Pascal Lièvre

Ambidexterity as a competence of project leaders: A case study from two polar expeditions

This article explores the tensions between different modes of action that a project leader uses throughout the course of a project. The study examines whether these different modes can be identified and, if so, whether there is a possibility for the project leader to change modes. This is referred to as ambidexterity. Ambidexterity is explored within two polar expeditions. Results are surprising. No conclusion can be reached about the advantage of one mode over the other. But what does stand out as a discriminating factor is the possibility of using all modes throughout the project.

Towards a codification of practical knowledge

As practical knowledge seems to have a central place in organisational issues, we focus on possibilities of studying and formalising it. From an unusual theoretical perspective, we view practical knowledge as embodied knowing that is only manifest through action in a particular situation. Although this knowledge is largely implicit, we try to make what is articulable explicit. After highlighting the stakes involved in the codification of practices, we review the ontological and epistemological assumptions underlying the method developed. The method is founded on participant observation, a video recording of a situated subjective perspective and an ex post interview using this perspective to aid an actor in making part of his/her practical knowledge explicit. We present its implementation within research on polar expeditions in order to understand how an experienced actor deals with risks. In conclusion, we point out (1) the importance of this kind of data in knowledge management, (2) some lines of further research.

An innovative observatory of polar expedition projects: An investigation of organizing

The purpose of this article is to present a methodology for investigating projects of polar expeditions: in situ, in vivo, and in extenso. It is a new kind of qualitative methodology in that, classically, this type of method mostly focuses on “ways of saying” (Hlady Rispal, 2002), whereas we concentrate on “ways of doing” (Lievre & Rix-Lievre, 2009). The aim is to study the actuality of the collective action of organizing in its totality. It is guided by the description of “organizing” as defined by Weick. This case is built from information gathered by two actors engaged in the expedition, each one collecting data in a specific perspective. The first data collection was dedicated to collective dimensions. The multimedia logbook is filled in by a researcher in a posture of observant participation, relying on paper or video traces regularly collected throughout the project. These traces are then shaped to make a narrative. The second data collection was dedicated to more individual practices and therefore centered on individual members of the expedition at specific moments. The Device for Objectifying Situated Practices relies on two videos of the situation—one from an outside point of view and the other one using an embedded camera in order to record from a standpoint close to the actors—and on an interview with the actor using the second recording. The method allows us to objectify the tacit knowledge implemented by the actor in a completed situation, and to shape it in a chronological statement.

Polar expedition project and project management

This article presents the results of a polar expedition by sea kayak in which the authors participated in 2007. It calls upon the approach of Bruno Latour to describe the forms of socio-technical combinations and the controversies that arose during the course of the project. In addition, the article utilizes the experience of this unique project to draw lessons regarding project management in general: lessons on team makeup, knowledge management, and the relationship between preparation and actual implementation of a given project.

Mobilizing social networks beyond project team frontiers: The case of polar expeditions

New movements in project management are pushing project teams to hunt down contacts well outside their regular networks, to tackle problems encountered throughout project rollout. This raises the issue of initiating cooperation with someone unknown—that is, harnessing weak ties to tap into resources well outside the comfort zone. Our investigations into polar expedition projects has led us to develop the notion of a potentially cooperative weak tie converging Granovetters approach with a synthesis about cooperation differentiating identity-sense and utilitarian mechanisms. We conclude that a weak tie can initiate a cooperation only if it includes one of these two sources of cooperation.

The commitment of polar expedition members to a project: declared motivation or mobilization in situation ?

The commitment of participants to a project especially under extreme conditions, such as a polar expedition, has a vital bearing on its end result. But how can one apprehend the very notion of commitment? First, we distinguish the actors’ “declared” motivations from what actually mobilizes them in the situation. Second, we use notions of mobilization, norms, and sensibilities in order to understand this phenomenon. They throw a light on the participants’ behavior throughout the polar expedition and the projects progress. Our conclusions lead to a reconsideration of how to recruit for project teams, highlighting as they do, on the one hand, the importance of commitment not just in terms on intensity but also of meaning, and on the other, the difficulty of using this criterion for recruiting insofar as this commitment may be separate from the motivation expressed.

