his paper develops a new, broader, and more realistic lens to study (lacking) linkages between government policy and school practices. Drawing on recent work in organization theory, we advance notions on cluster of organization routines and the logic of complementarities underlying organizational change. This lens allows looking at how schools do (not) change a cluster of organization routines in response to multiple, simultaneous demands posed by government policies. Thirteen purposively selected Dutch secondary schools responding to three central government policies calling for concurrent change were analyzed, taking the schedule of a school as an exemplary case of a cluster of organization routines. Five distinct responses were distinguished, which can be sorted according to their impact on the whole organization. The study fnds that ten of the thirteen schools did not change anything in response to at least one of the three policies we studied. However, all schools changed their cluster of organization routines, which impacted the whole organization in response to at least one of the three government policies. Therefore, looking at combinations of responses and considering the impact of change on school organizations qualifes ideas about schools being resistant to policy or unwilling to change and improve.
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This report is entitled ‘Business Trends: Implications for Work and the Organization’. It includes the preliminary results of the study based on developments in the economic domain and the implications for work and the organization, carried out by the Business Research Centre (BRC) at Inholland University of Applied Science.
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The digital age has brought significant changes in the way organizations operate and compete. As a result of rapid technology development, many organizations are undergoing a digital transformation to stay relevant and competitive in the marketplace. This literature review aims to find future research topics by providing an overview of the current state of research on organizations in digital transformation (ODT), especially on malleable organization design and HRM aspects. The article begins by defining digital transformation (DT), and then examines how organizations change during DT, before delving into the perspectives of malleable organization design and HRM. Finally, it concludes by identifying gaps in the literature and suggesting a research agenda for future. Overall, organizational factors that need more investigation are highlighted to tackle complexities of ODT for further research.
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Liveblogs are very popular with the public and journalists alike. The problem, though, is their credibility, given the uncertainty of the covered events and the immediacy of their production. Little is known about how journalists routinize the unexpected—to paraphrase Tuchman—when journalists report about an event that is still unfolding. This paper is about makers of liveblogs, livebloggers, so to speak, and the routines and conventions they follow. To better understand the relationship between those who do the “liveblogging” and how the “liveblogging” is done, we interviewed a selection of nine experienced livebloggers who cover breaking news, sports, and politics for the three most-visited news platforms in the Netherlands. Based on our results, we concluded that journalists working at different platforms follow similar routines and conventions for claiming, acquiring, and justifying knowledge. Journalists covering news in liveblogs must have expert knowledge, as well as technical and organizational skills. Liveblogging—in contrast to regular, online reporting—is best summarized as a social process instead of an autonomous production. These findings are important for three reasons: first, to understand how journalists cope with uncertainty covering events under immediate circumstances using liveblogs; second, to understand the workings of this popular format; and third, to contribute to literature about journalistic genres, discourse communities and, more specifically, generic requirements of liveblogs for effects of credibility to take place.
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The digital age has brought significant changes in the way organizations operate and compete. As a result of rapid technology development, many organizations are undergoing a digital transformation to stay relevant and competitive in the marketplace. This literature review aims to find future research topics by providing an overview of the current state of research on organizations in digital transformation (ODT), especially on malleable organization design and HRM aspects. The article begins by defining digital transformation (DT), and then examines how organizations change during DT, before delving into the perspectives of malleable organization design and HRM. Finally, it concludes by identifying gaps in the literature and suggesting a research agenda for future. Overall, organizational factors that need more investigation are highlighted to tackle complexities of ODT for further research
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Metastructuration actions (overarching activities from (top)- management that shape and align users’ activities of IS/IT use) are often advocated to improve the success of IS/IT implementation. But is the potential of these actions situational to the interactions between different stakeholders; and if so, how can this context be taken into account? This key question is addressed in this paper. Building upon Orlikowski et al., the situational effect of metastructuration interplay concerning four key stakeholders; (top) management, users, IT department, and external service providers or consultants is explored. The empirical case context is a Dutch public healthcare organization that deployed three departmental information systems. Based on 26 qualitative stakeholder interviews, it was found that three types of metastructuration actions were critical, which are particular related to two types of stakeholder context. It is concluded that the stakeholder context is indeed conditional to metastructuration actions, and also to the success of IS/IT implementation in terms of perceived system quality and acceptance of the systems.
