Studying organizations as temporary

This article reflects upon the methodological pessimism that sometimes plagues students of organizations. In particular pessimism seems to strike us when we try to get to grips with the incessant transformations of organizations—transformations that seem to occur at such great speed. Our immediate reaction to Heraclitus’ statement that: “You cannot step twice into the same river” is that it has considerable methodological relevance. However, we contend that his metaphor in its orthodox version leads to too narrow a view. An elaboration of the metaphor could perhaps reduce the pessimism regarding organizational studies by promoting a focus on contextual aspects. Moreover, changes and transformations in themselves do not necessarily represent a stumbling block for the researcher. Rather studying crucial projects provides a means for studying the mechanisms at work in the host organization. The resulting approach—contextualization in a broad sense—relieves researchers of some of their pessimism, maybe even inspires optimism, by raising new questions: not only “what can be said?” (about the organization), but also “in what contexts?” and “about what manifestations in those contexts?” The article concludes with some remarks on the scarcity of the contextualization approach for studying organizations as temporary phenomena.     

Leading corporate sustainability: The role of top management team composition for triple bottom line performance

Sustainable development at the corporate level requires balancing social, environmental, and financial performance goals. Achieving such “triple bottom line” (TBL) performance is a very challenging task. In this study, we explore the role the organization's top management team (TMT) plays in leading their organization towards corporate sustainability. We focus on how two distinct aspects of the TMT's structural composition—the presence of a “chief sustainability officer” (CSO) and the TMT's functional diversity—affect the organization's ability to reach high levels of TBL performance. We follow the presence of 22 global energy companies in Corporate Knight's “Global 100” sustainability index for a period of 11 years and find that, surprisingly, the presence of a CSO does not boost TBL performance. However, we do find a positive effect for TMT functional diversity, suggesting that more diverse TMTs are better able to lead their organization to higher levels of TBL performance.     

The Throwaway Culture in the Economy of Exclusion: Pope Francis and Economists on Waste

An essential part of Pope Francis’s critique of the “economy of exclusion” is the concept of the “throwaway culture,” which is an attitude and a reality that goes beyond mere exclusion. Francis is building on critiques of consumerism (what John Paul II called “economism”) that noted both the environmental impacts of unnecessary waste and the social and human impact of reducing humans to mere consumers—the idea that happiness is shopping. Francis adds to this a concern for the people on the margins of society who are treated as disposable and for the consequences of climate change, both of which are connected to the throwaway attitude. This article looks at Francis’s views within the tradition of Catholic social thought and at how economists, especially Adam Smith, who provided the foundation for modern economics, looked at waste and consumerism.     

Designing high commitment — high performance organizations

In this paper the author suggests a number of reasons why in recent years there appears to have been a shift in thinking away from traditional bureaucratic-scientific forms of organization to alternative types of organizational design. In most cases, that thinking has yet to be translated into practial action. Experiments in organizational design are taking place but progress appears to be hindered by the lack of a sufficiently well understood design theory, a clearly existing model to emulate, and not least by a failure to know how we get from “where we are” to “where we want to be”. The author describes some of the basic characteristics of what have been called “high commitment—high performance” organizations, and concludes by offering a step-model towards the creation of such an organization.     

Negotiating “best practices” in package software implementation

Package software is often marketed with the promise of offering cutting-edge “best practices”. However, questions remain as to how diverse groups in an organization arrive at a consensus about what constitutes as “best practices” in package software and how these “best practices” are appropriated to the specific local contexts. In this case study, we examine the incongruence in the technological frames of the diverse groups with respect to these “best practices” and trace how these groups implement specific political and discursive strategies to overcome and resolve these incongruent frames. We find that it is an intricate process that demands not only that management make a concerted effort to create and actively work to coax and sustain allies, but also champion, and advocate for the rhetorical justification behind these “best practices.” The negotiated frames of parties are eventually inscribed into the software itself.     

