This article provides a study of precarisation through the lens of dress work: the mundane practice of dressing the body for work. Based on intimate in-depth wardrobe interviews and analyses of workers’ narratives about their dressing practices, we develop a perspective on what insecure work feels like for workers in the interactive services and creative industries. We understand dress work as a materially mediated practice in which workers often aim to achieve a level of comfort: a state in which they are allowed to become less reflexive about their bodies. One of the ways in which precarisation makes itself known, we contend, is through the temporal logic of the interruption. The temporality of zero-hours contracts and short-term, insecure labour interrupts the achievement of comfort as workers are not allowed the time to experience their work, colleagues and spaces. The discomfort and sometimes pain of insecurity of post-Fordist labour is thus felt on the body.
DOCUMENT
Coastal and marine cultural heritage (CMCH) is at risk due to its location and its often indefinable value. As these risks are likely to intensify in the future, there is an urgent need to build CMCH resilience. We argue that the current CMCH risk management paradigm narrowly focuses on the present and preservation. This tends to exclude debates about the contested nature of resilience and how it may be achieved beyond a strict preservationist approach. There is a need, therefore, to progress a broader and more dynamic framing of CMCH management that recognises the shift away from strict preservationist approaches and incorporates the complexity of heritage’s socio-political contexts. Drawing on critical cultural heritage literature, we reconceptualise CMCH management by rethinking the temporality of cultural heritage. We argue that cultural heritage may exist in four socio-temporal manifestations (extant, lost, dormant, and potential) and that CMCH management consists of three broad socio-political steering processes (continuity, discontinuity, and transformation). Our reconceptualisation of CMCH management is a first step in countering the presentness trap in CMCH management. It provides a useful conceptual framing through which to understand processes beyond the preservationist approach and raises questions about the contingent and contested nature of CMCH, ethical questions around loss and transformation, and the democratisation of cultural heritage management.
MULTIFILE
This is a critique of how designers deal with contending histories and multiple presents in design to speculate about socio-technical futures. The paper unpacks how embedded definitions and assumptions of temporality in current design tools contribute to coloniality in designed futures. As design practice becomes implicated in how oppression extends from physical systems to global digital platforms, our critique rejects the notion that it is only AI that needs fixing and it dissects the Futures Cone used in speculative design to make these issues visible. As an alternative, we offer a hauntological vocabulary to aid designers in reorienting their speculative tools and accommodating pluriversality in anticipatory futures. To illustrate the benefits of the proposed metaphors, we highlight examples of coloniality in digital spaces and emphasize the failure of speculative design to decolonize future imaginaries. Using points of reference from hauntology, those that engage with uncertain states of lingering or spectrality, and notions of nostalgia, absence, and anticipation, this paper contributes to rethinking the role that design tools play in colonizing future imaginaries, especially those pertaining to potentially disruptive technologies.
DOCUMENT
Performance feedback is an important mechanism of adaptation in learning theories, as it provides one of the motivations for organizations to learn (Pettit, Crossan, and Vera 2017). Embedded in the behavioral theory of the firm, organizational learning from performance feedback predicts the probability for organizations to change with an emphasis on organizational aspirations, which serve as a threshold against which absolute performance is evaluated (Cyert and March 1963; Greve 2003). It postulates that performance becomes a ‘problem’, or the trigger to search for alternative procedures, strategies, products and behaviors, when performance is below that threshold. This search is known as problemistic search. Missing from this body of research, is empirically grounded understanding if the characteristics of performance feedback over time matter for the triggering function of the feedback. I explore this gap. This investigation adds temporality as a dimension of the performance feedback concept guided by a worldview of ongoing change and flux where conditions and choices are not given, but made relevant by actors and enacted upon (Tsoukas and Chia 2002). The general aim of the study is to complement the current knowledge of performance feedback as a trigger for problemistic search with an explicit process temporal approach. The main question guiding this project is how temporal patterns of performance feedback influence organizational change, which I answer in four chapters, each zooming into one sub-question.First, I focus on the temporal order of performance feedback by examining performance feedback and change sequences organizations go through. In this section time is under study and the goal is to explore how feedback patterns have evolved over time, just as the change states organizations pass through. Second, I focus on the plurality of performance feedback by investigating performance feedback from multiple aspiration levels (i.e. multiple qualitatively different metrics and multiple reference points) and how over time clusters of performance feedback sequences have evolved. Next, I look into the rate and scope of change relative to performance feedback sequences and add an element of signal strength to the feedback. In the last chapter, time is a predictor (in the sequences), and, it is under study (in the timing of responses). I focus on the timing of organizational responses in relation to performance feedback sequences of multiple metrics and reference points.In sum, all chapters are guided by the timing problem of performance feedback, meaning that performance feedback does not come ‘available’ at a single point in time. Similarly to stones with unequal weight dropped in the river, performance feedback with different strength comes available at multiple points in time and it is plausible that sometimes it is considered by decision-makers as problematic and sometimes it is not, because of the sequence it is part of. Overall, the investigation is grounded in the general principles of organizational learning from performance feedback, and the concept of time as duration, sequences and timing, with a focus on specification of when things happen. The context of the study is universities of applied sciences and hotels in The Netherlands. Project partner: Tilburg University, School of Social and Behavioral Sciences, Department of Organization Studies
