Eivor Oborn

Boundary object use in cross-cultural software development teams

This article examines the evolving use of boundary objects in cross-cultural software teams. Our field study of a Jamaican-Indian team examines the use of software specifications and project management tools as boundary objects in facilitating sharing across knowledge boundaries. We examine how and why the role and use of boundary objects may facilitate collaboration across knowledge boundaries at one time and contribute to conflict at other times. We unpack the interacting elements that both facilitate and constrain knowledge sharing, and trigger conflicts at different stages of the software team development. Specifically, we found that the use of boundary objects at transitions involving definitional control and the subsequent redistribution of power/authority may inhibit knowledge sharing. The subsequent reifying of cultural boundaries along with negative stereotyping led to relational conflict, through a process we call culturizing , as cross-cultural differences emerged as problematic for team dynamics.

Knowledge and practice in multidisciplinary teams: Struggle, accommodation and privilege

The importance of translating knowledge across occupational boundaries is frequently identified as a means of generating innovation and improving performance. The creation of the multidisciplinary team is an institutional response to enable such translation and synergy, yet few studies examine the processes of knowledge generation and translation in such teams. This article offers a case study that analyses these processes in decisions about the diagnosis and treatment of patients. Polanyi’s concept of tacit integration is used to reveal how meaning is developed and manifest in team decisions and to examine how the discursive resources embedded in tacit knowledge shape clinical practice. We highlight the foundations and dynamics that privilege the knowledge of some team members to be reconstituted as multidisciplinary group practice. Privileged knowledge then becomes embedded in the practices of the group. We conclude that the creation of a multidisciplinary structure may support rather than challenge existing power hierarchies.

Knowledge translation in healthcare: Incorporating theories of learning and knowledge from the management literature

PURPOSE The authors draw selectively on theories of learning and knowledge, which currently have received little attention from knowledge translation (KT) researchers, and suggest how they might usefully inform future development of the KT literature. The purpose of this paper is to provide conceptual tools and strategies for the growing number of managers, clinicians and decision makers navigating this arena DESIGN/METHODOLOGY/APPROACH The authors conducted a narrative review to synthesise two streams of literature and examine evolving conceptual landscape concerning knowledge translation over the previous three decades. Conceptual mapping was used iteratively to develop and synthesise the literature. Iterative feedback from relevant research and practice stakeholder groups was used to focus and strengthen the review. FINDINGS KT has been conceptualised along three competing frames; one focusing on linear (largely unidirectional) transfer of knowledge; one focusing on KT as a social process; and another that seeks to more fully incorporate contextual issues in understanding research implementation. Three overlapping themes are found in the management literature that inform these debates in the health literature, namely knowledge boundaries, organisational learning and absorptive capacity. Literature on knowledge boundaries problematizes the nature of boundaries and the stickiness of knowledge. Organisational learning conceptualises the need for organisational wide systems to facilitate learning processes; it also draws on a more expansive view of knowledge. Absorptive capacity focuses at the firm level on the role of developing organisational capabilities that enable the identification, assimilation and use of new knowledge to enable innovation. RESEARCH LIMITATIONS/IMPLICATIONS The paper highlights the need to consider KT processes at multiple levels, including individual, organisational and strategic levels. These are important not only for research but also have practical implications for individuals and organisations involved in KT processes. ORIGINALITY/VALUE This review summarises and integrates two largely separate literature streams on knowledge translation - namely health services research and management scholarship. In addition to outlining and organising the conceptual landscape around knowledge transfer, the paper contributes by highlighting how management literature on knowledge and learning theories might inform health services research on knowledge translation.

Distributed Leadership in Policy Formulation: A Sociomaterial Perspective

Leadership in public policy making is challenging. There is tension in gaining commitment from competing stakeholder groups, in sustaining public engagement in technically complex areas and securing broad-based support. Our paper illuminates these challenges through a case study of health policy development in the UK. We go beyond individual roles and leader–follower exchange relationships to develop the concept of distributed leadership using a sociomaterial approach to reveal how and why leadership is distributed across sociomaterial practices which together (re)configure policy coalitions and context. In so doing we also show how legitimacy and trust are sociomaterially enacted and shape leadership in public policy.

