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Journal Cover Organization Studies
  [SJR: 2.371]   [H-I: 80]   [33 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  [835 journals]
  • Abductive Reasoning: How Innovators Navigate in the Labyrinth of Complex
           Product Innovation
    • Authors: Dunne, D. D; Dougherty, D.
      Pages: 131 - 159
      Abstract: Complex innovation processes such as drug discovery present challenges to innovators because they must proceed with limited feedback but face a system that involves enormous amounts of information and unknown interdependencies. Organizational scholars suggest that abductive reasoning fits complex situations and may address many of the challenges of complexity. Abductive reasoning is a form of reasoning that generates and evaluates hypotheses in order to make sense of puzzling facts. Existing research on abductive reasoning makes a number of important contributions, but does not explain how innovators can use abductive reasoning to formulate hypotheses for possible new products and then use these hypotheses to navigate in the labyrinth of complex product innovation. We interviewed 85 scientists and managers working in the biopharmaceutical industry and use grounded theory building to develop a new framework. Our framework identifies three social mechanisms that explain how innovators use abductive reasoning to detect useful information despite the noise, avoid competency traps and local optima, and accumulate insights in a holistic way. We contribute to existing research by explaining the systematic process that enables innovators to overcome the challenges of complex innovation and navigate effectively in the labyrinth.
      PubDate: 2016-01-22T02:40:22-08:00
      DOI: 10.1177/0170840615604501
      Issue No: Vol. 37, No. 2 (2016)
  • Collaborative Institutional Agency: How Peer Learning in Communities of
           Practice Enables and Inhibits Micro-Institutional Change
    • Authors: Bridwell-Mitchell; E. N.
      Pages: 161 - 192
      Abstract: Research on micro-institutional change typically characterizes agents as being involved in social conflicts to defend the institutional status quo or to mobilize against it. However, agency inside organizations can be precipitated by the need to resolve practice dilemmas in uncertain and ambiguous institutional contexts. The findings from a comparative case study of two public schools in the United States undergoing state-mandated reform demonstrate that, when agency is born of uncertainty and ambiguity rather than political conflict and struggle, micro-institutional change depends on the dynamics of agents’ peer learning in communities of practice. In some cases, agents’ communities are organized to effectively seed new ideas and generate social pressures needed to encourage the uptake of new ideas. In other cases, the pattern of agents’ interactions in communities results in persistent cognitive and social disorganization so that newly seeded ideas cannot take root or spread. I refer to the particular dynamics by which peer learning in communities of practice results in micro-institutional persistence or change as collaborative institutional agency.
      PubDate: 2016-01-22T02:40:22-08:00
      DOI: 10.1177/0170840615593589
      Issue No: Vol. 37, No. 2 (2016)
  • NGOs, Management and Development: Harnessing Counter-Hegemonic
    • Authors: Girei; E.
      Pages: 193 - 212
      Abstract: Over the last decade, development management thinking, tools and practices have gained a prominent position in international development. In response to recent calls to problematize development management, this article, drawing on 14 months of empirical work with a Ugandan NGO, illuminates the spread of managerialism in the indigenous NGO sector and explores whether and how management thinking and practice have shaped the work and the role of NGOs in international development. This research shows how development management orthodoxy narrows the possibility for NGOs to engage in transformative practice and in social change agendas, while it wittingly or unwittingly supports the expansion of the political and cultural hegemony of western donors.
      PubDate: 2016-01-22T02:40:22-08:00
      DOI: 10.1177/0170840615604504
      Issue No: Vol. 37, No. 2 (2016)
  • Ambidexterity for Corporate Social Performance
    • Authors: Hahn, T; Pinkse, J, Preuss, L, Figge, F.
      Pages: 213 - 235
      Abstract: The literature on corporate social performance advocates that firms address social issues based on instrumental as well as moral rationales. While both rationales trigger initiatives to increase corporate social performance, these rest on fundamentally different and contradicting foundations. Building on the literature on organizational ambidexterity and paradox in management, we propose in this conceptual article that ambidexterity represents an important determinant of corporate social performance. We explain how firms achieve higher levels of corporate social performance through the ambidextrous ability to simultaneously pursue instrumentally and morally driven social initiatives. We distinguish between a balance dimension and a combined dimension of ambidexterity, which both enhance corporate social performance through distinct mechanisms. With the balance dimension, instrumental and moral initiatives compensate for each other – which increases the scope of corporate social performance. With the combined dimension, instrumental and moral initiatives supplement each other – which increases the scale of corporate social performance. The article identifies the most important determinants and moderators of the balance and the combined dimension to explain the conditions under which we expect firms to increase corporate social performance through ambidexterity. By focusing on the interplay and tensions between different types of social initiatives, an ambidextrous perspective contributes to a better understanding of corporate social performance. Regarding managerial practice, we highlight the role of structural and behavioral factors for achieving higher corporate social performance through the simultaneous pursuit of instrumental and moral initiatives.
      PubDate: 2016-01-22T02:40:22-08:00
      DOI: 10.1177/0170840615604506
      Issue No: Vol. 37, No. 2 (2016)
  • Roles as Mediators in Identity Work
    • Pages: 237 - 265
      Abstract: In this article, we aim to revitalize the concept of role for advancing theory on identity work in organizations. Our article makes three contributions. First, we offer a critical review of how roles have been conceptualized in studies on identities, and develop a theoretical frame for understanding how people in organizations engage in transitions within and between roles that emerge and evolve in relational interaction and mediate their identity work. Second, we operationalize this frame in a longitudinal study of an organizational change initiative focusing on strategic rebranding in an industrial firm. We elucidate how roles and identities co-evolve over time and how roles and role transitions figure in the organization-based identity work of individuals. Third, we consider the implications of viewing roles as mediators in identity work. We highlight identity-related trade-offs made by individuals when they become associated with particular roles and show how they become disillusioned as organizational change agents.
      PubDate: 2016-01-22T02:40:22-08:00
      DOI: 10.1177/0170840615604500
      Issue No: Vol. 37, No. 2 (2016)
  • Book Review: Nic Beech and Charlotte Gilmore (Eds.) Organizing Music:
           Theory, practice, performance
    • Authors: Gabriel; Y.
      Pages: 267 - 271
      PubDate: 2016-01-22T02:40:22-08:00
      DOI: 10.1177/0170840615596127
      Issue No: Vol. 37, No. 2 (2016)
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