From Ties to Events in the Analysis of Interorganizational Exchange Relations

Relational event models expand the analytical possibilities of existing statistical models for interorganizational networks by: (i) making efficient use of information contained in the sequential ordering of observed events connecting sending and receiving units; (ii) accounting for the intensity of the relation between exchange partners, and (iii) distinguishing between short- and long-term network effects. We introduce a recently developed relational event model (REM) for the analysis of continuously observed interorganizational exchange relations. The combination of efficient sampling algorithms and sender-based stratification makes the models that we present particularly useful for the analysis of very large samples of relational event data generated by interaction among heterogeneous actors. We demonstrate the empirical value of event-oriented network models in two different settings for interorganizational exchange relations-that is, high-frequency overnight transactions among European banks and patient-sharing relations within a community of Italian hospitals. We focus on patterns of direct and generalized reciprocity while accounting for more complex forms of dependence present in the data. Empirical results suggest that distinguishing between degree- and intensity-based network effects, and between short- and long-term effects is crucial to our understanding of the dynamics of interorganizational dependence and exchange relations. We discuss the general implications of these results for the analysis of social interaction data routinely collected in organizational research to examine the evolutionary dynamics of social networks within and between organizations.

The Mechanisms and Components of Knowledge Transfer: The Virtual Special Issue on Knowledge Transfer Within Organizations

Knowledge transfer within organizations has important implications for organizational performance and competitive advantage. In this virtual special issue, we review articles on this topic published in Organization Science between 2014 and 2020 and identify 53 articles for their theoretical and empirical contributions. These articles examine knowledge transfer through five transfer mechanisms: social networks, routines, personnel mobility, organizational design, and search. We consider the intersection of each transfer mechanism with important components of knowledge transfer (characteristics of sources/recipients, characteristics of knowledge, and characteristics of contexts). We present 15 exemplar articles, each of which reflects the intersection of a mechanism and a component of knowledge transfer. We also present an overview of the methodological approaches and empirical contexts that are utilized. We conclude our article with a discussion of future research opportunities. The articles published in Organization Science have advanced understanding of both the mechanisms through which knowledge transfer occurs and the conditions under which it is most likely.

Information handoffs in critical care and their implications for information quality: A socio-technical network approach

OBJECTIVE

The design of health ICTs, as well as human factors, have been shown to influence patient information quality. The aim of this study was to understand how patterns of interaction between these factors influence information quality aspects in a critical care environment.

METHOD

We conducted an ethnographic study of socio-technical information handoffs in a critical care unit. Data collection methods included non-participant observations and semi-structured interviews. Methodological principles from network analysis (SNA, VNA) were used to develop visual network diagrams, as well as to analyze the composition of the information network and its influence on patient information quality.

RESULTS

The network patterns that emerged uncover that human actors have many information processing and dissemination roles at the critical care unit. However, ICTs play key network roles, acting as information intermediaries and gatekeepers. We further identify three types of information handoffs in the critical care environment - human-human, human-ICT and ICT-human. On the one hand, we find that human-human and ICT-human handoffs influence contextual and intrinsic aspects of patient information, such as information completeness and accuracy. On the other hand, human-ICT handoffs influence information accessibility and representational quality, such as consistency and interpretability.

DISCUSSION

The results suggest that standardizing change of shift handoff communication may not be sufficient to prevent information decay in complex care trajectories. In particular, we argue that ensuring information consistency and interpretability across disciplines and professions is as important as ensuring information completeness and accuracy during change of shift handoffs. ICT and workflow design opportunities are discussed as means to address overlapping or conflicting information needs across disciplines and professions, increase information consistency, and reduce information redundancy across the network.

Interview-based research in management and organisation studies: making sense of the plurality of methodological practices and presentational styles

Purpose

The aim of this review paper is to identify the methodological practices and presentational styles used to report interview-based research in “leading” management and organisation journals.

Design/methodology/approach

This paper reviews a sample of 225 articles using qualitative interviews that were published in management, human resource management, organisational behaviour and international business journals listed in the Financial Times 50 list between 2009 and 2019.

Findings

The review found diversity and plurality in the methodological practices used in these studies and the presentational styles used to report interview research.

