‘A Land of Milk and Honey’? Reengineering the ‘Past’ and ‘Present’ in a Call Centre*

ABSTRACT This article explores how managers, in the Call Centre of a Bank, (re)defined, and drew boundaries around ‘past’ cultural conditions, in relation to the introduction of a Business Process Reengineering (BPR) regime. Managers represented the ‘past’ negatively, in terms of conflict and coercion, whilst the ‘present’ was largely described as a Shangri‐La of teams and consensus. This eschewing of the ‘past’ and sublimation of the ‘present’ stood in opposition to the representations of the staff. Both the ‘staff’ and ‘managers’ seemed to reject or embrace discourses that challenged or coincided with their understanding of how things are or should be. In view of this, their understanding of the past/present is inseparable from a consideration of power and identity. The article examines the interplay between discourses and individuals, arguing that it is bound up with fear and anxiety, hope and aspiration, memory and nostalgia, among other, everyday life experiences.     

‘It Was Such a Handy Term’: Management Fashions and Pragmatic Ambiguity*

abstract This article builds on constructs that authors have labelled strategic ambiguity, interpretative viability, umbrella constructs, and boundary objects, and suggests that these constructs all articulate a central concern for collective action and the role of ambiguity therein. It characterizes as pragmatic ambiguity the condition of admitting more than one course of action, and elucidates and operationalizes this new construct. Drawing on the sociology of translation ( Callon, 1986 ; Latour, 1987 ), ^[1] it argues that pragmatic ambiguity is both the result and the resource of a collective process of intéressement occurring during the rise in popularity of a new management approach. Following Benders and van Veen (2001 ), the article posits that pragmatic ambiguity increases during the rise of a management fashion. It provides empirical evidence in support of this claim by means of a longitudinal analysis of quality management (QM) concepts as articulated by several authors both before and during the Quality Movement of the 1980s and 1990s. The analyses of QM texts show that concepts became vaguer, more ambiguous, and more general as the Quality Movement gained momentum, suggesting the presence of a positive feedback loop between pragmatic ambiguity and popularity. In addition, the data illustrate how pragmatic ambiguity was achieved and sustained textually, and how it was supported by a variety of social, linguistic and rhetorical factors.     

Temporary Liaisons: The Commitment of ‘Temps’ Towards Their Agencies*

abstract The majority of research on organizational commitment has focused on commitment in traditional, ongoing and open‐ended relationships. The commitment of employees in non‐standard work arrangements such as temporary employment has been subject to much less theoretical and empirical investigation. In this study, we examine the affective and continuance commitment of temporary workers towards their agency and its determinants. We distinguish two groups of determinants: the process by which the temporary worker chose a particular agency and the support provided by the agency. The findings can be summarized as follows: (1) affective commitment among temps is generally higher than their continuance commitment; (2) having more alternative agencies to choose from (i.e., volition) does not enhance the commitment of temporary workers; (3) a public choice for a particular agency raises both types of commitment, whereas the perceived agency dependence created by the choice increases continuance, but not affective commitment; and (4) both types of commitment are positively influenced by agency supportiveness, reflected in the way the agency deals with problems, the career support it provides, and the way it keeps in close contact with its temporary workers. Finally, the results suggest that factors raising affective commitment may ‘spill over’ to increase continuance commitment.     

Jane Jacobs' ‘Cities First’ Model and Archaeological Reality

In The Economy of Cities, Jane Jacobs conjectured that the world's first cities preceded the origins of agriculture, a proposition that was most recently revived by Peter Taylor in the pages of this journal. Jacobs' idea was out of line with extant archaeological findings when first advanced decades ago, and it remains firmly contradicted by a much fuller corpus of data today. After a review of how and why Jacobs formulated her ‘cities first’ model, we review current archaeological knowledge from the Near East, China and Mesoamerica to document the temporal precedence of agriculture before urbanism in each of these regions. Contrary to the opinions of Jacobs and Taylor, archaeological data are in fact sufficiently robust to reconstruct patterns of diet, settlement and social organization in the past, and to assign dates to the relevant sites. Our response illustrates how generations of archaeological discoveries have yielded solid empirical foundations for the evaluation of wider social scientific debates.     

Patent statistics: deciphering a ‘real’ versus a ‘pseudo’ proxy of innovation

Patent statistics have fascinated economists concerned about innovation for a long time. However, fundamental questions remain as to whether or not patent statistics represent the real state of innovation. As Griliches pointed out, substantial questions involve: What aspects of economic activities do patent statistics actually capture? And, what would we like them to measure? He pointed out that these statistics can be a mirage appearing to provide a great number of objective and reliable proxies for innovation.This paper aims to address some of these questions by making a comparative evaluation of the representability of patent statistics in four levels of the innovation process, using as examples research and development (R&D) in Japan's printer and photovoltaic solar cell (PV) industries over the last two decades. Furthermore, this research provides a new set of patent statistics which could be considered a more reliable proxy for innovation.     

The ‘science’ and ‘practice’ of HRM in small firms

This paper looks at the ‘science’ and ‘practice’ of human resource management in small firms. While there is growing evidence that the practice of human resource management in small firms is characterized by informality, there is less evidence about the science, or explaining why this is the case. We look to writing on strategic human resource management, which has at its heart the resource based view of the firm, for possibilities offered to understanding the science of human resource management in small firms.     

