Steffen Roth, Albert Mills, Bill Lee and Dariusz Jemielniak
This article is devoted to conditions and examples of how theories may be applied as methods in the fields of management research and organization studies.
Abstract
Purpose
This article is devoted to conditions and examples of how theories may be applied as methods in the fields of management research and organization studies.
Design/methodology/approach
An introduction to minimum requirements for a successful refunctionalization of theory as method as well as to nine contributions to a special issue of the Journal of Organizational Change Management on “Theory as method” is provided.
Findings
The review of these nine cases suggests that the use of theories as methods is not necessarily harmful for the former, and particularly not for the more robust among them.
Originality/value
This article sheds new light on the value of theoretical monism or loyalty and calls for a reassessment of the relative value of expertise in a specific research field, method and or theory.
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Keywords
– The purpose of this paper is to see how digital societies’ studies can be inspired by cross-cultural management.
Abstract
Purpose
The purpose of this paper is to see how digital societies’ studies can be inspired by cross-cultural management.
Design/methodology/approach
Theory critical analysis and review.
Findings
The paper reveals many similarities and analogies, allowing for useful connections between cross-cultural management research, and studying digital societies.
Originality/value
By exposing methodological and theoretical links of cross-cultural management field in general, and Magala’s contribution in particular, the following paper helps in better understanding of contemporary research on digital societies, as well as allows for the use of already proven methodologies and approaches in the emerging field of the internet studies.
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Pauline Gleadle, Nelarine Cornelius, Eric Pezet and Graeme Salaman
The purpose of this paper is to show the limits of a-hierarchical organization in the Wikimedia movement governance model. Wikimedia governance, as well as the dynamic…
Abstract
Purpose
The purpose of this paper is to show the limits of a-hierarchical organization in the Wikimedia movement governance model. Wikimedia governance, as well as the dynamic transformations it is currently undergoing, remains to be covered by the literature on organization and management studies; yet, they exemplify the problems with the “organization of the future,” which is highly idealized throughout the management literature.
Design/methodology/approach
The research design relies on an ethnographic, long-term, participative study of the Wikipedia community at large. The methods used rely mainly on discourse analysis and interviews. The study benefits from the unique participant immersion of the researcher (who spent six years participating in the studied community, making over five edits each day on average, and being elected to several positions of highest trust within the organization).
Findings
The findings show that the open, participative, and democratic character of the organization, which in theory is oriented toward sustainable solidarity, as well as the semi-anonymous character of some of the members’ identities, makes the community more empowered yet more belligerent. Also, the entirely open and flat governance model makes it more difficult to establish a stable leadership consensus.
Research limitations/implications
Research is limited due to its methodological design, as it relies on in-depth qualitative case studies, rather than wider analysis. Further quantitative research is needed to confirm the findings on a bigger scale and in other open collaboration organizations.
Practical implications
The findings show that participative organizational design, especially in open collaboration projects, have adverse effects in leading to overly confrontational and quarrelsome organizational culture, which not only makes decision making more difficult, but also deters people less used to debating and conflict.
Social implications
The social implications of the findings suggest that even in highly democratized structures, some minimal forms of leadership, and governance are useful to facilitate the decision-making processes.
Originality/value
This paper extends the understanding of organizational dynamics and governance in open collaboration organizations, and exposes the shortcomings of this model, which are an inevitable trade-off for its indisputable benefits.
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Carolyn Hunter, Dariusz Jemielniak and Agnieszka Postuła
The purpose of this paper is to present the results of a qualitative study of software engineers' playful behaviors at work.
Abstract
Purpose
The purpose of this paper is to present the results of a qualitative study of software engineers' playful behaviors at work.
Design/methodology/approach
The interviewed software engineers come from two European and three American companies. The research is based on ethnographical data, gathered in two longitudinal studies 2005‐2008. The methods used in the study include open‐ended unstructured interviews, participant observations, stories collection, and shadowings.
Findings
It is found that the currently dominant theory of normative control explaining software engineers workplace diminishes leisure and entertainment attributes of knowledge work. Fun at workplace is discovered to be an important, if not crucial, element of everyday programmers' job.
Originality/value
The study contributes to the literature by replying to the call for more research on high‐tech organizational practices, and on non‐job related behaviors at workplace. It reveals playful performance as a constituent for knowledge work and may contribute towards a better understanding of the role played by fun and playful behavior in creative problem‐solving and inventing.
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The purpose of this paper is to present the results of a qualitative study of software engineers' perception of dress code, career, organizations, and of managers.
Abstract
Purpose
The purpose of this paper is to present the results of a qualitative study of software engineers' perception of dress code, career, organizations, and of managers.
Design/methodology/approach
The software engineers interviewed work in three European and two US companies. The research is based on ethnographic data, gathered in two longitudinal studies during the period 2001‐2006. The methods used in the study include open‐ended unstructured interviews, participant observation, collection of stories, and shadowing.
Findings
It was found that the majority of software engineers denounce formal dress‐codes. The notion of career was defined by them mostly in terms of occupational development. They perceived their own managers as very incompetent. Their view on corporations was also univocally negative. The findings confirm that software engineers form a very distinctive occupation, defining itself in opposition to the organization. However, their distinctiveness may be perceived not only as a manifestation of independence but also contrarily, as simply fulfilling the organizational role they are assigned by management.
Originality/value
The study contributes to the organizational literature by responding to the call for more research on high‐tech workplace practices, and on non‐managerial occupational roles.
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The world's most popular noncommercial website is built on five pillars, which include an assumption of good faith and ensuring all points of view are included in every…
Abstract
The world's most popular noncommercial website is built on five pillars, which include an assumption of good faith and ensuring all points of view are included in every encyclopedia article. How does this pan out in the day-to-day reality of fake news and the ever-growing climate of post-truth? How apt are mechanisms established by Wikipedia over a decade ago in the face of unreliable news sources and beliefs based on gut feelings and emotions rather than verifiable evidence? Active editors of Wikipedia firmly believe that this open online encyclopedia and other wikis operating under the same value system are lifeboats for truth seekers in a post-truth society. The mechanisms established over many years for sharing open knowledge through this online platform are even more useful now than they may have been in previous times, even though this too is understandably debatable.