Flexible learning systems and obsolete organization structures: steps towards bridging the gap

This study explores the mismatch between existing learning systems and the members’ needs for learning in a large international organization. It responds to recent research which argues that members’ learning modes need to be understood and catered for in modern age organizations. Rather than arguing from “what should be”, however, it explores “what is”, by analysing the mismatch developing in a classical organization. Based on the findings, an instrumental model is elaborated, which combines structural and cognitive factors. A main argument is that learning systems and organization structure inhibit one another mutually, which prevents lasting change from taking place. The key to resolving mutual inhibition is to engage in a process of inquiry which focuses on the overall structure and also the learning systems. Three characteristics of such a process of inquiry are proposed as requirements for the resolution of mutual inhibition: social context, setting and proximity.     

Tracking innovation: The need for reliable measures of its presence and effects

It is generally accepted that innovation is an essential ingredient of corporate success and, when pervasive, strengthens the economy while warding off foreign competition. Many point to a perceived weakening of this process in U.S. firms as a contributing factor to the steady decline of productivity growth vital to our nation's stability. They clamor for government programs to encourage technical venturing, embracing the “R & D hypothesis” which declares that privately sponsored research is the wellspring of innovation, and thus the key to a producer's prosperity — leading to more vigorous industries.In response, Washington is seeking ways to spur private spending on R & D during this era of diminished Federal backing for research. Such initiatives are handicapped by a lack of data establishing the existence and extent of the apparent slump in industrial creativity. Also there is scant information available to management that demonstrates a close correlation between fortunes of the firm and activities characterized as innovations. Without such evidence, business appears reluctant to abandon its cautious attitude towards support of R & D that cannot be readily commercialized.Little is known about innovation's economic impact or bearing on the survival of an enterprise. The connection between industrial research and the launch of desirable products is too abstruse to permit the assumption that in-house R & D inevitably spawns viable innovations. We do not have data which permit rational decisions for the effective management of innovation by firms, or the design of a workable model for the process. This information gap has a deleterious effect in industries traditionally dependent upon research, and leads to strategies — aimed at fostering innovation — that are inadequate, badly timed or ill conceived.An innovation stems from a series of management decisions motivated by the quest for profits and tempered by industry conditions — government incentives notwithstanding. Companies pay for R & D which promises revenues that would not otherwise appear, and back a new product when the expected return is comparable to that from less risky alternative investments. They require an easily administered method for verifying, in accounting terms, the outcome of an innovation so its contribution to profits can be contrasted with the yield from product improvements or line extensions. Management could then weigh a proposed innovation the same way it evaluates other commitments.Authors of public policy need to monitor the pace of innovation on a regional or national scale so that they can determine when stimulants are called for — to restore this activity to the desired level. The traditional indices of innovation's intensity are imprecise, and misleading if the purpose be to identify a trend. “R & D expenditures” must be viewed with circumspection for they are not always incurred in pursuit of innovations, especially with increasing outlays for compliance with government regulations. “Patents awarded” or “technical articles published” are scant proof of seminal activity, and “government contracts awarded” is not a useful statistic. A true “index of innovation” is needed to guide public policy — one founded on data tied to the launching of products.In conclusion, this article suggests a technique for quantifying innovation inside the firm, as a planning tool of management and to provide the data base for a meaningful “index of innovation”. It describes the index, to be derived from data reported by a representative sample of geographically dispersed companies. A procedure is outlined for generating such data in firms, collecting it by a central authority, and calculating the index.     

Transition towards and of sustainability—Understanding sustainability as performative

Our purpose is to explore the concept of “sustainability” when understood from a performative perspective, i.e. as a concept that is filled with meaning across time. Drawing on a 10 year-long study of the digital footprint of Stockholm Royal Seaport, claimed to be northern Europe's largest sustainable urban development district, we show that “sustainability” emerged as the project became associated with particular places, projects, histories, and technologies. This means that “sustainability” was local in that it was situated in the particular spatial context of the project; temporal in that it was situated in a particular time; and political in that it expressed particular values and perspectives. The study contributes to explaining why “sustainability” remains—and always will remain—a contested concept, which is why sustainability transitions are complex. Consequently, we suggest that the transition towards sustainability always involves the transition of sustainability, something that needs to be acknowledged in order for a transition to actually become sustainable.     

