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Träfflista för sökning "AMNE:(SOCIAL SCIENCES Business and economics) ;lar1:(cth);pers:(Räisänen Christine 1950)"

Sökning: AMNE:(SOCIAL SCIENCES Business and economics) > Chalmers tekniska högskola > Räisänen Christine 1950

  • Resultat 1-10 av 29
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1.
  • Gluch, Pernilla, 1968, et al. (författare)
  • Social practices, structure and agency: Effects on environmental management in construction projects
  • 2006
  • Ingår i: 13th International Greening of Industry Network Conference, City Hall, Cardiff, 2-5 July 2006.
  • Konferensbidrag (övrigt vetenskapligt/konstnärligt)abstract
    • This paper discussed social processes and practices associated with environmental management in project organisations. The focus is on the interplay between structural conditions and managerial agency and its effects. Drawing on a qualitative case study, organizational and social mechanisms that influence the interplay between environmental management and project management have been studied. Findings show the existence of built-in tensions in the relationship between how the environmental work respectively how the project is organized and managed. An effect from these tensions is that organizational units within the corporation, due to isolation, partly strive towards different goals. This way of organizing also restrains the environmental organizations ability to communicate environmental information as well as the project organizations ability to handle environmental issues properly. It is concluded that the way environmental issues are dealt with in construction projects largely depends on their legitimization in the project and how well socio-cultural communication processes succeeded in creating meaning and understanding for practitioners in relation to their specific practice, situation and context. It is also found that environmental work governed by a top-down controlled environmental management system match poorly with the decentralized and autonomous decision-making culture of project organisations, making them insufficient for situated project practice. It is concluded that top management need to support the establishment of communicative communities of practice by offering arenas where members from the two units can team-up.
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2.
  • Räisänen, Christine, 1950, et al. (författare)
  • Strategy wayfinding: Backstage rehearsal for frontstage enactment
  • 2019
  • Ingår i: Nordic Academy of Management conference. ; 2019
  • Konferensbidrag (refereegranskat)abstract
    • In mainstream literature, strategy is conceptually viewed as future-oriented; top management responds to prevailing external factors by cognitively constructing an abstract means-end representation of a perfect future. This representation is encapsulated in predefined mission, goals, master plan and (sometimes) actions. Simultaneously, much of the literature reports multiple organisational failures to transform this strategy representation into operational performance. What is it that goes wrong in the communication process between strategy formulation and strategy implementation? In this conference paper we seek answers to this question. Informed by a strategy-as-practice (SaP) perspective, we study the unfolding of an institutionalised strategic practice, away-days (aka strategy workshops), in real time in three construction companies. We draw on three frames: the notion of strategic episodes (Henry and Seidl 2003); Turners’s (1980) theory of ritualization, and Goffman’s (1990) conception of backstage and frontstage performances. Using an ethnographic approach, we seek to understand the dynamics at play in the uptake and/or resistance to proposed strategies. We see strategising as wayfinding that unfolds in time and space, and in which past and present action-based, intersubjective and contextually interdependent practices, human sensitivities and predispositions (habitus) as well as technical and semiotic elements are mutually constitutive Studying the unfolding of an institutional practice at micro level can help us understand how an organisation’s “forelife” (Räisänen et al 2011) and the anticipated outcomes or the “afterlife” (Pearce 2007) of the practice influence the enactment of that practice in the present. In other words, what impacts do an organisation’s past history and its strategic future-oriented vision and goals have on the present planning and implementation of an event such as strategy away- days. Observing strategy-in-the-making in real time with subsequent deep interviews with strategists and participants have enabled us to trace actions that may or may not result in strategic outcomes both backward (preconditions) and forwards (consequences). In this extended graphical abstract, we provide a brief summary of the theoretical framing. We then illustrate the three away-day sites pictorially to give the reader a feel of the affordances and/or constraints that each site offers. We hope these illustrations in large part speak for themselves. We present our empirical findings in table form, ordered according to Henry and Seidl’s (2003) strategy episodes; however, we have conflated initiation and conduct, and added what we see as two very important framing episodes: forelife and afterlife.
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3.
  • Löwstedt, Martin, 1982, et al. (författare)
  • CEOs narrating leadership: Constant gardeners, team players, actionable pragmatists and business directors
  • 2018
  • Ingår i: Proceeding of the 34th Annual ARCOM Conference, ARCOM 2018. ; , s. 697-706
  • Konferensbidrag (refereegranskat)abstract
    • There is an increasing stream of leadership-related rhetoric, organisational discourses and training interventions stemming from policy-makers, media and management consultants concerning the ‘right’ kind of leadership needed in order for industries to meet their current and future challenges. Yet seldom is the concept itself problematised or viewed from the perspective of leadership as it unfolds in situated practice. The purpose of this explorative pilot study is to examine CEOs discursive constructions of their leadership, their ambitions and concerns in their every-day practice. Using a narrative-survey approach, life-stories of 12 CEOs in private construction-related organisations in Sweden were collected and analysed against the backdrop of recent studies of managerial leadership of site managers in construction. Four main metaphorical themes emerged of CEOs leadership practices: constant gardeners, team players, actionable pragmatists and business directors. These mindsets showed quite different orientations to those advocated in much of the normative leadership literature. Rather the practices had interesting similarities with the leadership views of site managers. The paper contributes with a more nuanced, and maybe humbler, view of leadership at the top, which aligns well with leadership practices on site. We also introduce a novel qualitative research tool and briefly reflect over its viability.
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4.
  • Sandberg, Rikard, 1984, et al. (författare)
  • Workaholics on site! Sustainability of site managers' work situations?
