On behalf of:

On behalf of:

This e-book is published under the Attribution-NonCommercial-NoDerivs 2.0 creative commons licence, 2005: you must give the original author credit; you may not use this work for commercial purposes; you may not alter, transform, or build upon this work. INDEX Identity and Power in Organizational Learning Hanne Dauer Keller, Kenneth Mølbjerg Jørgensen 1 Building bridges between the past, present and future: Narrative and emotional remembering of organizational change efforts

Abstract not found

We draw on evidence scattered across thick descriptions of organizations to outline an alternative model of routine. Instead of defining routine as a process of compliance with prescribed rules and procedures we define it as a process of deviation from the prescribed elements of organizations, resulting from the mutual constitution of repetitive work and improvisation. This view of routine underscores its adaptive nature and suggests that flexibility can be achieved not only by nimble and openly innovative organizations but also by large and organizations engaging in ‘closet’ innovation.

This paper considers issues underlying the conceptualization of trust and control relations in the context of the introduction of a major formalization technology in a medium sized manufacturing and wholesaling enterprise. The implementation of an Enterprise Resource Planning system represents a major, organization-wide disruption to business processes and individual relationships. The research reported here involves in-depth case research throughout the process of implementing the new system and highlights the tensions identified in the literature between coercive and enabling control in the context of a turning point for key staff in “getting on board” with the new system and its requirements. Characteristics of the formalizing technology – an enterprise resource planning system – are explored in terms of Armbrüster et al’s (2002) suggested use of Popper’s framework to identify tendencies to ‘closedness ’ in organizational attitudes. The empirical research gives primary emphasis to day to day practice in an organizational setting as a way of exposing complexities often diffused in the desire to offer alternative approaches to re-design the bureaucratic organizational model according to some idealistic concepts of the superiority of consensus and collectivity. Keywords * trust * control * manufacturing * case research * post-bureaucratic * interviews * Enterprise resource planning

This is a chapter about power in groups and organizations. In the following pages, we suggest that the analysis and exploration of the complexities of organizational power by managers and workers is both necessary and useful. We begin by discussing three of the prominent theoretical perspectives on power from the literatures of social and organizational psychology and critical management studies. We then outline some of the dilemmas and challenges faced by executives, managers and workers around empowerment, disempowerment and organizational democracy. Then, building on the seminal works of Follet, Deutsch, Tjosvold, Clegg, Mumby and others, we offer a framework of organizational power which views power as a multifaceted phenomenon; as thoughts, words and deeds which are both embedded within and determining of a complex network of relations, structures and meaning-making processes at different levels of organizational and community life. Such a framework enables us to understand the relational aspects of power and authority within the context of the macro structures and ideologies that give them meaning. It can also help identify those domains in organizations where the potential for sharing cooperative power is, in fact, not

An initial version of this paper was first presented at the 2 nd

This paper argues that the conception of management control as an employee resource can enhance critical understandings of front-line service work. The argument is developed first through a critique of the contemporary control literature and its prominent worker images of smiling docility and haggard exhaustion. Seeking to encourage accounts more sensitive to the subjectivity and agency of service workers, the paper calls for more research attention to the question of how these employees experience and evaluate management control in relation to their self-defined interests. Analysis of the nature of contemporary service work suggests that one such perceived interest is likely to be interactive control, or the capacity of workers to control and influence those parties with whom they directly interact. Based on a close reading of the emerging empirical literature on services, the article explores various ways in which the bureaucratic, technical and normative regulation designed by management to control service workers is used in turn by workers to further their own control and influence over managers and customers.

Abstract. The increasing popularity of location based social services such as Facebook Places, Foursquare and Google Latitude, solicits a new trend in fusing social networking with real world sensing. The availability of a wide range of sensing technologies in our everyday environment presents an opportunity to further enrich social networking systems with fine-grained real-world sensing. However, the introduction of passive sensing into a social networking application disrupts the traditional, user-initiated input to social services, raising both privacy and acceptability concerns. In this work we present an empirical study of the introduction of a sensor-driven social sharing application within the working environment of a research institution. Our study is based on a real deployment of a system that involves location tracking, conversation monitoring, and interaction with physical objects. By utilizing surveys, interviews and experience sampling techniques, we report on our findings regarding privacy and user experience issues, and significant factors that can affect acceptability of such services by the users. Our results suggest that such systems deliver significant value in the form of self reflection and comparison with others, while privacy concerns are raised primarily by the limited control over the way individuals are projected to their peers. 1