The Organization Studies Journal Award

The Organization Studies Journal Collection offers an annual award for newly published research or thinking that has been recognized to be outstanding by members of the Organization Studies Research Network.

Award Winner for Volume 17

Institutional Guardianship: How Leaders in Nonprofit Academic Organizations Resolve Ethical Dilemmas in their Work

Leaders in nonprofit organizations, such as colleges and universities, are often tasked with ethical burdens. Yet, little is known about what these issues are and how academic leaders approach the ethical dimensions of their work. Through a pilot study involving in-depth interviews with thirteen deans at private, nonprofit liberal arts colleges in the US, this article documents a “guardianship framework” as a method by which higher education leaders serve the “best interests of the institution.” The article argues that this guardianship framework serves as a prism through which organizational life is experienced, and impacts how ethical decisions are identified and resolved. Previous research on ethical decision-making in organizations has focused primarily on business rather than on mission-based organizations. The surprisingly strong effect of a “guardianship framework” to decision-making adds to our understanding of how those who work in nonprofit, mission-based organizations, such as colleges and universities, employ a notion of ethics to their work.

Past Award Winners

Volume 16

Towards Strategically Sustaining Business Students' Careers in a Globalized Workplace: The Importance of Being Responsible and Accountable

Susan Fox-Wolfgramm, The International Journal of Knowledge, Culture, and Change Management: Annual Review, Volume 16, Issue 1, pp.1–14


Volume 13

Cultural Factors Affecting International Teamwork Dynamics and Effectiveness

Steven Levitt, The International Journal of Knowledge, Culture, and Change Management: Annual Review, Volume 13, Issue 1, pp.9–23


Volume 12

Using Knowledge Processes to Improve Performance and Promote Change: The Continuous Loop Model and Cultural Enablers

Herbert Nold, The International Journal of Knowledge, Culture, and Change Management: Annual Review, Volume 12, Issue 1, pp.53–70


Volume 11

Building Bridges: A Transdisciplinary Future for Knowledge Management

Rachel Jones and James Lee Corner, The International Journal of Knowledge, Culture, and Change Management, Volume 11, Issue 2, pp.19–30


Volume 10

Towards a Federated Architecture for Change Management: Lessons Learned from Quality Management and Other Management Areas

Frank Habermann, The International Journal of Knowledge, Culture, and Change Management, Volume 10, Issue 11, pp.93–106


Volume 9

Transforming the Cynic: Recommendations for Leaders Implementing Organizational Change

Tracy Freeze, The International Journal of Knowledge, Culture, and Change Management, Volume 9, Issue 2, pp.141–154


Volume 8

Building the Capacity of Learning Professionals through an Infusion of Formal and Informal Learning

Susan Bolt, The International Journal of Knowledge, Culture, and Change Management, Volume 8, Issue 4, pp.179–186