SECI and inter-organizational and intercultural knowledge transfer: a case-study of controversies around a project of co-operation between France and China in the health sector

– The purpose of this paper is to study the obstacles to knowledge transfer between organizations belonging to different cultures by making use of the socialization–externalization – combination – internalization (SECI) model. The contribution made by this paper is in the use of the SECI model for studying this type of issue. Although it recognizes the epistemological duality between tacit and explicit knowledge, the traditional literature had not adopted this theoretical structure. The explanation for this is an excessively simplistic interpretation of the SECI model in its 1995 version together with a lack of knowledge about Nonaka’s more recent works – Nonaka et al. (2008). , – The authors use a comparative case study opposing a failure and a success, and rely on Latour controversies to account for the context and contradictions. One of the authors worked for five years as a mediator in these projects and adopted the reflective practitioner posture of Schon. , – Using the SECI model is relevant for studying this question. The results obtained converge with the literature and mark the SECI’s first stage – socialization – as an operation of major importance. The authors show that the failure in knowledge transfer is due to a deficit of socialization, as the lack of prolonged situations of co-presence of the actors, i.e. the lack of shared context, impedes knowledge conversion. , – To go further, conditions of the socialization context must be better specified and developed. Second, cases in other areas than the health sector to observe the circulation of knowledge could be developed. , – The findings suggest ways for managers to fight against knowledge transfer barriers in multicultural contexts, relying on the socialization process. , – Accounting for the problem of knowledge transfer in a multicultural context through the SECI model, which focusses on the interaction between tacit and explicit knowledge, opens a fruitful line of reflexion. It would organize trips for French managers in China with a strong intercultural dimension. , – Accounting for the problem of knowledge transfer in a multi culural context through the SECI model, which focusses on the interaction between tacit and explicit knowledge, opens a fruitful line of reflexion.

Solicitation of experts in an undetermined environment: the case of a polar exploration

Purpose – The purpose of this paper is to understand the solicitation of outside experts in the upstream phase of innovation projects, which fall within the scope of the exploration and which take place within a context of radical uncertainty: how are these experts identified, selected and mobilised? While companies are compelled to manage exploration projects, the processes underlying the expansion of knowledge in these projects are not well known. Design/methodology/approach – Based on the literature, this paper first presents a conceptual view of the notion of expert. Then, the research question is analyzed by means of a case study of a polar expedition. The project leader seeks a knowledgeable person who has never been identified as an expert, but whose knowledge is essential. Findings – The expert appears both in his cognitive and social dimensions. Moreover, he emerges out of the situation, on the basis of neither strong nor weak signals. The rationality of expert solicitation falls within a pragmat...

La logistique des expéditions polaires : caractéristiques et apports à la logistique “classique”

Cet article qui s’inscrit dans un programme de recherche plus vaste sur la “logistique en milieux extrêmes”, exploite principalement le matériau recueilli (notes, enregistrements et contributions écrites1) lors d’un colloque (décembre 2000) où praticiens et scientifiques ont échangé leurs savoirs et savoir-faire. Il exploite aussi l’expérience de terrain de l’un des auteurs qui a participé et organisé plusieurs expéditions polaires à ski (notamment au Groenland en 1999). L’objectif de cet article est de caractériser la logistique des expéditions polaires à ski en autonomie et d’envisager l’intérêt de ses principes d’organisation et d’action pour la logistique industrielle et commerciale “classique”. Il privilégie la capitalisation des savoirs et savoir-faire développés dans le milieu polaire et leur potentiel transfert à la logistique “classique”, sans pour autant oublier l’apport inverse.

Leadership and organizational learning in extreme situations: lessons of a comparative study from two polar expeditions - one of the greatest disasters (Franklin, 1845) and one of the best achievements (Nansen, 1893): Leaders, Teams and Situations Outside the Norm

This chapter presents a comparative study of two polar expeditions, Nansens 1893- 1896 expedition to the North Pole and Franklins 1845 expedition to the North-West Passage. Franklins expedition is considered one of the greatest disasters in Arctic exploration, while Nansens expedition is one of its greatest achievements. This articles examines the factors that led to one mans success and anothers failure. The key factors seem to be: the consistency of the project with the leaders identity and ambitions, the learning process and the modes of acquiring knowledge from experience, the ability to adapt and to move away from the original plan, the team constitution.