Eddie Chaplin, Sarah Halls, Guy Carlile, Steve Hardy and Theresa Joyce
This paper explores some of the issues and barriers to service user involvement for people with learning disability in mental health settings. In particular the paper focuses on…
Abstract
This paper explores some of the issues and barriers to service user involvement for people with learning disability in mental health settings. In particular the paper focuses on barriers to involvement including staff attitudes and the involvement of service users in their own assessment and treatment. The issue of getting people involved in their own care is addressed and is highlighted using examples of good practice.
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Charlotte A. Sharp, Mike Bresnen, Lynn Austin, Jillian McCarthy, William G. Dixon and Caroline Sanders
Developing technological innovations in healthcare is made complex and difficult due to effects upon the practices of professional, managerial and other stakeholders. Drawing upon…
Abstract
Purpose
Developing technological innovations in healthcare is made complex and difficult due to effects upon the practices of professional, managerial and other stakeholders. Drawing upon the concept of boundary object, this paper explores the challenges of achieving effective collaboration in the development and use of a novel healthcare innovation in the English healthcare system.
Design/methodology/approach
A case study is presented of the development and implementation of a smart phone application (app) for use by rheumatoid arthritis patients. Over a two-year period (2015–2017), qualitative data from recorded clinical consultations (n = 17), semi-structured interviews (n = 63) and two focus groups (n = 13) were obtained from participants involved in the app's development and use (clinicians, patients, researchers, practitioners, IT specialists and managers).
Findings
The case focuses on the use of the app and its outputs as a system of inter-connected boundary objects. The analysis highlights the challenges overcome in the innovation's development and how knowledge sharing between patients and clinicians was enhanced, altering the nature of the clinical consultation. It also shows how conditions surrounding the innovation both enabled its development and inhibited its wider scale-up.
Originality/value
By recognizing that technological artefacts can simultaneously enable and inhibit collaboration, this paper highlights the need to overcome tensions between the transformative capability of such healthcare innovations and the inhibiting effects simultaneously created on change at a wider system level.
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Poul Houman Andersen and Hanne Kragh
External inputs are critical for organisational creativity. In order to bridge different thought worlds and cross-organisational barriers, managers must initiate and motivate…
Abstract
Purpose
External inputs are critical for organisational creativity. In order to bridge different thought worlds and cross-organisational barriers, managers must initiate and motivate boundary spanning processes. The purpose of this paper is to explore how boundary spanners manage creativity projects across organisational boundaries.
Design/methodology/approach
The authors link to previous literature and present findings from a comparative case study of managerial practices for managing creativity projects. Data were collected through interviews, secondary materials, site visits and observation.
Findings
Three meta-practices used by managers to manage boundary-spanning creative projects are presented: defining the creative space, making space for creativity and acting in the creative space. These practices are detailed in seven case studies of creative projects.
Research limitations/implications
The analysis focuses on boundary spanning as a management process rather than a capability for organisations to self-organise. It extends the “boundary spanning as practice” literature by focusing on boundary spanning as a managerial practice and brings the problems related to resource mobilisation across both organisational and departmental boundaries to the fore.
Practical implications
Understanding the managerial dilemma faced by creativity managers is a first step to finding solutions. The discussed practices may inspire managers both in resolving creativity management problems and through self-reflection.
Originality/value
The authors contribute to research on boundary spanning practices by linking to creativity research, and bridge to research on management and governance in distributed and less-defined organisations.
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Vetle Engesbak and Jonas A. Ingvaldsen
Parallel organizations (POs) perform tasks that operating organizations (OOs) are not equipped or organized to perform well. However, POs rely on OOs’ goodwill for implementation…
Abstract
Purpose
Parallel organizations (POs) perform tasks that operating organizations (OOs) are not equipped or organized to perform well. However, POs rely on OOs’ goodwill for implementation of their ideas and recommendations. Little is known about how POs achieve impact in OOs; this paper aims to examine this important topic.
Design/methodology/approach
Through the analytical lens of boundary spanning, the paper analyzes the PO–OO relationship in a manufacturing organization. Data were collected through 31 semi-structured in-depth interviews with OO managers, PO team leaders and PO team members.
Findings
Primary PO–OO boundary dimensions were favoritism toward local practice in the OO, specialized knowledge across PO–OO contexts and power asymmetry favoring the OO. The main boundary-spanning activities were translating, which targets specialized knowledge, and anchoring, which targets favoritism towards local practice and power asymmetry.
Research limitations/implications
The findings on PO–OO collaboration, especially PO–OO power relations, complement conventional topics in PO literature, such as POs’ purpose, structural configuration and staffing.
Practical implications
POs should be staffed with team members, especially team leaders, who can translate effectively between the PO’s and the OO’s frames of reference, and facilitate complicated knowledge processes across these contexts. Additionally, senior managers should understand their role in anchoring the PO initiative and its results within the OO.
