Management and Marketing - Research Publications

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    New Approaches to Organizing Risk: Part Two
    Hardy, C ; Maguire, S ( 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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    New Approaches to Organizing Risk: Part One
    Hardy, C ; Maguire, S (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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    Bridging Practice and Process Research to Study Transient Manifestations of Strategy
    Mirabeau, L ; Maguire, S ; Hardy, C (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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    Institutional Entrepreneurship and Change in Fields
    Hardy, C ; Maguire, S ; Greenwood, R ; Oliver, C ; Lawrence, T ; Meyer, RE (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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    The Janus Faces of Risk
    Hardy, C ; Maguire, S ; Gephart, C ; Miller, C ; Svedberg Helgesson, K (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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    Power and Process: The Production of 'Knowing' Subjects and 'Known' Objects
    Hardy, C ; Thomas, R ; Langley, A ; Tsoukas, H (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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    Riskwork: Three Scenarios from a Study of Industrial Chemicals in Canada
    Hardy, C ; Maguire, S ; Power, M (Oxford University Press, 2016)
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    La Resistance: Plus ca Change, Plus c'est la Meme Chose
    Hardy, C (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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    Reframing resistance to organizational change
    Thomas, R ; Hardy, C (ELSEVIER SCI LTD, 2011-09)
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    Managing Organizational Change: Negotiating Meaning and Power-Resistance Relations
    Thomas, R ; Sargent, LD ; Hardy, C (INFORMS, 2011-01-01)
    Theoretical developments in the analysis of organizations have recently turned to an “organizational becoming” perspective, which sees the social world as enacted in the microcontext of communicative interactions among individuals through which meaning is negotiated. According to this view, organizational change is endemic, natural, and ongoing; it occurs in everyday interactions as actors engage in the process of establishing new meanings for organizational activities. We adopt this approach to study how meanings were negotiated by senior and middle managers in a workshop held as part of a culture change program at a telecommunications company. Our study identifies two very different patterns in these negotiations, constituted by the particular communicative practices adopted by participants. We discuss the implications of these patterns for organizational change in relation to generative dialogue and power-resistance relations between senior and middle managers.