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EDUCATION (1362 journals)

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Journal Cover Organization Studies
  [SJR: 4.047]   [H-I: 102]   [44 followers]  Follow
   Hybrid Journal Hybrid journal (It can contain Open Access articles)
   ISSN (Print) 0170-8406 - ISSN (Online) 1741-3044
   Published by Sage Publications Homepage  [853 journals]
  • Temporary Organizing: Promises, Processes, Problems
    • Authors: Bakker, R. M; DeFillippi, R. J, Schwab, A, Sydow, J.
      Pages: 1703 - 1719
      Abstract: Temporary organizing is introduced as process, form and perspective. Then key challenges and opportunities in the study of temporary organizing are discussed, including methodological issues, how to theorize time, and how to relate the temporary to the more permanent. This introductory article concludes with an overview of the special issue.
      PubDate: 2016-11-30T07:20:32-08:00
      DOI: 10.1177/0170840616655982
      Issue No: Vol. 37, No. 12 (2016)
  • In the Shadows of Time: A Case Study of Flexibility Behaviors in an
           Interorganizational Project
    • Authors: Ligthart, R; Oerlemans, L, Noorderhaven, N.
      Pages: 1721 - 1743
      Abstract: We use a longitudinal examination of the production of a complex vessel to develop theory concerning operational flexibility behaviors within interorganizational projects. We find that operational flexibility behaviors are enabled by trust between project participants, sense of urgency, and the availability of resources. These enablers are in turn positively influenced by positive experiences in previous interactions ("shadow of the past") and expectations of possible future collaboration ("shadow of the future"), the temporary nature of interorganizational projects and slack in project tasks, respectively. The positive effect of enablers on operational flexibility is weakened by the time pressure project participants experience. The latter is also caused by the temporariness of interorganizational projects. Based on our findings, we propose that the different time dimensions play a crucial role in explaining flexibility behaviors in interorganizational projects: the temporariness that is an essential characteristic of interorganizational projects has two potentially opposite effects on the behavior of its participants, and we argue that shadows of the past and future play a decisive role in which of the two effects will dominate. The theoretical framework based on our case study suggests that the temporariness of interorganizational projects is indeed important—as acknowledged in the literature—but that its effect is contingent on shadows of past and future.
      PubDate: 2016-11-30T07:20:32-08:00
      DOI: 10.1177/0170840616655487
      Issue No: Vol. 37, No. 12 (2016)
  • Clash of the Titans: Temporal Organizing and Collaborative Dynamics in the
           Panama Canal Megaproject
    • Authors: van Marrewijk, A; Ybema, S, Smits, K, Clegg, S, Pitsis, T.
      Pages: 1745 - 1769
      Abstract: Recent studies of temporary organizing and project-based work explain how organizational actors establish and maintain clear role structures and harmonious relations in the face of precariousness by engaging in stabilizing work practices. This focus upon ‘order’ undervalues conflict-ridden negotiations and power struggles in temporary organizing. This paper demonstrates that in temporary organizing conflict and order may exist in tandem. Drawing close to the collaborative dynamics in a large-scale global project, we analyse the political struggles over role patterns and hierarchic positioning of client and agent in the temporary organization of the Panama Canal Expansion Program (PCEP). In such projects, the agent typically takes the position of project leader. In this case however, the client was formally in charge, while the agent was assigned the role of coach and mentor. The diffuse hierarchy triggered project partners to engage in both harmony-seeking social and discursive practices and to enter into conflict-ridden negotiations over authority relations in the everyday execution of the PCEP project. Our study contributes to existing literatures on temporal organizing by presenting a case of simultaneous practices of harmonization and contestation over mutual roles and hierarchic positions. We also show that studying collaboration between project partners involves, not merely analysing project governance structures, but also offering a context-sensitive account of everyday social and discursive practices. Finally, we reflect on a view of ‘permanence’ and ‘temporariness’ as themselves contested categories and symbolic sites for struggle.
      PubDate: 2016-11-30T07:20:32-08:00
      DOI: 10.1177/0170840616655489
      Issue No: Vol. 37, No. 12 (2016)
  • Connecting Temporary and Permanent Organizing: Tensions and Boundary Work
           in Sequential Film Projects
    • Authors: Stjerne, I. S; Svejenova, S.
      Pages: 1771 - 1792
      Abstract: This paper investigates the relationship between a permanent organization and a series of temporary organizations. It draws on an in-depth study of the process through which a Danish film production company, seeking to balance innovation and persistence in a troubled industry, struggles to realize a novel children’s film and its sequels. The study reveals tensions at different levels as well as boundary work and boundary roles that address them, bringing in shadows of past and future projects. The study extends the understanding of the dialectic between temporary and permanent organizing by emphasizing how ongoing work at different boundaries affects the permanent and temporary organizing’s connectedness and outcomes. It also challenges the overly bracketed view of temporary organizations, suggesting a temporality perspective on temporariness.