Practical implications

The findings are expected to help doctoral students, early career scholars and those new to using qualitative interviews to make decisions about the appropriateness of different methodological practices and presentational styles. The findings are also expected to support editors, reviewers, doctoral examiners and conference organisers in making sense of the dissensus that exists amongst qualitative interview researchers (Johnson et al., 2007). These insights will also enable greater “paradigmatic awareness” (Plakoyiannaki and Budhwar, 2021, p. 5) in the evaluation of the quality of interview-based research that is not restricted to standardised criteria derived from positivism (Cassell and Symon, 2015).

Originality/value

To make sense of this plurality, the authors map these practices and styles against the onto-epistemological paradigms identified by Alvesson (2003, 2011). The paper contributes to calls for philosophical diversity in the evaluation of qualitative research. The authors specifically articulate concerns about the use of practices in interview-based studies that derive from the positivistic logic associated with quantitative research.

The interplay of roles and routines: situating, performances and patterning in the emergency department

PURPOSE

While previous research acknowledges the influence of roles on routine dynamics, roles are largely taken for granted. The purpose of this paper aims at examining how roles and routines interplay in accomplishing work in organizations.

DESIGN/METHODOLOGY/APPROACH

A four-year ethnography of an emergency department (ED) at a university hospital was conducted through observations, interviews and documents.

FINDINGS

Roles and routines are formed by scripted and unscripted patterns, which are brought into performances following a situational assessment. Performances trigger patterning processes prompting the co-construction of role and routine patterns.

PRACTICAL IMPLICATIONS

This study highlights the importance of designing flexible structures. Managers can benefit from identifying unscripted patterns critical to work performance and making them part of scripted patterns. Managers should contemplate the influence that individuals, their relations and context have on how work is done.

SOCIAL IMPLICATIONS

This study suggests that the existence of different patterns impacts the length of wait times in EDs, a societal issue worldwide because of the effects that waiting can have on the patient's health condition and the unnecessary costs it carries. This study can help design solutions to decrease wait times.

ORIGINALITY/VALUE

This paper contributes to research on routine dynamics by providing a more nuanced explanation of the sources of endogenous change and how these enable organizational stability and flexibility.

Re-Creating Organizational Routines to Transition Through the Project Life Cycle: A Case Study of the Reconstruction of London’s Bank Underground Station

This article provides new insights into the project life cycle by proposing an alternative image to the predefined time boundary between life cycle stages. It makes a theoretical contribution by identifying how project organizations re-create patterns of action—organizational routines—as they transition through life cycle stages. It presents the findings of an autoethnographic empirical study and, through the lens of routine dynamics, contributes to the project management literature by identifying a five-stage process model of transitioning and the generative mechanisms involved in re-creating patterns of action.

The Practice of Innovating Research Methods

In this article, we examine how scholars innovate research methods. Based on a review of published qualitative strategy and management research, we identify highly innovative academic papers, that is, papers that demonstrate substantial novelty in every part of the research process. We work through these papers in detail to demonstrate their novelty, highlighting concrete ways in which scholars have innovated three interconnected parts of the research process: data generation, data analysis, and presentation of findings. Based on our analysis, we develop a two-layered “iceberg” model of method innovation, which shows that important principles guide the innovative use of organizational research tools. These principles are engaging in holistic innovation, being excruciatingly clear in the presentation of methods, developing theory and method together, and being reflexive in innovating methods. Our model demystifies the largely implicit process of innovating research methods. We hope it serves to orient and encourage a more creative use of methods in future studies.

Understanding the Ecological Validity of Relying Practice as a Basis for Risk Identification

Understanding the reliability of hazardous organizations and their protective systems is central to understanding the risk they produce. Work on "high reliability organization" has done much to illuminate the conditions in which social organization becomes reliable in highly demanding conditions. But risk depends just as much on how relying entities do their relying as it does on the reliability of the entities they rely on. Patterns of relying are often opaque in sociotechnical systems, and processes of relying and being relied on are mutually influencing in complex ways, so the relationship between relying and risk may not be at all obvious. This study was an attempt to study relying as a social practice, in particular analyzing how it had ecological validity in a social organization-how practice was responsive to the conditions in which it took place. This involved observational fieldwork and inductive, qualitative analysis on an offshore oil and gas production platform that was nearing the end of its design life and undergoing refurbishment. The analysis produced four main categories of ecological validity: responsiveness to formal organization, responsiveness to situational contingency, responsiveness to information asymmetry, and responsiveness to sociomateriality. This ecological validity of relying practice should be a primary focus of risk identification, assessing how relying can become mismatched to reliability in certain ways, both when relying practice is responsive to circumstances and when it is not.

