoice #OrganisationalChange
100
jebsen-simon.bsky.social @jebsen-simon.bsky.social · 09/08/2026
A theory is not useful merely because it gives something a name. Its value lies in whether it changes what we notice, helps distinguish similar situations, and identifies mechanisms that would otherwise remain hidden. Good theory creates disciplined attention. #OrgStudies #ManagementResearch @SDU
000
jebsen-simon.bsky.social @jebsen-simon.bsky.social · 08/08/2026
Remote work does not simply reduce visibility. It changes how visibility is produced. Some contributions are easy to present. Coordination, informal support, and problem prevention often remain unseen. Recognition should not depend on constant self-promotion. #RemoteWork #DigitalWork SDU
110
jebsen-simon.bsky.social @jebsen-simon.bsky.social · 07/08/2026
How do we know whether GenAI increases productivity? “AI adoption” may conceal very different phenomena: exposure, actual use and genuine augmentation of human work. And once human + AI contributions become intertwined, attribution itself becomes an organisational and methodological problem.
110
jebsen-simon.bsky.social @jebsen-simon.bsky.social · 07/08/2026
Digital transformation is also a governance question: who decides, whose expertise counts, how responsibility shifts — and whether employees have meaningful influence over change. A very relevant call on governing digital transformation in organisations. #DigitalTransformation #Governance
100
jebsen-simon.bsky.social @jebsen-simon.bsky.social · 05/08/2026
A degree programme can contain many good courses and still lack coherence. Programme quality is created between courses: through progression, alignment, shared expectations, and the deliberate development of competencies over time. #HigherEducation #CurriculumDesign
020
jebsen-simon.bsky.social @jebsen-simon.bsky.social · 05/08/2026
A reporting channel can exist without being trusted. Employee voice is not only about access to procedures. The real test is organisational responsiveness: what happens after someone speaks up? #EmployeeVoice #OrganisationalJustice
020