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Stice-Lusvardi R, Hinds PJ, Valentine M. Legitimating Illegitimate Practices: How Data Analysts Compromised Their Standards to Promote Quantification. ORGANIZATION SCIENCE 2023. [DOI: 10.1287/orsc.2022.1655] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 02/03/2023]
Abstract
Prior studies that examine how new expertise becomes integrated into organizations have shown that different occupations work to legitimate their new expertise to develop credibility and deference from other organizational groups. In this study, we similarly examine the work that an expert occupation did to legitimate their expertise; however, in this case, they were legitimating practices that they actually considered illegitimate. We report findings from our 20-month ethnography of data analysts at a financial technology company to explain this process. We show that the company had structured data analytics in ways similar to Bechky’s idea of a captive occupation: They were dependent on their collaborators’ cooperation to demonstrate the value of data analytics and accomplish their work. The data analysts constantly encountered or were asked to provide what they deemed to be illegitimate data analysis practices such as hacking, peeking, and poor experimental design. In response, they sometimes resisted but more often reconciled themselves to the requests. Notably, they also explicitly lowered their stated standards and then worked to legitimate those now illegitimate versions of their expert practices through standardization, technology platforms, and evangelizing. Our findings articulate the relationship between captive occupations and conditions wherein experts work to legitimate what they consider illegitimate practices.
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Affiliation(s)
- Ryan Stice-Lusvardi
- Department of Management Science and Engineering, Stanford University, Stanford, California 94305
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Anthony C, Bechky BA, Fayard AL. “Collaborating” with AI: Taking a System View to Explore the Future of Work. ORGANIZATION SCIENCE 2023. [DOI: 10.1287/orsc.2022.1651] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 01/11/2023]
Abstract
In the wake of media hype about artificial intelligence (AI)/human collaboration, organizations are investing considerable resources into developing and using AI. In this paper, we draw on theories of technology in organizations to frame new directions for the study of what it means to work “with” AI. Drawing on prior literature, we consider how interactions between users and AI might unfold through theoretical lenses which cast technology as a tool and as a medium. Reflecting on how AI technologies diverge from technologies studied in the past, we propose a new perspective, which considers technology as a counterpart in a system of work that includes its design, implementation, and use. This perspective encourages developing a grounded understanding of how AI intersects with work, and therefore ethnography, building on thick descriptions, is an apt approach. We argue that relational ethnographic approaches can assist organization theorists in navigating the methodological challenges of taking a counterpart perspective and propose several strategies for future research.
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Affiliation(s)
- Callen Anthony
- Department of Management and Organizations, Stern School of Business, New York University, New York, New York 10012
| | - Beth A. Bechky
- Graduate School of Management, University of California, Davis, Davis, California 95616
| | - Anne-Laure Fayard
- NOVA School of Business and Economics, 2775-405 Carcavelos, Portugal
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Anchoring the mission: A framework for understanding mission maintenance in professional service firms. SCANDINAVIAN JOURNAL OF MANAGEMENT 2022. [DOI: 10.1016/j.scaman.2022.101216] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/22/2022]
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Gifford R, van der Vaart T, Molleman E, van der Linden MC. Working together in emergency care? How professional boundaries influence integration efforts and operational performance. INTERNATIONAL JOURNAL OF OPERATIONS & PRODUCTION MANAGEMENT 2022. [DOI: 10.1108/ijopm-10-2021-0644] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
PurposeEmergency care delivery is a process requiring input from various healthcare professionals within the hospital. To deliver efficient and effective emergency care, professionals must integrate rapidly at multiple interfaces, working across functional, spatial and professional boundaries. Yet, the interdisciplinary nature of emergency care presents a challenge to the optimization of patient flow, as specialization and functional differentiation restrict integration efforts. This study aims to question what boundaries exist at the level of professionals and explores how these boundaries may come to influence integration and operational performance.Design/methodology/approachTo provide a more holistic understanding of the inherent challenges to integration at the level of professionals and in contexts where professionals play a key role in determining operational performance, the authors carried out an in-depth case study at a busy, Level 1 trauma center in The Netherlands. In total, 28 interviews were conducted over an 18-month period.FindingsThe authors reveal the existence of structural, relational and cultural barriers between (medical) professionals from different disciplines. The study findings demonstrate how relational and cultural boundaries between professionals interrupt flows and delay service processes.Originality/valueThis study highlights the importance of interpersonal and cultural dynamics for internal integration and operational performance in emergency care processes. The authors unveil how the presence of professional boundaries creates opportunity for conflict and delays at important interfaces within the emergency care process, and can ultimately accumulate, disrupting patient flow and increasing lead times.
