Search results

As part of a wider ethnographic project that examines the significance of the public interest across three public and private sector UK planning organisations, this paper uses tea-drinking as a lens to understand structural forces around outsourcing and commercialisation. Reflecting across the five case studies, the analysis supports Burawoy's (2017) recent critique of Desmond's Relational Ethnography (2014). Using Perec's (1997[1973]) notion of the “infra-ordinary” as an anchor, it highlights the insight that arises from an intimate focus on mundane rituals and artefacts.

The data were gathered through participant observation, chronicling the researchers' encounters with tea in each of the sites. A respondent-led photography exercise was successful at two sites. Up to 40 days of ethnographic fieldwork were carried out in each site.

The tea-drinking narratives, while providing an intact description of discrete case study sites, exist in conversation with each other, providing an opportunity for comparison that informs the analysis and helping us to understand the meaning-making process of the planners both in and across these contexts.

The paper contributes to critical planning literature (Murphy and Fox-Rogers, 2015; Raco et al., 2016), illuminating structural forces around outsourcing and commercialisation. It also generates methodological reflection on using an everyday activity to probe organisational culture and promote critical reflection on “weighty” issues across study sites.

The purpose of this paper is to review the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Recent years have brought a massive growth in the social networking phenomenon. So much so that a seemingly ever‐increasing number of people now consider a regular fix of Facebook or Twitter to be a key part of their daily routine. Many organizations might frown upon employees relentlessly engaging in such activities. And with some justification too. There is a strong case for arguing that keeping oneself informed about the evolving thoughts of friends, acquaintances and celebrities detracts significantly from work matters in hand. But the more astute organizations will manage to look beyond this perceived threat to productivity and regard social media as a publicity vehicle of rich potential. Indeed, certain companies have already enjoyed massive sales boosts as a direct consequence of endorsement from blogs or other online communication channels.

Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.