Search results

As hybrid organizations become increasingly common, the authors observe that some hybrid forms are becoming institutionalized and legitimated. The authors explore the implications of the institutionalization of hybridity, addressing both the internal tensions that plague many hybrids and the external tensions stemming from evaluator assessments and stakeholder uncertainty. The authors propose that institutionalization can dampen internal tensions associated with hybridity and also facilitate legitimation and acceptance by external audiences. The authors present identity as a useful theoretical lens through which to examine these questions, as identities are born from, but also have the potential to modify, existing institutional arrangements. The authors present directions for future research at the juncture of identity, hybridity, and institutionalization, suggesting potential avenues of inquiry in this productive stream of research.

Reality breakdowns generate reflexivity and awareness of the constructed nature of social reality. These pivotal moments can motivate institutional inhabitants to either modify their social worlds or reaffirm the status quo. Thus, reality breakdowns are the initial points at which actors can conceive of new possibilities for institutional arrangements and initiate change processes to realize them. Studying reality breakdowns enables scholars to understand not just how institutional change occurs, but also why it does or does not do so. In this paper, we investigate how institutional inhabitants responded to a reality breakdown that occurred during our ethnography of collegial governance in a large North American university that was undergoing a strategic change initiative. Our findings suggest that there is a consequential process following reality breakdowns whereby institutional inhabitants construct the severity of these events. In our context, institutional inhabitants first attempted to restore order to their social world by reaffirming the status quo; when their efforts failed, they began to formulate alternative possibilities. Simultaneously, they engaged in a distributed sensemaking process whereby they diminished and reoriented necessary changes, ultimately inhibiting the formulation of these new possibilities. Our findings confirm reality breakdowns and institutional awareness as potential drivers of institutional change and complicate our understanding of antecedent microprocesses that may forestall the initiation of change efforts.

Digital technologies have fundamentally changed organizations, industries, and even the society. Although institutional theory provides rich array of perspectives to both the content and dynamics of such changes, research at the intersection of institutional scholarship and digitalization has remained scarce. In this essay, I draw on the institutional logics perspective to elaborate digitalization as involving a new set of interconnected managerial beliefs and norms, organizational practices, and diverse material and social structures that together complement and challenge the established logics in organizations and institutional fields. I draw attention to two central organizing principles in the logic of digitalization: the pursuit of digital omniscience – the efforts to represent and conceive the world through digital data – and digital omnipotence – the efforts to bring activities inside and outside organizations under the control of information systems. I conclude the essay by elaborating how the institutional logics perspective can help understand organization-level efforts to leverage digitalization by incumbent corporations and new digital-native companies.

This study explores ongoing research into self-mapped learning pathways that students utilize to move through a course when given two modalities to choose from: one that is instructor-led and one that is student-directed.

Process mining analysis was utilized to examine and cluster clickstream data from an online college-level History course designed with dual modality choices. This paper examines some of the results from different approaches to clustering the available data.

By examining how often students interacted with others, whether they were more internal or external facing with their pathway choices, and whether or not they completed a learning pathway, this study identified five general tactics from the data: Individualistic Internal; Non-completing Internal; Completing, Interactive Internal; Completing, Interactive, and Reflective and Completing External. Further analysis of when students used each tactic led to the identification of four different strategies that learners utilized during class sessions.

The results of this analysis could potentially lead to the creation of customizable design models that can assist learners as they navigate modality choices in learner-centered or less-structured learning design methodologies.

Few courses are designed to give the learners the options to follow the instructor or create their own learning pathway. Knowing how to identify what choices a learner might take in these scenarios is even less explored. Preliminary data for this paper was originally presented as a poster session at the Learning Analytics and Knowledge conference in 2019.

We currently know little about how transferring can be accomplished when source- and target environments only have little in common. This chapter utilizes the case of EuroCo and AsiaCo to account for how a transfer of interrelated routines across multiple boundaries unfolds. A pragmatic and flexible approach to transferring, where coordinating actors attended to replication and adaptation as means rather than ends, is illuminated. Notably, coordinators split their work into smaller chunks by focusing on artifacts, people, and actions. As pressures to progress the transfer increased, they conceived of new ideas for performances and put the ideas to use along three trajectories focused on embedding, embodying, and enacting routines. Eventually, they blended performances from each trajectory back together into a new overarching notion of what was to be transferred. In elaborating on and discussing these findings, the chapter contributes to literature on routine transfer. Boundary conditions and avenues for future research are discussed.

We aimed to analyze the impact of the transition to the hybrid model of teamwork and team dynamics from the perspective of the five key challenges, i.e. communication, coordination, connection, creativity and culture.

To achieve the stated aim, we conducted a literature review and then an exploratory qualitative study. We split the research into phases: December 2021 to January 2022 and July to August 2022. In the first phase, we conducted computer-assisted online interviews (CAWIs) with all members of the remote team and an in-depth interview with the manager. After the transition from remote to hybrid work in February 2022, we returned to the team to conduct in-depth interviews with team leaders and the manager.

We identified key findings, i.e. managerial implications of differences across the 5 Cs (communication, coordination, connection, creativity and culture) noted in the functioning of the analyzed team as the team shifted from fully remote work to the hybrid work model.

We concluded that if people do not spend time together and are not impregnated with the unique culture and values of a given organization, they will not feel a connection to its distinctive ethos and may choose to leave. In the longer-term, the last challenge may be the biggest single opportunity for employees post-pandemic and concurrently the single biggest challenge that organizational leadership will need to address, given that sustainable market success depends on talent.

