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- Pantic-Dragisic, Svjetlana, 1985-, et al.
(författare)
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Swift transition and knowledge cycling: Key capabilities for successful technical and engineering consulting?
- 2020
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Ingår i: Research Policy. - : Elsevier BV. - 0048-7333 .- 1873-7625. ; 49:1
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Tidskriftsartikel (refereegranskat)abstract
- The organization of innovation labor is undergoing major changes in technology-based and engineering-intensive industries worldwide. Those changes reflect fluctuating market demands and increasing task uncertainty, and they are characterized by three related developments: externalization of the workforce, development of new types of employment relations, and greater use of technical consultants. These trends have led to the technical and engineering consulting (TEC) industry becoming a major player in the organization of innovation labor and thus also in the development and transfer of engineering knowledge. Determining what underlies the growth of this industry and the performance of TEC firms requires a better understanding of their nature and capabilities. Our paper builds on an in-depth case study—spanning multiple organizational levels and incorporating 50 interviews with a leading Scandinavian TEC firm's top managers, middle managers, consultant managers, individual consultants, and clients as well as field observations and diary studies. These data lead us to posit two central capabilities associated with innovation labor in technical and engineering consulting: swift transition and knowledge cycling. The interplay between these capabilities, each of which arises from interactions between the firm level and the individual level, seems crucial for the successful development, organization, and supply of innovation labor and engineering knowledge.
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| 2. |
- Söderlund, Jonas, 1971-, et al.
(författare)
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Changing times for digitalization: The multiple roles of temporal shifts in enabling organizational change : The multiple roles of temporal shifts to enable organizational change.
- 2021
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Ingår i: Human Relations. - : SAGE Publications. - 0018-7267 .- 1741-282X. ; 75:5, s. 871-902
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Tidskriftsartikel (refereegranskat)abstract
- Shifting an organization’s temporal order can be a key mechanism for accomplishing organizational change, but it is also fundamentally problematic: instead of helping an organization accomplish change, it may simply reinforce an already failing course of action. Our current understanding of the roles that temporal shifts play in enabling organizational change is inconclusive in terms of when and how temporal shifts contribute to the success of organizational change. We exploit an in-depth case study of a new digitalized design approach implemented at Advanced Construction to demonstrate how a temporal shift can increase temporal awareness, among organizational members, of the salient and differing temporalities involved. In this case, the increased temporal awareness facilitated improved temporal coordination, which in turn figured prominently in making actual change possible. Our study identifies three complementary roles of change-inducing temporal shifts—namely, in connection with past experience, current activities, and future directions. Thus, we develop a deeper understanding of the relation between temporal shifts and organizational change, and offer a novel account of how the establishment of a temporal zone harbors those three roles of temporal shifts.
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