Accomplishing leadership-in-interaction by mobilizing available information and communication technology objects in a virtual context

Leadership-in-interaction is a somewhat underdeveloped area of research which to date has concentrated on talk-in-interaction to the detriment of other modalities. Consequently, this paper seeks to illustrate how social actors make use of different modalities to accomplish leadership, which we conceptualize as the creation of direction, alignment, and commitment. Through multimodal conversation analysis this paper explores interactions between actors in virtual contexts, a particularly interesting empirical setting as the context offers specific constraints on everyday workplace interaction. By zooming in on the interaction using transcripts of naturally occurring interaction, we find that the accomplishment of leadership, direction, alignment, and commitment, in a constrained virtual context can appear mundane. However, at the same time the accomplishment of leadership calls for the mobilization of several multimodal resources (both talk and information and communication technology objects). The analysis makes it evident that the actors mobilize objects to draw on their situated affordances, in the accomplishment of direction, alignment, and commitment. With a fine-grained analysis of naturally occurring data, we illustrate that leadership is a collective achievement. We also expand the understanding of leadership in practice, especially in virtual contexts, by demonstrating how actors utilize objects and verbal resources in the co-production of leadership.

Into the fray: Adaptive approaches to studying novel teamwork forms

Novel forms of teamwork—created by rapid change and growing diversity among collaborators—are increasingly common, and they present substantial methodological challenges for research. We highlight two aspects of new team forms that challenge conventional methods. Factors pertaining to change (e.g., in membership) create entitativity challenges such as whom to count as team members, while factors pertaining to difference (e.g., in expertise) create concordance challenges such as how to interpret disagreement in groups. We review research methods that are well-suited to each of these specific challenges. We identify the particular challenges of studying teams that exhibit high difference and change simultaneously and call for adaptive methods that enable insight into how they work. Clarity about the dimensions of deviation from ideal team forms, along with shared terminology, will help researchers make and discuss tough methodological choices and assist reviewers in evaluating them.

Stochastic-Aware Conformance Checking: An Entropy-Based Approach

Business process management (BPM) aims to support changes and innovations in organizations’ processes. Process mining complements BPM with methods, techniques, and tools that provide insights based on observed executions of business processes recorded in event logs of information systems. State-of-the-art discovery and conformance techniques completely ignore or only implicitly consider the information about the likelihood of processes, which is readily available in event logs, even though such stochastic information is necessary for simulation, prediction and recommendation in models. Furthermore, stochastic information can provide business analysts with further actionable insights on frequent and rare conformance issues.

In this paper, we propose precision and recall conformance measures based on the notion of entropy of stochastic automata that are capable of quantifying, and thus differentiating, frequent and rare deviations between an event log and a process model. The feasibility of using the proposed precision and recall measures in industrial settings is demonstrated by an evaluation over several real-world datasets supported by our open-source implementation.

Frontline meetings as support for cross-boundary coordination in hospitals

Purpose

The purpose of this paper is to investigate frontline meetings in hospitals and how they are used for coordination of daily operations across organizational and occupational boundaries.

Design/methodology/approach

An in-depth multiple-case study of four purposefully selected departments from four different hospitals is conducted. The selected cases had actively developed and embedded scheduled meetings as structural means to achieve coordination of daily operations.

Findings

Health care professionals and managers, next to their traditional mono-professional meetings (e.g. doctors or nurses), develop additional operational, daily meetings such as work-shift meetings, huddles and hand-off meetings to solve concrete care tasks. These new types of meetings are typically short, task focussed, led by a chair and often inter-disciplinary. The meetings secure a personal proximity which the increased dependency on hospital-wide IT solutions cannot. During meetings, objects and representations (e.g. monitors, whiteboards or paper cards) create a needed gathering point to span across boundaries. As regards embedding meetings, local engagement helps contextualizing meetings and solving concrete care tasks, thereby making health care professionals more likely to value these daily meeting spaces.