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The content of most journalism courses at journalism schools has been affected by the fast digital and interactive developments in the field. The changing digital organization of information and sources necessitates constant changes in news-gathering and research techniques and affects education in research skills. How can educators cope with the new demands concerning information gathering and selecting? Journalism students need to know how to use the newest research tools, how to find quick and reliable information and data on the Internet and how to best utilize social media for their journalistic research. Which research skills need to be taught to journalism students in this digital age? This article attempts to map the salient issues concerning changes in the syllabi of research skills courses by analysing scholarly literature, blogs and books by professional journalists and experiences at the – author’s – School of Journalism in Utrecht (the Netherlands) with the implementation of newly designed research courses. It is argued that digital developments have caused a shift from the information-gathering stage to the selecting stage of the research process in journalism. This implies more emphasis on evaluating and selecting skills in journalism education. New digital tools also require different research skills such as more language skills for more efficient search strategies. New digital sources, such as open data and the public on social media, call for more analytical skills and specific social skills to be added to the customary research skills.
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Veel medewerkers geven de voorkeur aan informele vormen van leren en ontwikkelen op de werkplek, terwijl formele leeractiviteiten gangbaarder zijn in organisaties. Deze activiteiten lijken vaak geïnitieerd door managers en HR-functionarissen en vinden veelal buiten de werkplek plaats. Dit terwijl arbeidsmarkttekorten noodzaken om leren en ontwikkelen in het dagelijkse werk vorm te geven. Dit artikel gaat in op het potentieel van participatief actieonderzoek om te leren en te ontwikkelen op de werkplek. Er wordt verslag gedaan van een actieonderzoeksproject binnen de verpleeghuiscontext. Onderzocht is hoe leren en ontwikkelen plaatsvonden en welke werkzame elementen binnen het actieonderzoeksproject hieraan bijdroegen. Resultaten laten zien dat leren en ontwikkelen in en van werk plaatsvinden op het moment dat authentieke situaties, direct beleefd worden. Ook helpt het als de authentieke situaties verkend worden vanuit verschillende perspectieven en als er mogelijkheden gezien worden voor nieuw of anders handelen. Regels en routines kunnen de integratie van leren en ontwikkelen in het werk beperken. Op basis van opgedane ervaringen en geleerde lessen worden aanbevelingen gegeven.
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This study theorizes on the sociomateriality of food in authority-building processes of partial organizations by exploring alternative food networks (AFNs). Through the construction of arenas for food provisioning, AFNs represent grassroots collectives that deliberately differentiate their practices from mainstream forms of food provisioning. Based on a sequential mixed-methods analysis of 24 AFNs, where an inductive chronological analysis is followed by a qualitative comparative analysis (QCA), we found that the entanglements between participants’ food provisioning practices and food itself shape how authority emerges in AFNs. Food generates biological, physiological and social struggles for AFN participants who, in turn, respond by embracing or avoiding them. As an outcome, most AFNs tend to bureaucratize over time according to four identified patterns while a few idiosyncratically build a more shared basis of authority. We conclude that the sociomateriality of food plays an important yet indirect role in understanding why and how food provisioning arenas re-organize and forge their forms of authority over time. Pascucci, S., Dentoni, D., Clements, J., Poldner, K., & Gartner, W. B. (2021). Forging Forms of Authority through the Sociomateriality of Food in Partial Organizations. Organization Studies, 42(2), 301-326. https://doi.org/10.1177/0170840620980232
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The principles of international humanitarian law (IHL) have evoked considerable debate in the practice of humanitarian support, particularly in terms of emerging tensions with sovereign (national) law. Drawing on organization studies, we examine the emergent strategies aimed at resolving the ambiguous legal context in which humanitarian support operations in a conflict context are embedded. Our analysis of two missions revealed two types of emergent strategies, namely network and negotiation strategies, differentiated by particular contextual dimensions. We extend the humanitarian law debate by showing the strategic interplay between the operational humanitarian context and international humanitarian principles, thereby connecting the fields of international law and organization science.
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