Alexander Styhre

Non‐linear change in organizations: organization change management informed by complexity theory

Organizational change processes are often modeled on a linear understanding of change in which the process is composed of individual succeeding steps. In this paper, an organization change process in a Swedish telecommunication company, TelCo., is studied from the perspective of non‐linearity. Complexity theory is used in the paper as a loosely coupled framework of theories and perspectives that do not assume that social or natural systems operate in accordance with linearity. By integrating complexity theory perspectives on organization change, disruptive, fluid processes of change may be better understood. Notions such as non‐linearity and complexity may thus be fruitfully integrated into the analysis of organizational change processes.

Kaizen, Ethics, and Care of the Operations: Management After Empowerment

The notion of empowerment has been increasingly used within management discourses during the 1990s. Empowerment is depicted by its proponents as the common denominator for recent managerial techniques and activities that acknowledge the individual employee as an intelligent, accountable, creative being, and therefore a productive resource for the company. Rather than thinking of management techniques as being, or not being, used to empower employees, this paper suggests that the notion of ethics, and more specifically what Foucault calls technologies of the self, provides possibilities for analysing how employees constitute themselves as ethical, productive, and legitimate members of society through the use of management techniques. This paper presents a study of how the management technique of kaizen, continuous improvements, is used in three Swedish companies. Thinking of work as ethically embedded rather than determined by the degree of distribution of the empowering resources in organizations paves the way for opportunities to conduct more sensitive analyses of how managerial techniques operate in practice.

Learning capabilities in organizational networks: case studies of six construction projects

Organizational learning is a key mechanism for adapting to changes in the organizations environment, sharing know‐how and experiences, and for providing innovative solutions. Practices of organization learning are examined in six Swedish construction projects. In the Swedish construction industry, organization learning practices are in many cases underdeveloped and therefore mechanisms for sharing know‐how, information, and experiences remain an organizational capability not fully exploited. Findings suggest that construction projects are primarily relying on informal and personal contacts rather than more formal reporting and computer‐based management control systems. The implications for management in the industry are that new arenas wherein various professional groups can share knowledge and information would be beneficial for construction projects in terms of enabling for joint learning and a better use of the intellectual resources employed the project.

Dynamic Learning Capability and Actionable Knowledge Creation: Clinical R&D in a Pharmaceutical Company.

This article explores the use of organizational learning mechanisms to create actionable knowledge in a pharmaceutical company. An action research based approach was used to explore the nature and issues associated with fostering the dynamic learning capability within the firm. The results indicate that dynamic learning capability is embedded and influenced by company culture, existing skills and competence, organizational structure, incentives for learning, capacity for continuous change and leadership. It is argued that enabling actionable knowledge creation is a fragile process that has to be managed with care, and is far more complex than the literature suggests.

Knowledge management beyond codification: knowing as practice/concept

Knowledge has been theorized as being an elementary form of organization in the so‐called knowledge management literature. Although there are numerous analytical strengths in this literature, a reductionist view of knowledge dominates the field. From a reductionist view, knowledge is an extension from data and information. As opposed to this image of knowledge, this paper suggests that knowledge is what is inherent in practices and concepts employed and invented to denote such practices. The notion of knowledge is therefore constituted on a single plane or surface wherein practices and concepts are entangled. As a consequence, knowledge is always indeterminate and fluid because it is immanent in a multiplicity of undertakings and changing language games. In addition, data and information only represents a sub‐set of what we call knowledge. This processual and fluid view of knowledge represents an epistemological break with reductionist views of knowledge and enables for new perspectives on how knowledge is managed as an intangible resource in organizations.

Managing knowledge in platforms: boundary objects and stocks and flows of knowledge

Previous research suggests that construction industry companies use relatively little formal managerial procedures when managing knowledge. Instead, many construction companies are relying on informal networks and social capital as conduits for the sharing of knowledge. However, objects play an important role in organizations as vehicles for the sharing of knowledge. The use of platforms, standardized packages of prescribed components, routines and practices, in a major Scandinavian construction company (SCC), demonstrates that platforms are potentially useful when sharing and accumulating knowledge. The platform concept is a boundary object integrating various functions and activities and standardizing work procedures while at the same time leaving some room for contingencies and local conditions. SCC’s use of platforms contributes to the understanding of knowledge sharing practices by emphasizing the role of formally enacted objects and tools and by underlining the need for bridging and bonding the stocks and flows of knowledge in construction companies.

The (re)embodied organization: four perspectives on the body in organizations

This paper aims at discussing the notion of the body in organization theory. The postmodern and the linguistic turns in social theory have focused all forms of lexical, linguistic, semiotic and symbolic theories of organizations. This paper argues that these positions have contributed substantially to organization theory but that there are considerable, embodied activities of organizations that are excluded, marginalized or overlooked. Therefore, it is important to rethink and problematize the use of human bodies in organizations. Four different perspectives on embodiment are examined in the text: phenomenology, feminist theory, theories of practice and postmodern theory. The paper concludes that organization theory needs to integrate the human body to fully understand how organizations operate.

Management Control in Bureaucratic and Postbureaucratic Organizations A Lacanian Perspective

The notion of the postbureaucratic organization has been employed in organization theory to denote a number of movements beyond the control mechanisms of the bureaucratic organization. This article aims to use the notions of the symbolic and the imaginary, developed by the French psychoanalyst Jacques Lacan and applied to technology studies by Friedrich Kittler, when examining control in these two archetypical organizational configurations. The article argues that the departure from the use of written documents, scripts, and protocols and the increasing emphasis on identity, culture, ideology, and other unobtrusive forms of control can be examined in terms of being a change of emphasis from the symbolic to the imaginary register, from the register of language to the register of images.

Revisiting site manager work: stuck in the middle?

The literature on middle managers tends to portray their role in rather negative terms. Middle managers are here stuck in between superiors and subordinates, with few opportunities for determining their work situation. In the construction industry, site managers play a role similar to that of the middle managers of large companies, located in between the firms strategic decisions and day‐to‐day production work on construction sites. The aim of this study is to examine how site managers experience their work situation. Drawing on an interview study encompassing 13 site managers and seven foremen and top managers in 13 construction projects, the research suggests that site managers are generally pleased with their work situation even though they are critical of the demands made of them to handle a variety of heterogeneous activities. However, a work situation fraught with unanticipated challenges and ambiguities easily leads to excessive workloads and long working hours. It is concluded that the literature on middle managers presents too negative an image of middle management and thus needs to revise the assumptions regarding the nature of middle managerial work. In addition, the study also underlines the needs of construction firms to regard their middle managers as a central function and resource.

Exploring university-industry collaboration in research centres

Purpose – The purpose of this paper is to explore university‐industry collaboration in research centres.Design/methodology/approach – The paper builds on an explorative study of three research centres at a technical university in Sweden, using in‐depth interviews. The three research centres, Alpha, Beta and Gamma, have various degrees of involvement with industry.Findings – A total of four broad forms of collaboration are suggested: distanced, translational, specified and developed collaboration.Research limitations/implications – The paper shows that the different institutional logics of academic actors, industry actors and funding agencies can be present in collaborations in (at least) four different ways resulting in four different types of research processes. Since not all actors are likely to be equally satisfied in all types of collaborations, the continued development of the research centres will be at risk.Practical implications – If the role of the research centre is to be a forum for collaborati...