Gaining from disorder: Making the case for antifragility in purchasing and supply chain management

The purchasing and supply chain management (P&SCM) discipline assumes that supply chains are fragile systems, hence taking a “negative” approach toward disorder. Building on Taleb’s concept of antifragility—the ability to gain from disorder rather than avoiding it—, we challenge this traditional assumption. The COVID-19 pandemic has revealed that some companies were indeed able to gain from disorder, whereas some of those that focused too much on robustness and resilience lost ground. Building robust and resilient supply chains may no longer be enough to thrive in today’s highly volatile business world. This article sparks a new debate by introducing antifragility to the P&SCM literature and provides new directions for future research.     

Artifacts that organize: Delegation in the distributed organization

A great deal of research on geographically distributed organizing focuses on communication among members; however, in the face of increasingly large, complex and interdependent infrastructure, scholars must also examine instances of technology-supported coordination that function by replacing rather than enhancing human communication among organizational members. Central to this are complex processes of delegation — in which organizational work and agency are passed back and forth across the shifting line between “social” and “technical” elements. Building on work in the sociology of science, this paper extends the concept of delegation and applies it to thorny questions around the work of sustaining organization over time. We explore two examples from the Open Science Grid (OSG), an initiative that distributes computational resources to geographically dispersed and otherwise loosely coordinated research teams. Our first case is one of successful delegation, as automated access to resources is extended to a new group of distributed scientists. We then turn our attention to a case where the process of delegation breaks down, revealing the usually invisible work needed to sustain “seamless” integration. As these cases show, delegation is complex, fragile, and central to the nature of contemporary organizing. Specifically, delegation: 1) reconfigures the organization of work; 2) transforms how outcomes are accomplished; 3) redistributes responsibility for organizational decision-making; and 4) shifts the visibility and invisibility of both actors and their work.     

Scaling of HIS in a global context: Same,same, but different

Scaling of information systems is a field of research with growing importance. This paper presents the story of scaling of an artifact (called District Health Information Software — DHIS) and associated principles and practices around a health information system that has taken place over 15 years, both within and between multiple developing countries. Through the lens of the story of the artifact over its trajectory of development and implementation in multiple contexts and time, we develop insights that challenge traditional thinking around scaling. Scaling is not about constant gains and expansion, as is often assumed, but involves a dichotomy of losses and gains, associated with each step or translation in its process of movement. We draw upon Latour's insights on circulating references to analyze this dichotomy of loss and gains, conceptualizing the process as circulating translations. We contribute to the technology transfer literature in arguing that the process of transfer is not about a “parachuting” from point A to B, or a “design from nowhere” but something which occurs in a series of small steps, where with each step new socio-technical configurations are created which not only shape subsequent steps, but also redefine the content of the artifact. In this way, we are in line with findings from the social studies of technology, but differ in that our artifact of study – software – is more “virtually immaterial” than machines which had been primarily earlier objects of study. This property of software, coupled with growth of web-based and mobile infrastructure, allows relative ease of circulation across contexts, where it gets redefined and embedded at the same time at the interconnected levels of the global and local. We conceptualize this process of global scaling as being “same, same, but different”. We discuss both the characteristics of this process of global scaling, and the channels and mechanisms through which it takes place. Four overlapping conditions that shape this process include the software itself, the infrastructure, institutional practices, and ideas — these form the basis for a general framework to understand global scaling of health information systems. Empirically, the story of DHIS is told from its birth in the mid-nineties in South Africa developed on a Microsoft platform to its transformation to a web-based platform, built using Java based open-source frameworks, and now moving through multiple countries. We focus on these dynamics primarily within three countries namely India, Sierra Leone and Kenya.     