The results showed that team communication, teamwork coordination, social and emotional connections among team members, nurturing of creativity, as well as of the organizational culture were of high importance to the team in the hybrid work model. Thus, we confirmed the findings of other authors. The study contributes to our understanding of the impact of the hybrid work model on teamwork and team dynamics and provides some guidance on how organizations can mitigate these, in particular through the team manager.

To address complex societal challenges, particularly in the context of climate change, there is a growing interest in employing interdisciplinary ethnographic research (IER). This paper examines the experiences associated with participating in IER, drawing insights from a collaboration project that integrates organization studies with energy management research.

Within the context of a three-year interdisciplinary collaboration, the paper focuses on the performance of an interview and the analysis thereof. It draws from this example to highlight the difficulties in translating discipline-specific language and understanding failures in IER. Including an exploration of the process of recovery, involving analyzing research results and the subsequent collaborative writing of a paper.

The primary findings revolve around the challenges inherent in ethnography as an interdisciplinary method. These challenges include language barriers between disciplines and the complexities of comprehending and learning from failures in interdisciplinary research.

The contribution lies in its exploration of abductive reasoning in IER, shedding light on the complexities and opportunities associated with interdisciplinary collaboration in the making. By emphasizing the importance of going into the field before negotiating common ground, the approach presented provides a unique perspective that not only addresses challenges but also facilitates the development of involved disciplines and scholars through self-reflection.

1. The paper shows the importance of both expertise and experience knowledge in interdisciplinary ethnographic research.

2. By using different writing styles, the importance of language and translations between disciplines is exemplified.

3. The paper provides an example of how to engage in abductive reasoning in interdisciplinary ethnographic research.

4. The paper calls for a broad understanding of failure and success in interdisciplinary ethnographic research.

The paper shows the importance of both expertise and experience knowledge in interdisciplinary ethnographic research.

By using different writing styles, the importance of language and translations between disciplines is exemplified.

The paper provides an example of how to engage in abductive reasoning in interdisciplinary ethnographic research.

The paper calls for a broad understanding of failure and success in interdisciplinary ethnographic research.

Drawing on media richness theory and a framework of interpersonal communication goals, this study investigates how and why the IT industry's top managers use communication media to achieve their interaction goals in e-leadership.

A qualitative research approach is applied to understand top managers' communication media use and interaction goals. The empirical data were gathered through semi-structured interviews with 33 top managers from large IT companies and analysed using theory-guided thematic and ideal-type analyses.

Top managers were categorized into three types, based on their communication goals through face-to-face communication. Relationship-oriented top managers pursued relational and communal goals, whereas task-oriented ones wished to achieve instrumental and communal goals. Task- and relationship-oriented top managers pursued relational, instrumental, and communal goals. This study indicates that communal, instrumental, relational, and self-presentational goals influence managers' communication media selection.

This study brings new knowledge to the management communication research field. It expands the framework of interpersonal communication goals by identifying communal goals as a new category, in addition to existing instrumental, relational and self-presentational goals. This study suggests that media richness theory could be advanced by recognizing that a broader set of communication goals – including communal, instrumental, relational, and self-presentational – influences managers' communication media selection.

Purpose: The purpose of this paper is to identify the factors involved in the success of a ‘first-time first-line Manager’ (FTFLM), and establish a model for the success of a FTFLM using these identified factors.

Methods: Empirical factors influencing the success of a first-line manager were gathered through the literature review and an experience survey of managers. Based on these factors, a questionnaire for primary research was developed and used for the survey. An exploratory factor analysis of the collected data yielded a nine-factor model which was validated using confirmatory factor analysis.

Findings: A major portion (74%) of the FTFLM’s success factors are under the direct control of the FTFLM. The remaining portion (26%) are influenced by the organization’s procedures and policies for grooming the FTFLM and the attitude and behaviour of management towards the FTFLM.

This study analyzed articles from India, Italy and Singapore regarding how science, technology, engineering and mathematics (STEM) education is conceptualized in the K-12 setting. The research questions that guided our study were as follows: (1) How is K-12 STEM education conceptualized in literature in other countries? (2) Which STEM subject areas are more documented in K-12 STEM literature? (3) How are K-12 STEM teaching practices implemented?

This study utilized a systematic literature review methodology by (1) creating search terms based on the research questions, (2) choosing databases in which to conduct the search, (3) conducting the search and gathering articles and (4) selecting articles based on inclusion criteria. We chose search terms according to three domains relevant to our study as follows: countries of interest, content of interest and teaching practices. Articles researched were (1) an empirical journal article or literature review; (2) primarily focused on the concept of K-12 STEM teaching practices in one of the countries of interest and (3) written in English.

Findings from the study revealed few articles addressed a conceptualization of STEM; however, the majority of articles agreed upon the importance of STEM teaching methods in the K-12 classroom setting. Science was documented as the top documented area in K-12 STEM literature for India and Italy, whereas technology and mathematics were the top documented areas in Singapore. Comparing K-12 STEM teaching practices, Italy and Singapore were found to focus more on student-centered STEM teaching practices whereas schools in India mostly utilized student-centered teaching approaches.

The parameters of the systematic literature review, such as key terms used in the search and limited scope of countries investigated, were identified as limitations of the study. By expanding search parameters to include other countries or search terms, STEM education can be viewed on a more global scale.

This study will improve the global perspective of STEM education practices.

This study is unique in that it compared the conceptualization and K-12 STEM teaching practices implemented in India, Italy and Singapore.