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Andiappan M, Anih J. Seven Ways to Inspire Innovation in the Health Technology Industry. Biomed Instrum Technol 2022; 56:1-7. [PMID: 35020827 PMCID: PMC8979079 DOI: 10.2345/0899-8205-56.1.1] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 01/14/2023]
Abstract
This article explores ways in which technological innovation can be bolstered in organizations that operate in the health technology industry. We present seven interventions at the team level (employee empowerment, servant leadership, hiring innovators, and scheduling time for innovation) and organizational level (intrapreneurship, flat management, and allowing for failure) that organizations can use to encourage and inspire innovation among employees. Given the increasingly dynamic nature of work within the health technology fields, in terms of both manufacturing processes and clinical developments, creating a culture of innovation and creativity and emboldening employees to regularly engage in such behaviors within these workplaces are critical.
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Affiliation(s)
- Meena Andiappan
- Meena Andiappan, PhD, MSc, MSc, BComm(Hons), is an assistant professor of organizational behavior at the University of Toronto in Toronto, Ontario, Canada. Email
| | - Joshua Anih
- Joshua Anih is a research assistant at McMaster University in Hamilton, Ontario, Canada.
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Ozawa K. Organisational inertia and the dynamics of multiple organisational routines. KNOWLEDGE MANAGEMENT RESEARCH & PRACTICE 2021. [DOI: 10.1080/14778238.2021.1983481] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/20/2022]
Affiliation(s)
- Kazuhiko Ozawa
- School of Economics and Business Administration, Yokohama City University, Yokohama, Kanagawa, Japan
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Baralou E, Dionysiou DD. Routine dynamics in virtual teams: the role of technological artifacts. INFORMATION TECHNOLOGY & PEOPLE 2021. [DOI: 10.1108/itp-03-2020-0109] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
PurposeIn this paper, the authors extend their understanding of the internal dynamics of routines in contexts characterized by increased levels of virtuality. In particular, the authors focus on the role of routine artifacts in the internal dynamics of routines to answer the question: How does extensive reliance on information and communication technologies (ICTs) due to physical distance influence the internal dynamics of the new product development (NPD) routine (i.e. interactions between performative, ostensive and artifacts of routines) enacted by a virtual team?Design/methodology/approachThis paper is based on an 18-month ethnographic study of the NPD routine performed by a virtual team. The authors relied predominantly on qualitative, ethnographic data collection and analysis methods, using semi-structured interviews, non-participant observation, and the collection of archival data and company documents (formal procedures, guidelines, application designs etc). Qualitative research offers a valuable means to investigate dynamic processes in organizations due to its sensitivity to the organizational context and potential to focus on activities as they unfold.FindingsThe findings highlight the central role of routine artifacts (ICTs) in the routine dynamics of the NPD routine performed by virtual team. In particular, the authors show that the use of the particular types of ICTs enabled team members to confidently and meaningfully relate to the overall routine activity and coordinate their actions in a context characterized by physical distance and extensive reliance on communication and collaboration technologies.Originality/valueThe paper sheds light into role of routine artifacts in the routine dynamics in a context characterized by a high degree of virtuality. This work contributes to the literature on routine dynamics by theorizing about the processes through which routine artifacts (ICTs) afforded routine participants the ability to act confidently and meaningfully to the present and dynamically coordinate their actions with their fellow routine participants.
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Isaeva I, Steinmo M, Rasmussen E. How firms use coordination activities in university–industry collaboration: adjusting to or steering a research center? JOURNAL OF TECHNOLOGY TRANSFER 2021. [DOI: 10.1007/s10961-021-09886-x] [Citation(s) in RCA: 4] [Impact Index Per Article: 1.3] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/27/2022]
Abstract
AbstractUniversity–industry collaboration (UIC) is an important source of knowledge and innovation for firms but is often challenging due to the partners’ different goals. Thus, formal research centers have become a key policy instrument to foster stronger UIC whereby strong mutual relationships are created. This study investigates the establishment of a university–industry research center to gain insights into the coordination activities the focal firms used to achieve their goals with UIC. We find that the firms with goals related to specific innovations and technology development took a more active role by using structured coordination activities in the preformation phase of the research center, whereas the firms with goals related to general knowledge development mainly coordinated through unstructured activities when the center began operations. We map the specific coordination activities used in UIC and theorize on how the partners’ different organizational goals influenced their use of these activities. Our findings have important implications for how activities in UIC, particularly in research centers, can be designed to strengthen the collaboration between universities and their firm partners to enhance knowledge development and innovation.
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Hoekzema J. Bridging the Gap between Ecologies and Clusters: Towards an Integrative Framework of Routine Interdependence. EUROPEAN MANAGEMENT REVIEW 2020. [DOI: 10.1111/emre.12391] [Citation(s) in RCA: 7] [Impact Index Per Article: 1.8] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/29/2022]
Affiliation(s)
- Jan Hoekzema
- Universitat HamburgSchool of Business, Economics and Social Sciences Von‐Melle‐Park 9 20146 Hamburg Germany
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Kump B. Beyond Power Struggles: A Multilevel Perspective on Incongruences at the Interface of Practice, Knowledge, and Identity in Radical Organizational Change. JOURNAL OF APPLIED BEHAVIORAL SCIENCE 2019. [DOI: 10.1177/0021886318801277] [Citation(s) in RCA: 3] [Impact Index Per Article: 0.6] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/15/2022]
Abstract
Previous approaches to describing challenges inherent in radical organizational change have mainly focused on power struggles. A complementary but less researched view proposes that many problems occur because radical change causes certain incongruences within an organization. In line with the latter perspective, this article suggests that radical change leads to incongruences between “what they do” (practice), “what they know” (knowledge), and “who they are” (identity) as an organization; to achieve the change, these incongruences need to be accommodated by the organization’s individual members. The article takes a multilevel perspective and describes how in radical change organizational goals may interfere with individual characteristics at the intersections of practice, knowledge, and identity. This enables a fine-grained analysis of reasons why radical change efforts may fail, beyond power struggles. The model is concrete enough to help change managers foresee many practical problems, such as member disidentification, routine breakdowns, or knowledge gaps.
