Organizations act in increasingly dynamic environments. In order to sustain and achieve competitive advantage under that condition, it becomes essential to tread a path of dynamization. However, what exactly is dynamization? Does it evolve automatically according to the changing environment or has it to be shaped intentionally? In this paper, we will focus on the decisive role of human resource management in the change towards dynamization. If human resource man- agement is the incubator for any intentional change towards dynamization, it needs an appropri- ate instrument. This instrument is a “dynamic language”, influencing dynamization success by the power of words. We will propose four specifications that will help human resource manage- ment to tackle the process of dynamization through language.

1. Dynamic Language For Dynamic Organization:
The Role Of Human Resource Management
Academy of Management Conference
Philadelphia, 08/04/2014
Tobias M. Scholz
Chair for Human Resource Management
and Organizational Behavior
University of Siegen

2. „As companies face an information explosion and
unprecedented need for flexibility in a rapidly changing
marketplace, the corporate model is in the midst of a
complete makeover.“
(Barabasi, 2003)
Problem: Dynamic Organization
Academy of Management Conference 2014tobias.scholz@uni-siegen.de 2
scs

3. Suggestion: Dynamization
Academy of Management Conference 2014tobias.scholz@uni-siegen.de 3
Change will become the new normality
(Farjoun, 2010)
Need for dynamization
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4. Suggestion: Dynamization Driven by HRM
Academy of Management Conference 2014tobias.scholz@uni-siegen.de 4
Employees will live the change
(Rafferty, & Restubog, 2010)
Employees will be the foundation for change
(Porra, & Robertson, 1992)
HRM will play a critical role
in respect to dynamization
(Rafferty, et al., 2013)
tms
• more differentiated
• faster
• more versatile
• more sustainable
• more methodologically
competent
• more flexible
(Stein, 2012)

5. Power of (Dynamic) Words
tms
Dynamization can be achieved through language
Language is the forgotten dimension (Chanlat, 1990)
Language is essential for creating and controlling
positions and ideas (Pondy, & Mitroff, 1979)
Language can be used as a tool for analysis and change
(Näslund, & Premer, 2011)
“The limits of my language mean the limits of my world.”
(Wittgenstein, 1922)
Academy of Management Conference 2014tobias.scholz@uni-siegen.de 5

6. scs
Specifications for a Dynamic Language
Academy of Management Conference 2014tobias.scholz@uni-siegen.de 6
Language Recurrence
Language Accuracy
Language Hygiene
Academy of Management Conference 2014tobias.scholz@uni-siegen.de 6

7. Language Recurrence
Academy of Management Conference 2014tobias.scholz@uni-siegen.de 7
Proposition 1:
A recursive generation of a dynamic-related language will
increase the acceptance of the undergoing dynamization
changes of a dynamic organization.
scs

8. tms
Language Accuracy
Academy of Management Conference 2014tobias.scholz@uni-siegen.de 8
Proposition 2:
Accurate dynamic-related language will improve the
semantics-strategy-fit and subsequently will increase the
success of a dynamic organization.

9. Language Hygiene
Academy of Management Conference 2014tobias.scholz@uni-siegen.de 9
Proposition 3:
Constantly retaining language hygiene over time by
proactively searching for non-dynamic-conformal language
usage will increase the sustainability of the dynamic
organization.
tms

10. Prime example for a dynamic newspaper in the digital age
“Not a single person among the hundreds we interviewed ever
suggested tinkering with the journalistic values.”
“The habits and traditions built over a century and a half of putting out
the paper are a powerful, conservative force.”
“Many of our traditions, routines and habits seem increasingly out of
step with the digital world.”
“The newsroom would never allow that.”
“We are not moving with enough urgency.”
(Quotes from an internal “leaked” report in 2014)
With such “inaccurate” language, an organization will remain
undynamic or static, even if there is a dynamic strategy
Example (1)
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11. Example (2)
Academy of Management Conference 2014tobias.scholz@uni-siegen.de 11
Loops that are bogus dynamics will make an organization
seemingly dynamic but actually static
(Quotes from annual reports)
1997:
We became leaner, faster
and more flexible.
2008:
We established clear
structures and lean
processes.
2013:
Processes can be made
even more flexible, faster
and more efficient.
2005:
We will get faster, more
flexible, leaner and more
efficient.

12. Nokia was an agile, innovate and adaptive organization and was
capable of great transformation and divestment (e.g. paper, electricity,
mobile phones)
“They had become arrogant at Nokia and as a result they were too
slow to react to changes in the world around them.” (Rouvinen, 2013)
“Complacency had kicked in, they felt they could do no wrong.”
(Wood, 2013)
“What happened to Nokia is no secret: Apple and Android crushed it.”
(Surowiecki, 2013)
Without adapting to language signals from internal and external
environment, organization stuck in static traps, although they
actually had the capabilities to be dynamic
Example (3)
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13. Discussion (1)
Academy of Management Conference 2014tobias.scholz@uni-siegen.de 13
Dynamization and language are intertwined
Language shapes and creates reality
Social constructivism (Berger, & Luckmann, 1966)
Power of words is a subtle influence within an organization
Dynamization by words is a difficult and lengthy process
“on its own”
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14. Discussion (2)
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HRM is “born”, qualified and capable for both
dynamization and dynamic language
HRM influences people and increases the competitive
advantage (Lado, & Wilson, 1994)
Role of HRM is changing
Acceptance by acting as an incubator
Semantics-Strategy-Fit by acting as a business partner
Sustainability by acting as a watchdog
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15. tms
Conclusion
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With a professional corporate language management
containing
language recurrence (acceptance),
language accuracy (semantics-strategy-fit) and
language hygiene (sustainability),
the dynamization of an organization will become more
resilient.

16. tms
Conclusion
Academy of Management Conference 2014tobias.scholz@uni-siegen.de 16
With managing professional corporate language containing
language recurrence (accepting),
language accuracy (fitting semantics and strategy) and
language hygiene (sustaining),
the dynamization of organizing will become more resilient.

17. tobias.scholz@uni-siegen.de Academy of Management Conference 2014 17

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