| 1. |
- Bürgi, P. T., et al.
(författare)
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From metaphor to practice in the crafting of strategy
- 2005
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Ingår i: Journal of management inquiry. - : SAGE Publications. - 1056-4926 .- 1552-6542. ; 14:1, s. 78-94
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Tidskriftsartikel (refereegranskat)abstract
- This article explores how the link between the hand and the mind might be exploited in the making of strategy. Using Mintzberg's image of a potter undergoing iterative and recursive learning and knowledge-building processes as a point of departure, the authors develop a three-level theoretical schema, progressing from the physiological to the psychological to the social to trace the consequences of the hand-mind link. To illustrate their theoretical schema, the authors present an illustration case of managers from a large telecommunications firm experimenting with a process for strategy making in which they actively use their hands to construct representations of their organization and its environment. The authors conclude that new and potent forms of strategy making might be attained if the fundamental human experience of using one's hands is put in the service of all kinds of organizational learning. © 2005 Sage Publications.
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| 2. |
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| 3. |
- Oliver, D., et al.
(författare)
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A meta-ethical perspective on organizational identity
- 2010
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Ingår i: Journal of Business Ethics. - : Springer Science and Business Media LLC. - 0167-4544 .- 1573-0697. ; 94:3, s. 427-440
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Tidskriftsartikel (refereegranskat)abstract
- Although much of the growing literature on organizational identity implicitly recognizes the normative nature of identity, the ethical implications of organizational identity work and talk have not yet been explored in depth. Working from a meta-ethical perspective, we claim that the dynamic, processual, and temporal activities recently associated with organizational identity always have an ethical dimension, whether "good" or "bad." In order to describe the ethical dimensions of organizational identity, we introduce the balance theory of practical wisdom as a theoretical framework, and connect this theory to existing organizational identity concepts. We present an empirical case focused on an international paint company to illustrate the relevance of this theory for empirical organizational identity research. Our intention is to expand existing theory by bringing an aspect of organizational identity that has been tangentially acknowledged to the forefront, and by identifying it as a fruitful avenue for future theory development as well as empirical research. © 2009 Springer Science+Business Media B.V.
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| 4. |
- Oliver, D., et al.
(författare)
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Beyond text : Constructing organizational identity multimodally
- 2007
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Ingår i: British Journal of Management. - : Wiley. - 1045-3172 .- 1467-8551. ; 18:4, s. 342-358
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Tidskriftsartikel (refereegranskat)abstract
- Organizational scholars have proposed a broad range of theoretical approaches to the study of organizational identity. However, empirical studies on the construct have relied on text-based organizational identity descriptions, with little exploration of multiple intelligences, emotions and individual/collective identity representations. In this paper, we briefly review the empirical literature on organizational identity, and propose a novel method for empirical study involving structured interventions in which management teams develop representations of the identities of their organizations using three-dimensional construction toy materials. Our study has five main implications. By engaging in a method that draws on multiple intelligences, participants in this study generated multifaceted and innovative representations of the identities of their organizations. The object-mediated, playful nature of the method provided a safe context for emotional expression. Because it involved the collection of both individual and collective-level data, the technique led to collective constructions of highly varying degrees of 'sharedness'. Finally, the organizational identity representations integrated unconscious or 'tacit' understandings, which led to the enactment of organizational change. © 2007 British Academy of Management.
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| 5. |
- Oliver, D., et al.
(författare)
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Créativité et identité organisationnelle
- 2006
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Ingår i: Revue Francaise de Gestion. - : Lavoisier. - 0338-4551. ; 32:161, s. 139-153
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Tidskriftsartikel (refereegranskat)abstract
- L'identité organisationnelle fournit un cadre qui peut faciliter ou inhiber la créativité organisationnelle. Cet article étudie comment les managers de trois entreprises définissent les identités de leurs organisations par le biais des matériaux 3D. Nous constatons que les métaphores favorisent la construction de sens autour de l'identité organisationnelle et révèlent des pensées préalablement cachées, et que les matériaux 3D créent un environnement où les facteurs émotionnels peuvent se manifester avec certitude. Avec cette approche, les managers formulent des descriptions de l'identité surprenantes, chargées d'émotions, plus riches et donc plus favorables à la créativité organisationnelle.
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| 6. |
- Oliver, D., et al.
(författare)
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Dealing with the unexpected : Critical incidents in the LEGO Mindstorms team
- 2003
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Ingår i: Human Relations. - : SAGE Publications. - 0018-7267 .- 1741-282X. ; 56:9, s. 1057-1082
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Tidskriftsartikel (refereegranskat)abstract
- This article addresses the relative lack of empirical studies of how self-managed teams in high velocity environments handle unexpected critical incidents. It presents an interpretive case study of the LEGO Mindstorms project team, and focuses in particular on how this team responded to three critical incidents, Our study results in three core findings concerning how this team responded to the unexpected in its high velocity environment. These include: the importance of increasing presence; creating a context for a shared and emotionally grounded identity; and developing a shared set of guiding principles for action, behaviour, and decision-making. The authors further describe interconnections among these three core findings, proposing a higher-level 'virtuous circle' that illustrates how this team responded effectively to critical incidents.
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| 7. |
- Oliver, D., et al.
(författare)
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Decision-making in high-velocity environments : The importance of guiding principles
- 2005
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Ingår i: Organization Studies. - : SAGE Publications. - 0170-8406 .- 1741-3044. ; 26:6, s. 889-913
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Tidskriftsartikel (refereegranskat)abstract
- This paper presents a field study of decision-making processes at two organizations operating in high-velocity environments. It reviews existing literature on managerial knowledge structures and decision-making, and identifies methodological and conceptual limitations with these approaches with respect to organizations in high-velocity environments. The authors develop two interpretive cases that focus on the articulated and social methods management teams used to make decisions. They found that both organizations used rules of thumb or heuristic reasoning in their decision-making, that these rules of thumb functioned as headlines of deeper organizational narratives, and that these narratives were grounded in emotional as well as purely rational considerations. They suggest that the term 'guiding principle' usefully integrates their three findings into a second-order concept that may be further explored in future research of both a descriptive and prescriptive nature. Copyright © 2005 SAGE Publications.
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| 9. |
- Roos, Johan, et al.
(författare)
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From Fitness Landscapes to Knowledge Landscapes
- 1999
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Ingår i: Systemic Practice and Action Research. - 1094-429X .- 1573-9295. ; 12:3, s. 279-293
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Tidskriftsartikel (refereegranskat)abstract
- Based on the complexity theory concept of fitness landscapes, this article develops and discusses the concept of "knowledge landscapes." A knowledge landscape is a metaphor describing the ever-changing potential knowledge peaks and valleys that surround each one of us. Individuals, communities, and organizations move on their own knowledge landscapes by simultaneously climbing local peaks and exploring other visible peaks. The higher one climbs, the harder it is to climb still higher. Our ability to climb is also limited by our identity, who we are, which on an organizational level is linked to the tightness of organizational interconnectedness. Coevolutionary struggles between individuals and organizations can lead us to climb potential knowledge peaks faster. Moreover, our knowledge landscapes exist on many levels of scale, meaning that what appears to be one peak is actually a series of subpeaks on a smaller level of scale.
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| 10. |
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