Environmental management: from ‘fit’ to ‘stretch’

Environmental management is a budding discipline that studies the development and shaping of environmental policy in business. This article discusses what progress has been made in theory building in the field of environmental management, and what priorities should be set for future research. The level of ambition of a company with respect to its environmental performance is seen as the result of the following three variables: the coincidence of increased eco-efficiency and market opportunities; the internal structure and culture of the company (including the influence of a number of important actors in it) and the pressure from the immediate and wider social environment to take environmental measures. Research in the field of environmental management can improve our understanding of the conditions under which companies will strive for higher eco-efficiencies. It is argued that such research must concentrate on the interaction of the three variables mentioned above and on how they affect the actions of companies. © 1998 John Wiley & Sons, Ltd and ERP Environment.     

The Relation of ‘Human Capital’ Preservation to Health Costs*

Abstract . The concept of 'human capital' has evolved in economics as a way of measuring the value society places on an individual. This value, it is argued, constitutes a real but seldom discussed limit on how much money either an individual or society will pay for the health costs of an individual. Conversely, it can be argued that the capacity of the health system to preserve ‘human capital', as created by nature and nurture and by ‘investments’ in education and training, is an economic justification for health costs, just as military costs are justified for the defense of the population. In the latter instance, the greatest public health benefit for the dollar would be obtained by Pareto optimal expenditures. Similarly a microeconomic model for the clinical process involved in diagnosing, treating and rehabilitating the diseased individual is suggested that relates the time consumed by the elements of the clinical process to the probabilities of maximizing the preservation of the greatest number of functional man-days obtainable for an aging individual's cohort. For the model to work there would have to be an economic incentive for the health provider to engage in objective-oriented, interdisciplinary, cost-effective actions in the clinical process that would minimize the diseased individual's downtime and maximize his functional longevity in an operations research framework.     

Ethnography,Reality, and Truth: The Vital Need for Studies of ‘How Things Work’ in Organizations and Management

There is considerable potential for ethnography to play a larger and more mainstream role in organization and management studies. Ethnography is not a research method. It is a way of writing about and analysing social life which has roots in both the sciences and the humanities. Whilst it prioritizes close and intensive observation in the gathering of information and insights, it may additionally and potentially use any of the full range of other research methods. A powerful rationale for ‘good’ ethnographic work is offered by Pragmatist Realist principles of truth, reality, and relevance‐to‐practice. Research based on these principles investigates the realities of ‘how things work’ in organizations. In doing this, it rigorously grounds and contextualizes the activities which the researcher observes and the accounts which they receive from organizational members. To do this well, researchers must avoid being diverted from the analysis of organizational patterns and managerial processes by researchers trying to ‘get into the heads’ of organizational members in order to capture their subjective experiences. Various moves can be identified which would encourage and enable more people to work ethnographically and to produce research which is inherently critical and is unfettered by attachment to any narrow specialist method, concept or ‘perspective’.     

The Business School ‘Business’: Some Lessons from the US Experience*

US business schools dominate the business school landscape, particularly for the MBA degree. This fact has caused schools in other countries to imitate the US schools as a model for business education. But US business schools face a number of problems, many of them a result of offering a value proposition that primarily emphasizes the career‐enhancing, salary‐increasing aspects of business education as contrasted with the idea of organizational management as a profession to be pursued out of a sense of intrinsic interest or even service. We document some of the problems confronting US business schools and show how many of these arise from a combination of a market‐like orientation to education coupled with an absence of a professional ethos. In this tale, there are some lessons for educational organizations both in the US and elsewhere that are interested in learning from the US experience.     

‘Kindergarten Cop’: Paternalism and Resistance in a High‐Commitment Workplace*

abstract This article investigates how organizational paternalism, often considered a traditional and rather archaic management style, is evoked by a culture management programme in order to increase control. Most research assumes that paternalism does successfully capture the subjective commitments of employees because they appreciate the ‘caring’ and ‘nurturing’ environment it engenders. Lacking in this literature is a consideration of how and why employees might resist organizational paternalism. An empirical study is presented that suggests some workers resist paternalism because it casts them as irrational children and undermines their dignity. The structure of this resistance is explored in detail and the relationships between paternalism, culture management and HRM examined.     

Beware of ‘Good’ Outliers and Overoptimistic Conclusions*

The main goal of this paper is to warn practitioners of the danger of neglecting outliers in regression analysis, in particular, good leverage points (i.e. points lying close to the regression hyperplane but outlying in the x‐dimension). While the types of outliers which do influence regression estimates (vertical outliers and bad leverage points) have been extensively investigated, good leverage points have been largely ignored, probably because they do not affect the estimated regression parameters. However, their effect on inference is far from negligible. We propose a step‐by‐step procedure to identify and treat all types of outliers. The paper of Persson and Tabellini [American Economic Review (2004) Vol. 94, pp. 25–46] linking the degree of proportionality of an electoral system to the size of government is discussed to illustrate how the choice of a measure and the existence of atypical observations may substantially influence results.