On the diffuseness of incomplete information game

We introduce the “relative diffuseness” assumption to characterize the differences between payoff-relevant and strategy-relevant diffuseness of information. Based on this assumption, the existence of pure strategy equilibria in games with incomplete information and general action spaces can be obtained. Moreover, we introduce a new notion of “undistinguishable purification” which strengthens the standard purification concept, and its existence follows from the relative diffuseness assumption.     

Crafting a Human Resource Strategy to Foster Organizational Agility: A Case Study

A decade ago, the Chief Executive Officer of Albert Einstein Healthcare Network (AEHN), anticipating a tumultuous and largely unpredictable period in its industry, undertook to convert this organization from one that was basically stable and complacent to one that was agile, “nimble, and change‐hardy”. This case study, while briefly addressing AEHN's approaches to business strategy and organization design, focuses primarily on the human resource strategy that emerged over time to foster the successful attainment of organizational agility. Although exploratory, the study suggests a number of lessons for those who are—or will be—studying or trying to create and sustain this promising new organizational paradigm. © 2001 John Wiley & Sons, Inc.     

Labor Market Duality and Leisure Industries in Spain: Quality of Life Versus Standard of Living

Abstract . We discuss the effects that the emergence of the new postindustrial form of flexible capitalist organization has on the Spanish labor market and, by extension, on the working life of two representative groups of employees characterized by their casual and stable working conditions. This brings a growing duality in the labor market, where individuals who cannot escape casual employment coexist with those enjoying long‐term contracts. This concern includes how these changes affect the nature and the ways in which these particular groups understand quality of life and standard of living, which in turn serves to call into question the “end of work” and the expected “leisure society.” In addition, we highlight several circumstances that illustrate a decay in job quality and working conditions, particularly the increase in working hours. Parallel to this process we identify a work‐and‐spend behavior, resulting in overspent families that exhibit financial fragility and give up quality of life, associated with more free time, for higher living standards, which demand an increasing job commitment. Free time from work has become a scarce resource in Spain, and for those individuals belonging to what is known as the “new leisure class,” it is associated with high‐spending leisure activities, which has increased the economic importance of leisure industries.     

Enactment,Sensemaking and Decision Making: Redesign Processes in the 1976 Reorganization of US Intelligence

Weick’s theories of organizing and sensemaking help enrich the assumptions in the organization design school. This study builds on Weick’s theories of sensemaking to illustrate how three fundamental organization design assumptions — dominant variables, causal laws and executive dictates — were found to be restrictive in the explanation of redesign processes in the 1976 reorganization of the US intelligence community. The assumption of dominant variables was challenged by the appearance of a multitude of events, or enactments, which were selected by organization members for further attention. The assumption of causal laws was challenged by the appearance of individual‐level cause maps which were filtered, through sensemaking processes, into organization‐level workable realities. The assumption of executive dictates was challenged by the appearance of attempts to punctuate redesign processes as organizational decisions. The study suggests value in moving from simple organization design assumptions to more reliable findings drawn from detailed observations of redesign processes.     

Less is more: A theory of minimalist luxury

We show theoretically that when high-quality, low-price counterfeits exist and are visibly indistinguishable from authentic products, the status-seeking wealthy may embrace a “less is more” purchasing strategy or what we refer to as the minimalist luxury strategy, to signal their status. These are the wealthy who have a high disutility of shopping for counterfeits. Specifically, in our model, only buyers know the authenticity of their own purchases. Because of this information asymmetry, these wealthy buyers may purposefully restrain from consuming luxury goods as a sacrifice of functional utility to stand out, a signaling strategy that the rest are not willing to mimic. Thus, “less” functional utility allows those status-seeking wealthy to enjoy “more” symbolic utility that the society bestows on their perceived status. This minimalist luxury strategy is in sharp contrast to Veblen's conspicuous consumption strategy, as well as to the maximalist luxury strategy proposed by Liu et al. We derive this minimalist luxury equilibrium, discuss how signaling in our context can differ from that of Veblen and Liu et al., and explore its managerial implications for the luxury goods industry.     