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Affiliation(s)
- Barbara Kump
- WU–Vienna University of Economics and Business, Vienna, Austria
- Vienna University of Applied Sciences of WKW, Vienna, Austria
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Bygballe LE, Swärd A. Collaborative Project Delivery Models and the Role of Routines in Institutionalizing Partnering. PROJECT MANAGEMENT JOURNAL 2019. [DOI: 10.1177/8756972818820213] [Citation(s) in RCA: 32] [Impact Index Per Article: 6.4] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/15/2022]
Abstract
It is widely held that collaborative project delivery models, such as partnering, represent a key means of improving construction project performance. Institutionalizing these models in practice, however, is not straightforward. We suggest that the (in)ability to establish new routines may be one reason for the variance in partnering outcomes. Based on a study of a partnering project, we develop a model of how partnering is institutionalized through the establishment of routines, enabled through common understanding and truces between the partners’ interests. The model illustrates how such routines develop through a balance between top-down structural interventions and emergent social learning processes.
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Affiliation(s)
- Lena E. Bygballe
- Department of Strategy and Entrepreneurship, BI Norwegian Business School, Oslo, Norway
| | - Anna Swärd
- Department of Strategy and Entrepreneurship, BI Norwegian Business School, Oslo, Norway
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Davies A, Frederiksen L, Cacciatori E, Hartmann A. The long and winding road: Routine creation and replication in multi-site organizations. RESEARCH POLICY 2018. [DOI: 10.1016/j.respol.2018.04.016] [Citation(s) in RCA: 9] [Impact Index Per Article: 1.5] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 10/14/2022]
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Gardner JW, Boyer KK, Ward PT. Achieving Time-Sensitive Organizational Performance Through Mindful Use of Technologies and Routines. ORGANIZATION SCIENCE 2017. [DOI: 10.1287/orsc.2017.1159] [Citation(s) in RCA: 7] [Impact Index Per Article: 1.0] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/20/2022]
Affiliation(s)
- John W. Gardner
- Marriott School of Business, Brigham Young University, Provo, Utah 84602
| | - Kenneth K. Boyer
- Max M. Fisher College of Business, The Ohio State University, Columbus, Ohio 43210
| | - Peter T. Ward
- Max M. Fisher College of Business, The Ohio State University, Columbus, Ohio 43210
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den Nieuwenboer NA, Cunha JVD, Treviño LK. Middle Managers and Corruptive Routine Translation: The Social Production of Deceptive Performance. ORGANIZATION SCIENCE 2017. [DOI: 10.1287/orsc.2017.1153] [Citation(s) in RCA: 29] [Impact Index Per Article: 4.1] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/20/2022]
Affiliation(s)
| | | | - Linda Klebe Treviño
- Smeal College of Business, Pennsylvania State University, University Park, Pennsylvania 16802
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Smets M, Morris T, von Nordenflycht A, Brock DM. 25 years since ‘P2’: Taking stock and charting the future of professional firms. JOURNAL OF PROFESSIONS AND ORGANIZATION 2017. [DOI: 10.1093/jpo/jox006] [Citation(s) in RCA: 25] [Impact Index Per Article: 3.6] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/14/2022]
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Lin H, Chen M, Su J. How management innovations are successfully implemented? An organizational routines’ perspective. JOURNAL OF ORGANIZATIONAL CHANGE MANAGEMENT 2017. [DOI: 10.1108/jocm-07-2016-0124] [Citation(s) in RCA: 13] [Impact Index Per Article: 1.9] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
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.
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Sargis-Roussel C, Belmondo C, Deltour F. Bringing People Back in: How Group Internal Social Capital Influences Routines' Emergence. EUROPEAN MANAGEMENT REVIEW 2016. [DOI: 10.1111/emre.12100] [Citation(s) in RCA: 12] [Impact Index Per Article: 1.5] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/20/2022]
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Feldman MS, Pentland BT, D’Adderio L, Lazaric N. Beyond Routines as Things: Introduction to the Special Issue on Routine Dynamics. ORGANIZATION SCIENCE 2016. [DOI: 10.1287/orsc.2016.1070] [Citation(s) in RCA: 194] [Impact Index Per Article: 24.3] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/20/2022]
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