Management and Marketing - Research Publications

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    Discourse and institutions
    Phillips, N ; Lawrence, TB ; Hardy, C (ACAD MANAGEMENT, 2004-10)
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    DISCOURSE AND DEINSTITUTIONALIZATION: THE DECLINE OF DDT
    Maguire, S ; Hardy, C (ACAD MANAGEMENT, 2009-02)
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    Institutional effects of interorganizational collaboration: The emergence of proto-institutions
    Lawrence, TB ; Hardy, C ; Phillips, N (ACAD MANAGEMENT, 2002-02)
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    Inter-organizational collaboration and the dynamics of institutional fields
    Phillips, N ; Lawrence, TB ; Hardy, C (Wiley, 2000-01-01)
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    Discourse as a strategic resource
    Hardy, C ; Palmer, I ; Phillips, N (SAGE PUBLICATIONS LTD, 2000-09)
    In this article, we outline a model of how discourse can be mobilized as a strategic resource. The model consists of three circuits. First, in circuits of activity, individuals attempt to introduce new discursive statements, through the use of symbols, narratives, metaphors, etc. aimed at evoking concepts to create particular objects. These activities must intersect with circuits of performativity. This occurs when, for example, concepts are contextually embedded and have meaning for other actors; when symbols, narratives and metaphors possess receptivity; and when the subject position of the enunciator warrants voice. Third, when these two circuits intersect, connectivity occurs as the new discursive statements `take'. Using an illustrative example of an international NGO operating in Palestine, we show how an individual brought about strategic change by engaging in discursive activity.
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    When 'silence = death', keep talking: Trust, control and the discursive construction of identity in the Canadian HIV/AIDS treatment domain
    Maguire, S ; Phillips, N ; Hardy, C (SAGE PUBLICATIONS LTD, 2001)
    When we trust someone, it is because we believe there is something about his or her behaviour that makes it predictable. From a control perspective, it means that their behaviour is subject to some type of control mechanism. Building on this connection, we argue that trust and control are closely related and, in fact, that different forms of trust are associated with different types of control. We present a model explaining the control mechanisms associated with three different forms of trust commonly proposed in the literature. Based on a three-year study of the Canadian HIV/AIDS treatment domain, we then explore in more detail the dynamics of identification-based trust and normative control. Our findings reveal the discursive foundations of generating identification-based trust
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    Researching Organizational Discourse
    Hardy, C (Informa UK Limited, 2001-09)
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    Reflexivity in organization and management theory: A study of the production of the research 'subject'
    Hardy, C ; Phillips, N ; Clegg, S (SAGE PUBLICATIONS LTD, 2001-05)
    In this article, we draw on actor-network theory (ANT) to reflexively investigate the role of the researcher and the research community in the production of a research subject. We review our earlier work, which explores how the dynamics of refugee systems help to produce the research subject - in this case, the refugee. We then use ideas from ANT to move beyond the more conventional institutional and discursive analyses that are used in these articles. We include not just the activities of actors in the refugee system in our analysis, but also our own activities as researchers, as well as those of the broader research community We use the concept of translation to explore the role of these actors in the processes of social construction that produce refugees as a subject of academic study, which is related to, but distinct from, the `social' subject produced in the social setting under study. Generalizing from our own research experience, we argue for a reconceptualization of reflexivity in organization and management theory, which moves beyond the common view of heroic individuals struggling to understand and manage their role in their research towards an understanding of reflexivity as involving the research community as a whole.
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    Resources, knowledge and influence: The organizational effects of interorganizational collaboration
    Hardy, C ; Phillips, N ; Lawrence, TB (WILEY, 2003-03)
    ABSTRACT Inter‐organizational collaboration has been linked to a range of important outcomes for collaborating organizations. The strategy literature emphasizes the way in which collaboration between organizations results in the sharing of critical resources and facilitates knowledge transfer. The learning literature argues that collaboration not only transfers existing knowledge among organizations, but also facilitates the creation of new knowledge and produce synergistic solutions. Finally, research on networks and interorganizational politics suggests that collaboration can help organizations achieve a more central and influential position in relation to other organizations. While these effects have been identified and discussed at some length, little attention has been paid to the relationship between them and the nature of the collaborations that produce them. In this paper, we present the results of a qualitative study that examines the relationship between the effects of interorganizational collaboration and the nature of the collaborations that produce them. Based on our study of the collaborative activities of a small, nongovernmental organization (NGO) in Palestine over a four‐year period, we argue that two dimensions of collaboration – embeddedness and involvement – determine the potential of a collaboration to produce one or more of these effects.
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