Practical implications

Health care professionals and managers can use formal meeting spaces aided by objects and representations to support solving daily and interdependent health care tasks in ways that IT solutions in hospitals do not offer today. Implementation requires local engagement and contextualization.

Originality/value

This research paper shows the importance of daily, operational hospital meetings for frontline coordination. Organizational meetings are a prevalent collaborative activity, yet scarcely researched organizational phenomenon.

Gesture Analysis and Organizational Research: The Development and Application of a Protocol for Naturalistic Settings

Gestures are an underresearched but potentially significant aspect of organizational conduct that is relevant to researchers across a range of theoretical and empirical domains. In engaging the cross-disciplinary field of gesture studies, we develop and apply a protocol for analyzing gestures produced in naturalistic settings during ongoing streams of talk and embodied activity. Analyzing video recordings of entrepreneurial investor pitches, we work through this protocol and demonstrate its usefulness. While doing so, we also explore methodological tensions in gesture studies and draw out methodological arguments as they relate to the analysis of these fleeting and often intricate bodily movements. The article contributes a generally applicable protocol for the analysis of gestures in naturalistic settings, and it assesses the methodological implications of this protocol both for research on entrepreneurship and new venture creation and management and organization research more generally.

A Complex Adaptive Systems Approach to Real-Life Team Interaction Patterns, Task Context, Information Sharing, and Effectiveness

Interaction dynamics are considered to be key characteristics of complex adaptive systems (CAS). Taking a CAS approach, this study examines how three team interaction patterns affect team effectiveness. Specifically, we analyze recurring, heterogeneous, and participative patterns of team interaction in routine and nonroutine team-task contexts. Fine-grained coding of video-based footage plus nonlinear dynamical systems (NDS) statistics are used to identify the interaction patterns in a sample of 96 real-life teams, comprising 1,395 team members. We establish that recurring patterns of team interaction reduce perceived team information sharing and, in turn, team effectiveness and that these harmful effects are more pronounced in teams doing nonroutine work than in those engaged in routine work. Participative team interaction was found to be positively related to a high level of perceived team information sharing and effectiveness. Heterogeneous team interaction was not associated with perceived team information sharing and effectiveness. Post hoc analyses, in which the behavioral content of the interaction patterns of the 15 most effective and least effective teams is compared, revealed primarily task-directed patterns in the most effective teams. We offer practical recommendations for team development and call for more CAS research on the communicative behaviors within teams of knowledge workers.

Complementary work in the hospital: How infection preventionists perceive opportunities for cooperation with higher status physicians

Social scientists and management scholars have tended to see workplace interaction through the lens of hierarchy. However, modern workplaces include many people who do not fit neatly into such hierarchies because their work is designed to assess, support, sanction, or monitor other workers who already have well-established positions. Motivated by this observation, we conducted interviews with 193 infection preventionists—healthcare workers whose job it is to work with higher status physicians to monitor and suppress healthcare-acquired infections—to assess how workers outside of existing hierarchies can integrate their work. Inductive analyses of these interviews suggest three strategies: deference; relying on bureaucracy’s routines and practices; and recruiting higher status confederates, which we call side-channeling. From these analyses, we introduce the concept of complementary work to describe labor that seeks to supplement existing workplace hierarchies.

No one can whistle a symphony: how hospitals design for daily cross-boundary collaboration

Purpose The purpose of this paper is to investigate how and with which mechanisms health care professionals in practice design for collaboration to solve collective hospital tasks, which cross occupational and departmental boundaries. Design/methodology/approach An in-depth multiple-case study of five departments across four hospitals facing fast to slow response task requirements was carried out using interviews and observations. The selected cases were revealing as the departments had designed and formalized their daily hospital operations differently to solve collaboration and performance issues. Findings Local collaboration across occupational and departmental boundaries requires bundles of behavioral formalization elements (e.g. standardized plans, resource allocation decisions, assigned formal roles, and handoff routines), and liaison devices (e.g. huddles, boards, and physical proximity), which are used in parallel or sequence. The authors label this "designed collaboration bundles." These bundles supplement the central organizational structures, processes, and support systems less capable of ensuring fluent coordination at the front line. Practical implications Health care professionals and hospital managers can consider designing bundles of organizational design features to proactively develop and ensure collaboration capable of solving collective tasks and bridging departmental and occupational silos to improve health care delivery. Originality/value This research paper addresses the fundamental organizational challenge of how to achieve efficient collaboration by studying how formal structures and processes are used in combination on the hospital floor, thereby going beyond previous research that studies these mechanisms individually.

