Tacit Knowledge in Organisations
In: Innovation: organization & management: IOM, Band 5, Heft 2-3, S. 286-287
ISSN: 2204-0226
13 Ergebnisse
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In: Innovation: organization & management: IOM, Band 5, Heft 2-3, S. 286-287
ISSN: 2204-0226
In: Organization: the interdisciplinary journal of organization, theory and society, Band 31, Heft 1, S. 87-114
ISSN: 1461-7323
Collaborative practices underlie the creation of innovation yet how and when these practices emerge is not well understood, particularly given the presence of flexible and open workspaces. Based on seven case studies of entrepreneurial Tech/FinTech firms in London, we explore how collaborative spaces lead to collaborative practices, when they do. Our findings suggest the enabling and inhibiting role of interstitial spaces (e.g. informality and spatiality) and identify catalysts in the emergence of collaborative practices in a coworking space. A theoretical and critical contextualisation advances our understanding of how collaborative practices emerge and articulates the conditionality of openness in the form of underlying mechanisms for collaboration and, subsequently (open) innovation outcomes. We discuss implications for future research and management of coworking spaces.
In: Research Policy, Band 42, Heft 4, S. 941-953
In: RESPOL-D-24-00596
SSRN
In: The journal of strategic information systems, Band 19, Heft 4, S. 232-241
ISSN: 1873-1198
In: R&D Management, Band 50, Heft 5, S. 551-572
SSRN
In: The journal of strategic information systems, Band 27, Heft 3, S. 221-236
ISSN: 1873-1198
In: Research Policy, Band 39, Heft 9, S. 1198-1213
In: Research policy: policy, management and economic studies of science, technology and innovation, Band 39, Heft 7, S. 893-906
ISSN: 1873-7625
In: Organization studies: an international multidisciplinary journal devoted to the study of organizations, organizing, and the organized in and between societies, Band 42, Heft 8, S. 1337-1349
ISSN: 1741-3044
Work and organization increasingly happen in transit. People meet in coffee shops and write emails from their phones while waiting for buses or sitting outdoors on benches. Business meetings are held in airports and projects are run from laptops during travel. We take the street as a place where organizing in transit accumulates. While the organization studies field has been catching up with various related phenomena, including co-working, digital nomadism, and mobile and online communities, we argue that it has overlooked what has historically been the most important site for organizational activity outside of organizations. The street has been both location and inspiration for organizing, whether political, social or governmental. It is a space of both planning and spontaneity, of silent co-existence and explicit conflict, and therefore offers abundant empirical and methodological opportunities. It is surprising that the street and the experiences it brings with it have remained largely outside the scope of organization studies. We suggest that organization scholars take to the street, and offer recommendations as to how to do so. Specifically, we explore the tensions that become apparent when organizing happens in and through the street.
Information technology (IT) is used to regulate organizational processes both to allow and to prevent specific behavior. Recent scandals in the financial industry exposed overconfidence in IT based regulation and, as scholars of regulation have long known, the games people play increase with the number of rules in place. To explore the practices in organizations with a broad perspective we define sociomaterial regulation as the relationships between the rules, the IT artifacts, and the practices. A new theoretical terminology around the three relationships (materialization of rules in IT artifacts, interdependency between IT artifacts and practices, and coupling in time between rules and practices) helps to explore a large case study of the implementation of an e-learning system in a French university over a five years period. The study reveals five modalities of sociomaterial regulation which can be understood using the three relationships: functionality-, tool-, role-, procedure-, and social process-orientation play out very differently for the organization in terms of the change in practices, the sources of control (hierarchical versus emergent), and innovation activity. We discuss implications for management and policy.
BASE
Information technology (IT) is used to regulate organizational processes both to allow and to prevent specific behavior. Recent scandals in the financial industry exposed overconfidence in IT based regulation and, as scholars of regulation have long known, the games people play increase with the number of rules in place. To explore the practices in organizations with a broad perspective we define sociomaterial regulation as the relationships between the rules, the IT artifacts, and the practices. A new theoretical terminology around the three relationships (materialization of rules in IT artifacts, interdependency between IT artifacts and practices, and coupling in time between rules and practices) helps to explore a large case study of the implementation of an e-learning system in a French university over a five years period. The study reveals five modalities of sociomaterial regulation which can be understood using the three relationships: functionality-, tool-, role-, procedure-, and social process-orientation play out very differently for the organization in terms of the change in practices, the sources of control (hierarchical versus emergent), and innovation activity. We discuss implications for management and policy.
BASE
In: Industry and Innovation, 2017, Volume 24, Issue 1, Pages 8-40, DOI: 10.1080/13662716.2016.1240068
SSRN
Working paper