      PubDate: 2016-11-30T07:20:32-08:00
      DOI: 10.1177/0170840616655492
      Issue No: Vol. 37, No. 12 (2016)
  • The Anthropophagic Organization: How Innovations Transcend the Temporary
           in a Project-based Organization
    • Authors: Prado, P; Sapsed, J.
      Pages: 1793 - 1818
      Abstract: This article shows how innovations in projects may be diffused successfully within a large project-based organization (PBO) and how they ‘live on’ through their adaptation. We draw on the metaphorical notion of anthropophagy, literally ‘human cannibalism’, which is used to explain the appropriation of otherness resulting in ongoing organizational life. Prior organization literature has stressed the difficulties of the transition from the temporary to the permanent, especially the failure of database-oriented approaches, and argued that these barriers may be overcome with repeatable standardized templates. In contrast we show that multiple innovations may be adopted within the same PBO, which manifest as differentiated, combined forms. Cases in the large energy and engineering company, Petrobras, show a systematic innovation process involving subject experts, but centrally a database containing records of 1104 mandatory and discretionary innovations. The article analyses these data, process documentation and observations of 15 completed innovation projects. The article argues that in addition to technical factors the anthropophagic attitude motivates adopters to take on the innovations of others with the appetising prospect of appropriation and adaptation.
      PubDate: 2016-11-30T07:20:33-08:00
      DOI: 10.1177/0170840616655491
      Issue No: Vol. 37, No. 12 (2016)
  • Temporary Organizing and Institutional Change
    • Authors: Tukiainen, S; Granqvist, N.
      Pages: 1819 - 1840
      Abstract: The relationship between the temporary and the permanent is a central issue in studies of temporary organizing. Recent research highlights that projects, as key forms of temporary organizations, both constitute and are constituted by their wider institutional contexts. However, there is still a lack of more detailed understanding of the actors and their activities through which projects produce and advance institutional change. To address this issue, we draw on extensive fieldwork to study the activities that constitute establishment of the Innovation University. This endeavour gained the status of a spearhead project and advanced nationwide university reform in one northern European country. Our central contribution is two-fold. We sediment a more robust approach to institutions within project literature by defining them as widely shared beliefs and practices that actors enact and (re)produce through their various activities. On this basis, we develop a model of an institutional project for regulative change and show that it is more parallel and multiplex and less sequential in nature than existing studies might convey. Our model also creates new understanding of the role of the ‘lock-ins’ shaped by projects to promote regulative change and casts light on the temporal linkages and temporal boundary objects in institutional projects. In closing, we discuss several future avenues for research in both project literature and institutional theory.
      PubDate: 2016-11-30T07:20:33-08:00
      DOI: 10.1177/0170840616662683
      Issue No: Vol. 37, No. 12 (2016)
  • Trust, Reciprocity, and Actions: The Development of Trust in Temporary
           Inter-organizational Relations
    • Authors: Swärd; A.
      Pages: 1841 - 1860
      Abstract: This paper focuses on the development of trust in temporary inter-organizational relations. One specific form of such relations is public construction projects established by competitive tendering. In this context, previous studies have suggested that the shadow of the future only moderates behavior to a limited extent and trust may seem hard to come by. The present in-depth case study adds to the theorizing of trust dynamics by demonstrating that reciprocal norms at the industry level, as well as reciprocal norms developing during project execution, contribute to the development of trust. The study connects trust, reciprocity, and actions, giving insight into the interplay between trust and reciprocity, the interplay between reciprocal norms at the industry level and the project level, and the role of small and large actions in the trust process.
      PubDate: 2016-11-30T07:20:33-08:00
      DOI: 10.1177/0170840616655488
      Issue No: Vol. 37, No. 12 (2016)
  • To Continue or not to Continue? Drivers of Recurrent Partnering in
           Temporary Organizations
    • Authors: Ebers, M; Maurer, I.
      Pages: 1861 - 1895
      Abstract: While research has provided ample evidence that temporal (dis-)continuity in partnering is highly consequential for the governance and performance outcomes of temporary organizations, we know much less about the conditions that drive the members of temporary organizations to engage in recurrent partnering. Focusing on project organizations, the present research offers theoretical arguments and related empirical evidence that illuminate when and why project-leading organizations expect to continue collaboration with the same project partner in future projects. Specifically, we show that expectations of recurrent collaboration are a function of backward-looking experiential learning and forward-looking opportunity cost assessments. Our findings contribute to better understanding of temporality in temporary organizations by uncovering a set of factors conducive to explaining when and why the same partners engage in temporary sequences of projects.
      PubDate: 2016-11-30T07:20:33-08:00
      DOI: 10.1177/0170840616655490
      Issue No: Vol. 37, No. 12 (2016)
  • Book Review: Varietals of Capitalism: A Political Economy of the Changing
           Wine Industry
    • Authors: Croidieu; G.
      Pages: 1897 - 1900
      PubDate: 2016-11-30T07:20:33-08:00
      DOI: 10.1177/0170840616664462
      Issue No: Vol. 37, No. 12 (2016)
School of Mathematical and Computer Sciences
Heriot-Watt University
Edinburgh, EH14 4AS, UK
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Fax: +00 44 (0)131 4513327
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