  • 2016
  • Ingår i: 21st WBC16 Congress.
  • Konferensbidrag (refereegranskat)abstract
    • Site-managerial practice in construction has been depicted as a ‘muddling through’, being everywhere at the same time and skilfully solving problems as these crop up. The purpose of this paper is to explore work patterns and related well-being implications of site managers in construction. Drawing on the work-life stories of 21 site managers, which have been analysed using narrative analysis we argue that muddling through put high demands on these managers’ abilities and possibilities of coping with and balancing their work situations. In all the accounts, several features of workaholism were identified as driving forces, often leading to negative well-being symptoms. The site managers were passionate about their work, but deplored organisational and institutional constraints, which mostly obstructed rather than supported or facilitated their work. This resulted in periods of exhaustion and stress, leaving little energy over for family and life outside work. We conclude that the warnings we perceive concerning the unsustainable work situations of site managers warrant further research.
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  • Räisänen, Christine, 1950, et al. (författare)
  • Strategy workshops: The fusing of the past and the future in the present
  • 2013
  • Ingår i: CIB World Building Congress, Construction and Society, Brisbane, 5-9 May 2013.
  • Konferensbidrag (refereegranskat)abstract
    • This paper draws on empirical data from a longitudinal study of strategy management in a large Swedish construction company. We examine strategy-in-the-making at the micro level of discursive practice during a two-day strategy workshop with middle managers. We show how strategic sense-making is achieved through creating a coherent link between past and future, staged as a rehearsal in the present. This collective, informal strategising rehearsal provides middle managers with a liminal space, time and mediating tools to make sense of and appropriate the information and knowledge embedded in new strategies. We suggest that by conceptualising strategy workshops as ritual backstage rehearsals of future actions, managers may enhance the success of the intended strategy outcomes. Studying strategy-in-the-making at the micro-level contributes understanding of how actors avail themselves of institutional practices and mediating tools to construct meaning.
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7.
  • Sandberg, Rikard, 1984, et al. (författare)
  • Working in a loosely coupled system: exploring practices and implications of coupling work on construction sites
  • 2021
  • Ingår i: Construction Management and Economics. - : Informa UK Limited. - 1466-433X .- 0144-6193. ; 39:3, s. 212-226
  • Tidskriftsartikel (refereegranskat)abstract
    • The conceptualization of construction as a loosely coupled system has been widely used to explain behaviour within the industry. In this article, we revisit the concept by exploring what it means to work at the micro-level within this system. Adopting a practice lens, this study focuses on the daily work of site managers, a category of workers who often have been described to have a hub-like role in construction projects. The findings highlight how their work consists of activities that can be seen as mundane, yet simultaneously fill an important coupling function in the projects, which we conceptualize as coupling work. Coupling work denotes a managerial work practice through which site managers use slack from the parent organization to tighten site-activities. However, they do so in a particular way that tightens the projects closer to their own authority which, in turn, sustains organizational loose coupling. The study contributes to debates on change and development in construction by showing how coupling work is produced and reproduced to preserve the autonomy and control of site managers.
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9.
  • Björnström, Johan, 1975, et al. (författare)
  • Role of action research in dealing with a traditional process
  • 2009
  • Ingår i: Performance Improvement in Construction Management. - 9781135998363 ; , s. 102-114
  • Bokkapitel (övrigt vetenskapligt/konstnärligt)abstract
    • Effective strategic management is becoming an increasingly important issue both for practitioners and management scholars. Not only is the process of formulating and implementing strategies given higher priority, but the role and meaning of strategies are also changing (Price, 2003). In the construction industry, however, relatively few companies seem, as yet, to have established a formal strategy process, even though there is considered to be greater awareness of the importance of effective strategic management to enhance performance and profitability (Junnonen, 1998). In the purportedly conservative construction industry, actors prefer adhering to the ‘business as usual’ mindset, which often results in a drift of strategic meanings and ultimate blurring of the organization’s strategic position (Johnson et al., 2005). Following a number of reports of companies’ failure to implement strategies (see, for example, Allio, 2005; Corboy and O’Corrbui, 1999; Kaplan and Norton, 2001), the attention of practitioners and researchers is now shifting from the formulation process to implementation dilemmas (Aaltonen and Ikavalko, 2002). The already growing body of research into strategy implementation seems to agree that one of the main reasons for failure is ineffective organizational communication caused by a lack of consideration of the social environment at the strategy execution level of the organization (Miniace and Falter, 1996). Yet, what is meant by the term ‘communication’ is not defined, and just a few studies have focused on the discursive and rhetorical aspects of strategy communication (Fairhurst et al., 1997; Johansson, 2003; Müllern and Stein, 1999). These studies typically describe managerial strategic communication as being transactional rather than interactional, monologic rather than dialogic and top-down rather than bottom-up. They also characterize strategic rhetoric at the top level of management as abstract rather than concrete, idealistic rather than realistic and distanced rather than proximal. To our knowledge, no such studies have been carried out in the construction industry. The overall purpose of this chapter is, therefore, to report preliminary results from a longitudinal case study of the strategy work carried out in a large Swedish construction company during a period of organizational change. Our concern here is the ways in which the new strategies are communicated down the chain of command in the company: from top management levels via middle management to project management. We focus on the face-to-face communications used by the different managerial levels to disseminate the corporate strategy and the implications this has on the ways in which the strategies are interpreted and understood. Of particular interest in these interactions are the underlying reasons for the different approaches toward strategy implementation. We hope to contribute some insights into the complexity of communicative processes and practices and argue that organizations need to view discursive processes and practices as an integral part of organizing.
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