Management and Marketing - Research Publications
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ItemNew Approaches to Organizing Risk: Part Two( 2018-11-15)In this subsequent article, Maguire and Hardy offer a critique of how the dominant discourse of risk stands in the way of thinking critically about risk. They also show how some organizations have successfully resisted this discourse and adopted more innovative ways of organizing risk.
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ItemNew Approaches to Organizing Risk: Part One(The Conference Board of Canada, 2018-04-23)Organizations produce risks—financial, health, and environmental—when they engage in dangerous activities or deploy hazardous technologies. And these risks are borne by others, such as employees, external stakeholders, or even society at large. At the same time, organizations themselves are exposed to regulatory, legal, reputational, and operational risks. Consequently, identifying risks and deciding how to deal with them is of critical importance to any organization. But is risk management, as it is currently conceived and applied, up to the task? We think not and we explain why in this two-part series, which also highlights how organizations can develop new, more effective ways to organize risks. Part One introduces the organizational risk cycle and points out weaknesses in how organizations typically address risk—the default approach, as we call it. This first part of the series also shows how organizations can overcome the tendency to favour the default approach over alternative ways of organizing risk.
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ItemBridging Practice and Process Research to Study Transient Manifestations of Strategy(Wiley, 2018-03-01)Research Summary: At the intersection of Strategy Process (SP) and Strategy-as-Practice (SAP) research lies the focal phenomenon they share – strategy, which manifests itself in a variety of ways: intended, realized, deliberate, emergent, unrealized, and ephemeral strategy. We present a methodology comprised of three stages that, when integrated in the manner we suggest, permit a rich operationalization and tracking of strategy content for all manifestations. We illustrate the utility of our methodology for bridging SP and SAP research by theorizing practices that are more likely to give rise to unrealized and ephemeral strategy, identifying their likely consequences, and presenting a research agenda for studying these transient manifestations. MANAGERIAL SUMMARY Managerial Summary: Managers know well that, sometimes for good reasons and other times with negative consequences for organizations, not all aspects of strategic plans are implemented with fidelity, resulting in unrealized strategy; and not all bottom-up projects receive the middle-management support they need to become realized, resulting in ephemeral strategy making. Surprisingly, however, these transient manifestations of strategy receive little attention in the scholarly literature. Our paper addresses this gap by presenting a methodology for tracking all six manifestations of strategy (intended, realized, deliberate, emergent, unrealized, and ephemeral strategy), highlighting the interdependent relations among them. It also describes strategy making practices that are likely to give rise to the two transient manifestations, i.e. unrealized and ephemeral strategy, as well as their consequences for subsequent strategy making.
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ItemInstitutional Entrepreneurship and Change in Fields(SAGE Publications Ltd, 2017)The SAGE Handbook of Organizational Institutionalism brings together extensive coverage of aspects of Institutional Theory and an array of top academic contributors.
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ItemThe Janus Faces of Risk(Routledge - Taylor & Francis, 2019)This volume provides a comprehensive, up-to-date overview of the latest management and organizational research related to risk, crisis, and emergency management. It is the first volume to present these separate, but related disciplines together. Combined with a distinctly social and organizational science approach to the topics (as opposed to engineering or financial economics), the research presented here strengthens the intellectual foundations of the discipline while contributing to the development of the field.
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ItemPower and Process: The Production of 'Knowing' Subjects and 'Known' Objects(Sage Publications, 2017-01-28)The SAGE Handbook of Process Organization Studies provides a comprehensive and timely overview of the field. This volume offers a compendium of perspectives on process thinking, process organizational theory, process research methodology and empirical applications. The emphasis is on a combination of pedagogical contributions and in-depth reviews of current thinking and research in each of the selected areas, combined with the development of agendas for future research. The Handbook is divided into five sections: Part One: Process Philosophy Part Two: Process Theory Part Three: Process Methodology Part Four: Process Applications Part Five: Process Perspectives
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ItemRiskwork: Three Scenarios from a Study of Industrial Chemicals in Canada(Oxford University Press, 2016)
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ItemLa Resistance: Plus ca Change, Plus c'est la Meme Chose(SAGE Publications, 2016-01-01)Courpasson’s reflections on resistance raise a number of points that I would like to explore by comparing his contemporary example of resistance through an Internet blog with the “classic” example of French Resistance to the German Occupation during the Second World War. The term resistance comes from the French word résistance, and its use often conjures up images of French résistants fighting their occupiers. Jackson (2001) argues that “creating resistance involved creating the idea of the Resistance” (p. 365). It is this very act of creation—or, to be more precise—the countless acts of co-construction from which the French Resistance emerged, that makes it relevant to contemporary resistance. I will first provide a brief summary of key developments associated with Resistance in France, and then compare them with the experience of the bloggers to highlight the diverse nature of resistant identities, the precarious nature of the resistant organization, and the ambiguous meaning of resistance.
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ItemSome dare call it power(Sage Publications, 2006)Power has typically been seen as the ability to get others to do what you want them to, if necessary, against their will (Weber 1978). This seemingly simple definition, which presents the negative, rather than the positive, aspects of power has been challenged, amended, critiqued, extended and rebuffed over the years but it, nonetheless, remains the statting point for a remarkably diverse body of literature. Behind it lies a series of important struggles, not just concerning different conceptualizations of power, and different traditions of social science, but also in the interplay between critical and managerialist thought as well as betvveen academic and practitioner discourses. There are, then, a multitude of different voices that speak to and of power and a variety of contradictory conceptualizations result. The two dominant voices the functionalist and the critical (to use simple categorizations) - rarely communicate with each other and refer to quite different lineages of earlier work. The former has adopted a managerialist orientation whose underlying assumptions are rarely articulated, much less critiqued. The result has been an apparently pragmatic concept, easy to use but also easy to abuse. The latter has confronted issues of domination and exploitation head on but, some would argue, in ways that appear to be increasingly less relevant. The aim of this chapter is to explore these different voices and to reflect on the changes that have occurred since the last incarnation of this chapter, 10 years ago. The first section explores the historical development of functionalist and critical voices. It discusses the broader heritage of Marx and Weber concerning power, followed by early management work on power. The second section shows how subsequent developments built on these respective approaches, in many respects, pulling them further apart. An analysis of this work shows how the different voices have continued to follow divergent trajectories. The third section focuses on the insights provided by Foucault, and the supposed end of sovereignty, which had such an impact on this field of study in the late 1980s and early 1990s, radically changing our understanding of power. The fourth section revisits power and resistance in the light of Foucault's influence to discuss some of the developments in this area over the last 10 years, as well as to connect with some previously neglected streams around Goffman's ideas concerning 'total institutions', which we believe are particularly relevant for making sense of some of the events that have shaped our lives in recent years.
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ItemDiscourse and institutions(ACAD MANAGEMENT, 2004-10)