Robert MacIntosh

Conditioned emergence: a dissipative structures approach to transformation

This paper presents a novel framework for the management of organizational transformation, defined here as a relatively rapid transition from one archetype to another. The concept of dissipative structures, from the field of complexity theory, is used to develop and explain a specific sequence of activities which underpin effective transformation. This sequence integrates selected concepts from the literatures on strategic change, organizational learning, and business processes; in so doing, it introduces a degree of prescriptiveness which differentiates it from other managerial interpretations of complexity theory. Specifically, it proposes a three-stage process: first, the organization ‘conditions’ the outcome of the transformation process by articulating and reconfiguring the rules which underpin its deep structure; second, it takes steps to move from its current equilibrium; and, finally, it moves into a period where positive and negative feedback loops become the focus of managerial attention. The paper argues that by managing at the level of deep structure in social systems, organizations can gain some influence over self-organizing processes which are typically regarded as unpredictable in the natural sciences. However, the paper further argues that this influence is limited to archetypal features and that detailed forms and behaviors are emergent properties of the system. Two illustrative case vignettes are presented to give an insight into the practical application of the model before conclusions are reached which speculate on the implications of this approach for strategy research. Copyright

Mode 2 Management Research

The terminology of mode 2 knowledge production has become increasingly prominent in discussions on the nature and purpose of management research. This paper attempts to move our understanding of this terminology forward, by providing a detailed exposition of the five features of mode 2 knowledge production in the context of management research and by offering an empirical account of a research project conducted in mode 2. The paper relates the established problem–solving management research traditions of action research, cooperative inquiry, grounded theory and clinical method to the conceptual territory of mode 2. It then considers a specific form of knowledge production where all five features of mode 2 appear simultaneously. The paper demonstrates how the terminology of mode 2 might provide a useful basis for dialogue between management researchers from different methodological traditions. Moreover, the paper concludes that the specific form of mode 2 where all five features are present (called here 5mode2) does differ, in both its conduct and the character of its output, from any of the established approaches considered in this paper.

Paradox as invitation to act in problematic change situations

It has been argued that organizational life typically contains paradoxical situations such as efforts to manage change which nonetheless seem to reinforce inertia. Four logical options for coping with paradox have been explicated, three of which seek resolution and one of which ‘keeps the paradox open’. The purpose of this article is to explore the potential for managerial action where the paradox is held open through the use of theory on ‘serious playfulness’. Our argument is that paradoxes, as intrinsic features in organizational life, cannot always be resolved through cognitive processes. What may be possible, however, is that such paradoxes are transformed, or ‘moved on’ through action and as a result the overall change effort need not be stalled by the existence of embedded paradoxes.

BPR: alive and well in the public sector

This paper examines three business process re‐engineering (BPR) projects, one conducted in the private sector and two conducted in the UKs higher education sector. The broad aim of the paper is to compare public and private sector applications of BPR. The paper begins with a brief overview of BPR and identifies three unresolved issues from the literature (the choice of modelling techniques used to describe business processes, whether to use generic or context specific process maps and whether to aim for radical or incremental change). An overview of each project is given and the paper considers how each of the unresolved theoretical issues was addressed in the cases before making a public vs private sector comparison. The paper illustrates differences and similarities between private sector usage of BPR and the two public sector examples given here and concludes that the techniques of BPR are highly applicable in the public sector.

Dialogues between Academics and Practitioners: The Role of Generative Dialogic Encounters

In this paper we seek to show how aspects of the thinking underpinning the relevance debate can be self-defeating. We consider the relationship between academics and practitioners from a dialogic perspective and perform a textual analysis of the ways in which ‘pro-relevance’ academics write about research. We use role analysis techniques to highlight the potential for mismatched expectations between academics and practitioners, and then consider an illustrative dialogue between practitioners and academics to develop our view that relevance has its roots in generative dialogic encounters. We conceptualize a modified view of dialogue in the context of organizational research relationships, which we believe offers a useful starting point for co-production of knowledge and understanding.

