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| 2. |
- Corvellec, Hervé, 1961, et al.
(author)
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Barbara Czarniawska. Organizational change: Fashions, Institutions and Translations
- 2017
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In: Szabla, David B., Pasmore, William A., Barnes, Mary A., & Gipson, Asha N. (eds.) The Palgrave Handbook of Organizational Change Thinkers. - Cham : Springer International Publishing. - 9783319498201
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Book chapter (peer-reviewed)abstract
- Combining neo-institutionalism, actor network theory, and Gabriel Tarde’s sociology, Czarniawska considers the key driver of organizational change to be imitation but an imitation that rests on translation. Organizations emulate one another by translating fashionable ideas according to their understanding, traditions, needs, and means. As translation in this tradition always entails a transformation of the translated idea or object, unexpected consequences will be expected. She does not consider these consequences to be necessarily negative; however, because if stabilized and institutionalized, unintended change can turn out to be as positive as planned change. A further strength of Czarniawska’s is her ability to provide methodological tools that follow the translation processes for change: organizational ethnographies, narrative methodology, and shadowing.
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| 3. |
- Corvellec, Hervé, et al.
(author)
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Barbara Czarniawska : Organizational change - fashions, institutions, and translations
- 2017
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In: The Palgrave Handbook of Organizational Change Thinkers. - Cham : Springer International Publishing. - 9783319528779 - 9783319528786 ; , s. 361-377
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Book chapter (peer-reviewed)abstract
- Combining neo-institutionalism, actor network theory, and Gabriel Tarde's sociology, Czarniawska considers the key driver of organizational change to be imitation but an imitation that rests on translation. Organizations emulate one another by translating fashionable ideas according to their understanding, traditions, needs, and means. As translation in this tradition always entails a transformation of the translated idea or object, unexpected consequences will be expected. She does not consider these consequences to be necessarily negative; however, because if stabilized and institutionalized, unintended change can turn out to be as positive as planned change. A further strength of Czarniawska's is her ability to provide methodological tools that follow the translation processes for change: Organizational ethnographies, narrative methodology, and shadowing.
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| 4. |
- Eriksson-Zetterquist, Ulla, 1967, et al.
(author)
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Blue and White-Collar Glass Ceilings.
- 2019
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In: Paper presented at SCANCOR, Weatherhead Conference, Spring Conference May 7-8 Harvard University, MA, USA..
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Conference paper (other academic/artistic)
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| 5. |
- Eriksson-Zetterquist, Ulla, 1967, et al.
(author)
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Can changes to gender equality be sustained?
- 2016
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In: Gender, Work and Organization. - : Wiley. - 0968-6673. ; 23:4, s. 363-378
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Journal article (peer-reviewed)abstract
- The aim of this paper is to discuss how changes to gender equality in organizing can be made sustainable. Numerous studies have reported on projects which have not succeeded in their efforts to implement gender equality. In this paper, we analyse the results from two programmes which aimed to increase equal opportunities among private and public sector organizations. Theoretically, the study is based on the framework of doing gender, which is combined with insights from studies using the translation model of organizational change. The translation model of organizational change enables investigation of formal and informal processes within an institutionalized setting. By studying those aspects that were stabilized into an institution within these two programmes, as well as those which were not, the approaches that had become sustainable for the programmes in the long term could be discerned. When comparing the two programmes, it became apparent that complications arose at the point at which the theoretical aims of gender equality were translated into actions. The analysis of the outcomes of these programmes indicates, however, that, even though the formal goals were not reached, equal opportunities within the participating organizations did benefit from these programmes.
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| 6. |
- Eriksson-Zetterquist, Ulla, 1967, et al.
(author)
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Collegiality in modern universities – the composition of governance ideals and practices
- 2016
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In: NordSTEP - Nordic Journal of Studies in Ecucational Policy. - : Informa UK Limited. - 2002-0317. ; :2-3
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Journal article (peer-reviewed)abstract
- The questions of how universities are governed and how they should be governed have recently gained attention throughout Europe. The history of universities shows a diffused pattern of repeated reform efforts. However, this situation has more or less exploded since the turn of the century, bringing in new modes of organising. In short we can observe a diffusion of more managerial forms of organising, leading to a situation where different governance ideals co-act. In this paper we analyse the interplay of several governance ideals as they play out in practice. We begin and end the essay by noting that collegiality is a modern, efficient and practical form of governance, but it never works entirely on its own; rather it interacts with other modes of governance. After an introduction of diverse modes of governance, analysed as ideal type models, we exemplify how those diverse modes mix in practices of governance and organising. A more theoretical argument that runs through the paper is a critique of the dominance of ideal types of discussions on university governance and in organisation theory more generally, to the extent that those ideal types tend to be reified.
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| 7. |
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| 8. |
- Eriksson-Zetterquist, Ulla, 1967, et al.
(author)
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Deconstructive collegiality or just another governance form?
- 2015
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In: The 23rd Nordic Academy of Mangement Research, Copenhagen 12-14 August, 2015.
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Conference paper (other academic/artistic)abstract
- During recent years, collegiality has been hotly debated, primarily as a part of the reforms implemented by the universities. Study after study shows that this is a global rather than a local issue. Above all, a critical and questioning attitude has been adopted as regards the fact that collegiality seems to be under pressure to move aside in favour of governance forms like management and bureaucracy (Tuchman, 2009; Björk, 2013). When collegiality is described by its advocates, it generally stands out as an idealistic form whereby scientific dialogue and its inbuilt form of reaching agreement are responsible for progress. This version mirrors university work that is to be characterised by collaboration, by friendliness, and preferably also by non-competitive research (Tuchman, 2009; Jemielniak and Greenwood, 2013). Those who are critical of collegiality, emphasise that it is a governance form which is long-winded, slow, and antiquated. When there are changes in the demands made on professional organisations by the outside world, there is no longer any time for the slow, searching dialogue in which everyone’s voice is heard and given space. Organisations and agencies have become bigger and it is not practically possible to discuss every detail. On top of this, the critics ask questions like – Has the collegial dialogue ever meant that everyone is given space? Was everyone’s voice heard? Were all points of view really put to the test in a reasonable way, or was it possibly the case that those with influence got to set the agenda? Some questions that both the critics of collegiality and its advocates touch upon relate to the potential of the governance form of collegiality, but also its potential disadvantages. While the advantages of collegiality have been put forward in a series of later studies, fewer have reviewed its downsides. Is it a friendly and care-taking governance form, or is it a way for some to gain influence at the expense of others? Does it support collaboration, or is it a forum for cliques? On the basis of previous studies of collegiality, and by means of comparing the governance form of collegiality with other governance forms, e.g. bureaucracy and management, the purpose of this essay is to study the potential deconstructivity forming part of collegiality as a governance form. We start off with an introduction of the content of the governance form of collegiality and then we present the disadvantages that have been put forward concerning this governance form. Since all governance forms contain strengths and weaknesses, we subsequently make a comparison between bureaucracy, management, and collegiality in order to investigate what the specific disadvantages of collegiality are.
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| 10. |
- Eriksson-Zetterquist, Ulla, 1967
(author)
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Förord
- 2019
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In: Konsumtionskultur : innebörder och praktiker - en vänbok till Helene Brembeck / under redaktion av Magdalena Petersson McIntyre, Barbro Johansson & Niklas Sörum.. - Göteborg/Stockholm : Makadam. - 9789170613012 ; , s. 9-11
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Book chapter (other academic/artistic)
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