The conceptions about managing coordination in Iranian governmental machinery: a Q methodology study

Alignment among governmental organizations is one of the major national concerns in all political systems. The origin of this concern is the weakness of “horizontal management” which refers to horizontal coordination among all organization that exercise national governance. One of the important influences on horizontal management is the attitudes and perceptions of governing elites. This paper focuses on perceptions of barriers to coordination in government among public administrators, programming elites, politicians and academics involved in the government system. The authors use the inductive research technique Q-methodology, which is a research method used to study people’s “subjectivity”, to investigate the views of of 50 members of the governing elite about barriers to coordination of the Iranian government web. The results show that these elite members have seven distinct conceptions about managing coordination in government which are based on how they perceive these barriers. The authors labeled these conceptions as: goal-orientation, unification-orientation, policy-orientation, reality-orientation, equilibrium-orientation, performance-orientation and architecture-orientation. The seven conceptions are examined in more details and are interpreted based on existing theories in the final section of this paper.     

What You Should Know About Megaprojects and Why: An Overview

This paper takes stock of megaproject management, an emerging and hugely costly field of study, by first answering the question of how large megaprojects are by measuring them in the units of mega, giga, and tera, and concluding with how we are presently entering a new “tera era” of trillion‐dollar projects. Second, total global megaproject spending is assessed, at US$6 to US$9 trillion annually, or 8% of the total global gross domestic product (GDP), which denotes the biggest investment boom in human history. Third, four “sublimes”—political, technological, economic, and aesthetic—are identified and used to explain the increased size and frequency of megaprojects. Fourth, the “iron law of megaprojects” is laid out and documented: Over budget, over time, over and over again. Moreover, the “break–fix model” of megaproject management is introduced as an explanation of the iron law. Fifth, Albert O. Hirschman's theory of the “Hiding Hand” is revisited and critiqued as unfounded and corrupting for megaproject thinking in both the academy and policy. Sixth, it is shown how megaprojects are systematically subject to “survival of the unfittest,” which explains why the worst projects get built rather than the best. Finally, it is argued that the conventional way of managing megaprojects has reached a “tension point,” in which tradition is being challenged and reform is emerging.     

Identifying some major determinants of entrepreneurial partnership, using a confounded factorial conjoint choice experiment

Many small businesses fail before their fifth anniversary, with proportionally more minority owned businesses failing than others. The bulk of these failing entities is often organized in the form of sole proprietorship, while sound business partnerships could potentially be conducive to better prospective entrepreneurships. The objective of this study was to evaluate the importance of prospective partners’ characteristics, on the willingness of business respondents to become business partners. In the process, we used a confounded factorial conjoint choice experimental design. We found “Values sharing”, “Term orientation”, and “Community membership” to be among the most influential factors for the determination of entrepreneurial partnership. The effect direction of “shared-attributes” suggested a central need for complementary diversity in the process of sound business partnership formation. Respondents were more likely to partner with technically skilled prospective partners, than with managerially skilled ones. White respondents displayed more of a preference for business partners who did not share their values, compared to their Black counterparts. The confounded factorial conjoint choice experiment approach used in this study proved to be a helpful tool for investigating factors that influence sound business partnership formation.     

The norm of norms in HRM research: A review and suggestions for future studies

This article presents a systematic literature review of how norms are used in a sample of 436 articles in the human resource management (HRM) field. In exploring how norms are theorized, applied, and operationalized, the article identifies four main thematic fields in which norms are commonly used: culture, diversity, labor market, and work–life. The article makes three main contributions to the existing literature. First, it reveals a pervasive inconsistency in the use of norms across HRM research such that any assumption of a “norm of norms”—that is, consensus on the meaning of norms in HRM—is erroneous and in need of critical reflection. Second, the review offers a typology that outlines four similarities and differences in how HRM research employs norms. Finally, the authors propose a norm-critical research agenda as a relevant basis for future critical and reflexive enquiry into norms in both HRM theory and practice.