An Introduction to Video Methods in Organizational Research

Video has become a methodological tool of choice for many researchers in social science, but video methods are relatively new to the field of organization studies. This article is an introduction to video methods. First, we situate video methods relative to other kinds of research, suggesting that video recordings and analyses can be used to replace or supplement other approaches, not only observational studies but also retrospective methods such as interviews and surveys. Second, we describe and discuss various features of video data in relation to ontological assumptions that researchers may bring to their research design. Video involves both opportunities and pitfalls for researchers, who ought to use video methods in ways that are consistent with their assumptions about the world and human activity. Third, we take a critical look at video methods by reporting progress that has been made while acknowledging gaps and work that remains to be done. Our critical considerations point repeatedly at articles in this special issue, which represent recent and important advances in video methods.

How management innovations are successfully implemented? An organizational routines’ perspective

Purpose

The purpose of this paper is to address how management innovations are implemented deeply at the most micro level of organizations, namely, organizational routines, or to investigate the process through which organizational routines evolve in implementing management innovations, with existing routines overturned and new routines created and solidified.

Design/methodology/approach

This paper adopts an interpretive and exploratory case study on the case of Day-Definite (DD) innovation which has successfully brought Arima World Group Company Limited (HOAU) into a new value-added arena, in terms of timing, security and high service quality. Considering that DD innovation reflects a systematic innovation of the whole organization, this paper focuses on it to explore the complex implementation mechanism of management innovation. Multiple approaches were utilized during data collection to meet criteria for trustworthiness, including semi-structured interviews, archival data and observation; and the data analysis went through a five-step process.

Findings

The results confirm management innovation as a complex project concerning organizational routines which represent a central and fundamental element of organizations. Also, it finds that organizational routines evolve in innovation implementation through a three-phase process consisting of the existing-routine-domination phase, the new-routine-creation phase and -solidification phases, each exhibiting different innovation activities and characteristics of participants’ cognition and behaviors; recreation of new routines is the key for routine evolution, thus for success of management innovations.

Research limitations/implications

This research is constrained by several limitations. The set-up framework of organizational routine evolution in innovation implementation needs a further confirmation in more organizations; other elements, such as cognition of managers, resource orchestration, environmental elements or organizational culture, should be considered for the success of innovation implementation; and more attention should be paid to the potential power asymmetries among participants and its potential influence on forming shared schemata and subsequent new routines, besides interactions and role taking.

Originality/value

The findings offer some valuable insights for further research on management innovation and organizational routines and hold important implications for management practices. This research extends research on management innovation and the Kurt Lewin Change Theory and Change Model to explore innovation implementation at a most micro level; furthers research on organizational routines, especially routine dynamic theory, by holding the two-component view and exploring the process through which organizational routines evolve; and contributes to research on the relationship between organizational routines and innovations by taking an organizational routines’ perspective. It reminds managers of the depth and complication of innovation implementation.

Embodied Organizational Routines: Explicating a Practice Understanding

This article contributes to theory development through advancing an embodied framing of organizational routines. It addresses the absence of bodies in a literature that tends to treat the “people” involved in organizational routines as disembodied actors. One consequence of this is that progress toward a theory of “routines as practices” has tended to ignore how bodies contribute to their unfolding. Theorizing embodied communicative acts brings the body and embodiment into organizational routines research. Existing knowledge is extended by drawing from multiple empirical illustrations to explain how routines are accomplished when power is exercised through gesture and bodily movement, the spaces where routines unfold cohere with human bodies making a difference in how they are constituted and experienced, and, the routineness of routines is made manifest when mutual intelligibility is discerned in the silences that characterize how embodied actors interrelate.