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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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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ItemWe have not lived long enough: Sensemaking and learning from bushfire in Australia(Sage, 2016)Organizations increasingly find themselves responding to unprecedented natural disasters that are experienced as complex, unpredictable, and harmful. We examine how organizations make sense and learn from these novel experiences by examining three Australian bushfires. We show how sensemaking and learning occurred during the public inquiries that followed these events, as well as how learning continued afterward with the help of “learning cues.” We propose a model that links public inquiry activities to changes in organizational practices. Given the interesting times in which we live, this model has important implications for future research on how new organizational practices can be enacted after public inquiries have concluded their work.
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ItemOrganizing Risk: Discourse, Power And Riskification(Academy of Management, 2016)Drawing on the work of Foucault, we develop an integrated framework for understanding how risk is organized in three different modes: prospectively, in real time, and retrospectively. We show how these modes are situated in a dominant discourse of risk that leads organizations to normalize risk in particular ways by privileging certain forms of knowledge and authorizing certain risk identities over others. In addition to identifying the common way risk is organized in each mode and showing how it is held in place by the dominant discourse, we propose alternative ways to organize risk that resist this dominant discourse, and we explain why they are difficult to enact. We then extend our analysis by theorizing how, even when it occurs, resistance to the dominant discourse of risk can contribute to “riskification,” with more and more organizing undertaken in the name of risk because of intensification, discipline, and governmentality.