Conditioned emergence: researching change and changing research

This paper aims to enable the operations management community to engage with concepts from the field of complexity theory and apply them to the issue of organisational transformation. It begins by reviewing existing work on strategic change, then provides an overview of complexity theory to show how the conditioned emergence model was developed. A brief statement on method follows, which describes our research process in terms of mode 2 knowledge production. An illustrative case study is then presented and is used to highlight aspects of the model and the overlaps and differences between conditioned emergence and other approaches. The paper concludes that organisational transformation can be viewed as an emergent process which can be accessed and influenced through three interacting gateways, i.e. order generating rules, disequilibrium and positive feedback. Finally, an appendix is included which focuses specifically on the issue of the research process. Here, it is argued that calls for managerially‐relevant research will be best met through more widespread adoption of mode 2 as an approach.

Reflexivity: recursion and relationality in organizational research processes

Purpose – The paper seeks to support a better understanding of the types (or processes) of reflexivity which may be involved in the practice of organizational research, and the implications of reflexive practice for organizational researchers.Design/methodology/approach – A characterization of reflexivity as a process is developed from extant research, in four steps. First, the principal dimensions of reflexivity – reflection and recursion – are identified and delineated. Second, recursion is shown to have two modes, active and passive. Third, reflection is shown to have both closed, self‐guided and open, relational modes. Fourth, through integrating the detailed characterizations of each of the dimensions, different types of reflexivity are identified and defined.Findings – The paper shows how different types of reflexivity may be experienced sequentially, as a progressive process, by organizational researchers. Implications for research practice are derived from a consideration of this process.Originali...

The market, technological and industry context of business process re‐engineering in the UK

Attempts to contextualize the current high level of interest in business process re‐engineering (BPR) in UK business and industry. Reviews a number of surveys of UK business involvement with BPR and suggests long‐term secular trends in the business environment of Western firms that seem likely to have encouraged its use. Presents a brief history of the development of BPR to date, examining some of the seminal works on BPR and highlighting the major debates currently found in the literature. Examines the novelty of BPR in relation to other, more established, management approaches, with particular emphasis on the similarities and differences between total quality management and BPR. From case studies reported by UK businesses in the literature and popular press, concludes that: a large number of applications are found in the financial services sector; there is a notable absence of BPR case studies in SMEs; and there is a lack of information available about the failure rates of BPR projects in UK businesses. Identifies several areas where further research is required. Concludes that BPR addresses the need for established enterprises to move to a new organizational paradigm, from one focused on functions to one focused on processes. This need to change has been brought about by the advancing capabilities of information technology, increased levels of competition, the increasing sophistication of consumers and the threats posed by new entrants who have already adopted radically different modes of operation. Since these forces for change appear to be long‐run tendencies in developed economies, BPR cannot be viewed as a passing fad.

Practising and Knowing Management: A Dialogic Perspective

This article develops a dialogic perspective on practising and knowing management. It builds on prior work which has considered the nature of management research as well as the relationship between those who research organizations and those that manage them. The article argues that practising and knowing are co-constitutive, dialogic processes and that viewing the process in this way helps move beyond views of knowledge production and consumption which centre on translation between communities. The article sheds new light on the nature of research relationships by presenting two ways of mapping the dynamics of these relationships in terms of dialogue.

Identity work: processes and dynamics of identity formations

Abstract Our aim is to elucidate a position that takes identity to be dynamic and changeable over time and to propose a conceptualization that provides a way of mapping alternative imperatives and opportunities for identity work. It is argued that dynamic identity is inherently complex, being constructed through interaction between the self and others. These interactive activities are conceptualised as “identity work”.[1] We regard an understanding of identity work to be significant both for the theorizing of identity and for those who work and manage in organizations, particularly where the organisational situation is itself dynamic.