Balancing exploration and exploitation in transferring research into practice: a comparison of five knowledge translation entity archetypes

BackgroundTranslating knowledge from research into clinical practice has emerged as a practice of increasing importance. This has led to the creation of new organizational entities designed to bridge knowledge between research and practice. Within the UK, the Collaborations for Leadership in Applied Health Research and Care (CLAHRC) have been introduced to ensure that emphasis is placed in ensuring research is more effectively translated and implemented in clinical practice. Knowledge translation (KT) can be accomplished in various ways and is affected by the structures, activities, and coordination practices of organizations. We draw on concepts in the innovation literature—namely exploration, exploitation, and ambidexterity—to examine these structures and activities as well as the ensuing tensions between research and implementation.MethodsUsing a qualitative research approach, the study was based on 106 semi-structured, in-depth interviews with the directors, theme leads and managers, key professionals involved in research and implementation in nine CLAHRCs. Data was also collected from intensive focus group workshops.ResultsIn this article we develop five archetypes for organizing KT. The results show how the various CLAHRC entities work through partnerships to create explorative research and deliver exploitative implementation. The different archetypes highlight a range of structures that can achieve ambidextrous balance as they organize activity and coordinate practice on a continuum of exploration and exploitation.ConclusionThis work suggests that KT entities aim to reach their goals through a balance between exploration and exploitation in the support of generating new research and ensuring knowledge implementation. We highlight different organizational archetypes that support various ways to maintain ambidexterity, where both exploration and exploitation are supported in an attempt to narrow the knowledge gaps. The KT entity archetypes offer insights on strategies in structuring collaboration to facilitate an effective balance of exploration and exploitation learning in the KT process.

A trichordal temporal approach to digital coordination: the sociomaterial mangling of the CERN grid

This paper develops a sociomaterial perspective on digital coordination. It extends Pickerings mangle of practice by using a trichordal approach to temporal emergence. We provide new understanding as to how the nonhuman and human agencies involved in coordination are embedded in the past, present, and future. We draw on an in-depth field study conducted between 2006 and 2010 of the development, introduction, and use of a computing grid infrastructure by the CERN particle physics community. Three coordination tensions are identified at different temporal dimensions, namelyobtaining adequate transparency in the present, modeling a future infrastructure, and the historical disciplining of social and material inertias. We propose and develop the concept of digital coordination, and contribute a trichordal temporal approach to understanding the development and use of digital infrastructure as being orientated to the past and future while emerging in the present.

Introducing New Peer Worker Roles into Mental Health Services in England: Comparative Case Study Research Across a Range of Organisational Contexts

AbstractA wide variety of peer worker roles is being introduced into mental health services internationally. Empirical insight into whether conditions supporting role introduction are common across organisational contexts is lacking. A qualitative, comparative case study compared the introduction of peer workers employed in the statutory sector, voluntary sector and in organisational partnerships. We found good practice across contexts in structural issues including recruitment and training, but differences in expectations of the peer worker role in different organisational cultures. Issues of professionalism and practice boundaries were important everywhere but could be understood very differently, sometimes eroding the distinctiveness of the role.

Dialogical strategies for orchestrating strategic innovation networks : the case of the Internet of Things

Strategic innovation has been shown to provide significant value for organisations whilst at the same time challenging traditional ways of thinking and working. There is less known, however, as to how organisations collaborate in innovation networks to achieve strategic innovation. In this paper we explore how innovation networks are orchestrated in developing a strategic innovation initiative around the Internet of Things. We show how a hub actor brings together a diverse group of actors to initially create and subsequently orchestrate the strategic innovation network through the employ of three dialogical strategies, namely persuasive projection, reflective development, and definitional control. Further, we illuminate how different types of legitimacy are established through these various dialogical strategies in orchestrating strategic innovation networks.

Robots and Service Innovation in Health Care

Robots have long captured our imagination and are being used increasingly in health care. In this paper we summarize, organize and criticize the health care robotics literature and highlight how the social and technical elements of robots iteratively influence and redefine each other. We suggest the need for increased emphasis on sociological dimensions of using robots, recognizing how social and work relations are restructured during changes in practice. Further, we propose the usefulness of a ‘service logic’ in providing insight as to how robots can influence health care innovation.

Legitimacy of hospital reconfiguration: the controversial downsizing of Kidderminster hospital

OBJECTIVES This paper examines the contested organizational legitimacy of hospital reconfiguration, which continues to be a central issue in health care management. METHODS A qualitative study which focuses on the controversial downsizing of Kidderminster Hospital, a highly publicized landmark case of district general hospital closure. Rhetorical strategies are analysed to examine how legitimacy was constructed by stakeholder groups and how these strategies were used to support or resist change. RESULTS Stakeholders promoting change legitimized re-organization pragmatically and morally arguing the need for centralization as a rational necessity. Stakeholders resisting change argued for cognitive and moral legitimacy in current service arrangements, contrasting local versus regionalized aspects of safety and provision. Groups managed to talk past each other, failing to establish a dialogue, which led to significant conflict and political upheaval. CONCLUSIONS Stakeholders value hospitals in different ways and argue for diverse accounts of legitimacy. Broader discourses of medical science and democratic participation were drawn into rhetorical texts concerning regionalization to render them more powerful.