Originality/value
This is the first study to view the PO–OO relationship via boundary spanning, and thus to identify power asymmetry as a key challenge not previously described in PO literature, and describe how this asymmetry is overcome through anchoring.
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Paul Blyton, Edmund Heery and Peter Turnbull
Presents 35 abstracts from the 2001 Employment Research Unit Annual conference held at Cardiff Business School in September 2001. Attempts to explore the theme of changing…
Abstract
Presents 35 abstracts from the 2001 Employment Research Unit Annual conference held at Cardiff Business School in September 2001. Attempts to explore the theme of changing politics of employment relations beyond and within the nation state, against a background of concern in the developed economies at the erosion of relatively advanced conditions of work and social welfare through increasing competition and international agitation for more effective global labour standards. Divides this concept into two areas, addressing the erosion of employment standards through processes of restructuring and examining attempts by governments, trade unions and agencies to re‐create effective systems of regulation. Gives case examples from areas such as India, Wales, London, Ireland, South Africa, Europe and Japan. Covers subjects such as the Disability Discrimination Act, minimum wage, training, contract workers and managing change.
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Des Quinn, Vaughan Ellis and James Richards
Fewer than half of UK start-up businesses survive beyond five years (ONS, 2020). The Scottish Small Business Survey of 2019 found competition in the market and uncertainty as to…
Abstract
Fewer than half of UK start-up businesses survive beyond five years (ONS, 2020). The Scottish Small Business Survey of 2019 found competition in the market and uncertainty as to how to face it were considered the most significant barrier to success by almost half of Small and Medium-sized Enterprises (SMEs) (Scottish Government, 2020). This chapter considers how four Scottish breweries have formulated start-up strategies to respond to competition in an ever-increasingly crowded marketplace in order to maximise their likelihood of survival. The findings from each of these case studies are presented in an accessible format, and indicate that a variety of approaches to the development of the businesses can be adopted, albeit planned approaches dominate. Drawing on real life experiences of four successful businesses, the practical choices they took provide guidance and inspiration for other aspiring craft beer entrepreneurs in selecting an appropriate approach to and content of their founding strategy.
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Rita Henriikka Lavikka, Riitta Smeds and Miia Jaatinen
– The paper aims to compare the coordination of supply chain networks in contractually different complex construction projects.
Abstract
Purpose
The paper aims to compare the coordination of supply chain networks in contractually different complex construction projects.
Design/methodology/approach
A comparative case study of the coordination of collaborative work in two successful hospital construction projects was conducted. One of the projects applied multiple dyadic contracts, whereas the other project applied one multi-party contract between the parties. The projects were located in the USA. Data were collected by observing the coordination on the construction sites for six weeks and by conducting 72 interviews.
Findings
The paper shows that depending on the contract type, the timing and extent of complementary procedural coordination differs during projects. Compared with one multi-party contract, the dyadic contracts needed to be complemented during the design phase with three additional procedural coordination mechanisms: organizational design, processes for collaborative work and integrated concurrent engineering sessions. Additionally, common rules of conduct were taken into use during the construction phase. However, regardless of the contract type, procedural coordination mechanisms, such as co-located working, collaborative decision-making in inter-organizational meetings, a liaison role and shared project goals were needed throughout the projects.
Practical implications
If multiple dyadic contracts are applied, procedural coordination mechanisms have to be co-created by all supply chain parties at the beginning of the project.
Originality/value
The paper provides an understanding on successful contractual and complementary procedural coordination mechanisms of supply chain networks in complex construction projects.
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Paul Spee, Joanna Kho, Anna Jenkins and Paula Jarzabkowski
This study addresses an important yet underdeveloped topic in routine dynamics research: how do routines form? Given the salience of routine formation in new ventures, this study…
Abstract
This study addresses an important yet underdeveloped topic in routine dynamics research: how do routines form? Given the salience of routine formation in new ventures, this study is based on a single, longitudinal case study, following MatchMe, a technology-enabled startup. Building on findings from MatchMe, this study posits routine formation as a layered process. Rather than replacing established routines, routine formation was sequential. New routines were formed in addition to routines that continued to run in parallel. Routine formation was guided by organizational goals and monitoring their attainment. Multiple routines are formed to explore and create possibilities by shifting espoused ideals to attain organizational goals. This study advances routine dynamics in three distinct ways. First, it elaborates on a predominantly binary view of routine formation. Second, it extends work focused on the active creation of patterns. Third, it extends the response and outcomes of routine change, providing avenues for future research to explore strategic consequences of routines for outcomes typically associated with firm performance.
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Paul R. Carlile, Steven H. Davidson, Kenneth W. Freeman, Howard Thomas and N. Venkatraman