A Process Theory of Organization

Hernès, Tor

doi:10.1093/acprof:oso/9780199695072.001.0001

Cited by 289 publications

(308 citation statements)

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“…This has notably been evidenced through the body of literature lying at the intersection of 'process philosophy' and organisation studies (Tsoukas and Chia, 2002;Hernes, 2008Hernes, , 2014Nayak and Chia, 2011;Olsen, 2011;Küpers, 2014;Aroles and McLean, 2016;Helin et al, 2016) as well as in some STS-inspired perspectives, such as agential realism (Barad, 2003) or the actor-network theory (Czarniawska and Hernes, 2005;Latour, 2005).…”

Section: Performativity: Back To Key Social Materials and Temporal Dementioning

confidence: 99%

“…Time is itself ontological (based on duration, manifestation and time reckoning systems) and the researcher can ultimately delimit a 'field of events' (Hernes, 2014). Through descriptions, everything can look to be mediation but in a world becoming more and more global and liquid (Bauman, 2013), subject to continuous changes and dyschronies (Alter, 2000;de Vaujany et al, 2018), the ontology of performativity provides a powerful theoretical stance.…”

Section: Performativity: Back To Key Social Materials and Temporal Dementioning

confidence: 99%

See 1 more Smart Citation

Towards a Political Philosophy of Management: Performativity & Visibility in Management Practices

Vaujany

Aroles

Laniray

2018

Philosophy of Management

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Phenomenological, process-based and post-Marxist approaches have stressed the immanent nature of the ontogenesis of our world. The concept of performativity epitomizes these temporal, spatial and material views. Reality is always in movement itself: it is constantly materially and socially 'performed'. Other views lead to a pre-defined world that would be mostly revealed through sensations (i.e. 'representational perspectives'). These transcendental stances assume that a subject, although pre-existing experience, is the absolute condition of possibility of it. In this paper, we develop another view of performativity (either complementary or interrelated to an immanent stance), one that re-introduces transcendence in the analysis but sees in it something dialogical to the process itself. We draw from the notions of visibility-invisibility and continuity-discontinuity (Merleau-Ponty, 1945, 1964 in order to show how everyday activity both performs and makes visible the world.From that perspective, modes of visibility appear as emergent conditions of possibility of performativity itself. We draw some implications for the conceptualization of management practices.

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Section: Performativity: Back To Key Social Materials and Temporal Dementioning

confidence: 99%

Section: Performativity: Back To Key Social Materials and Temporal Dementioning

confidence: 99%

Towards a Political Philosophy of Management: Performativity & Visibility in Management Practices

Vaujany

Aroles

Laniray

2018

Philosophy of Management

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“…Pettigrew also suggests that processes should be studied by the following of not only individuals, but also of collective events, actions, and activities Bunfolding over time in context^(1997, p. 338). As such, one can explain how things persist, and how some configurations become stable, whereas others do not (Hernes 2014). Hence, to study processes, some scholars use either a processual narrative approach, or variance (causal) theories (Moroz and Hindle 2012).…”

Section: Shadowingmentioning

confidence: 99%

A Processual Approach for the Quadruple Helix Model: the Case of a Regional Project in Uppsala

García-Terán

Skoglund

2018

J Knowl Econ

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This study investigates how the quadruple helix (QH) innovation model functions in a regional renewable energy initiative in Uppsala, Sweden. The focus is on the collaboration between regional office representatives, researchers, consultants and civil society, and their involvement in the attempt to implement and commercialize an innovation within renewable energy for the renovation of an old bridge. The empirical material gathered for this study was based on interviews, conversations, and participant observation during workshops and meetings with different stakeholders. By applying a processual approach, this article illustrates how the QH configuration (universityindustry-government and civil society) emerges and evolves, unfortunately into a failed collaboration and thus a closing down of a commercialization attempt. By analyzing interactions and events of the process, we discuss the coordination problems between the actors to better understand how the dynamics affect local governments' attempts to spur a more innovative climate in the region. In our conclusion, we discuss how the processual approach, when applied, can offer a better understanding of the uncertain development of QH projects in knowledge-based societies and economies.

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“…Langley and Tsoukas, 2010;Hernes, 2014). Instead of searching for a fixed set of cultural categories that are seen to define the substance or essence of culture, a process view invites us to "acknowledge and absorb, rather than to reduce the complexity" (Schultz & MacGuire, 2012: 6) inherent in the ongoing reconstructions of culture in organizations.…”

Section: The Re-emergence Of Culturementioning

confidence: 99%

Opinions: All About Culture

Schein¹,

Costas

Kunda

et al. 2015

jba

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The word "culture" has been used in so many ways in the last few decades that it has virtually lost all meaning. In this short opinion piece, I want to bring back the concept of culture, as it has been used by anthropologists, and show its power when used in relation to nations, organizations and occupations.The multiple uses of the word culture today have led me to reinforcing a concept drawn from anthropology that is applicable to organizations and occupations (Schein, 1985(Schein, , 2010. I think culture is a property of a group of some sort, reflecting the shared learning that the members have experienced in their efforts to survive, grow, and remain internally integrated. Culture thus always has shared components that deal with managing the external environment and other components that deal with the rules and norms of how to get along inside the group. One of the commonest mistakes in recent usage is to link culture only to the inside "how we get along" components.I had the good fortune as a social psychologist to get my Ph.D. at

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A Process Theory of Organization

Cited by 289 publications

References 0 publications

Towards a Political Philosophy of Management: Performativity & Visibility in Management Practices

Towards a Political Philosophy of Management: Performativity & Visibility in Management Practices

A Processual Approach for the Quadruple Helix Model: the Case of a Regional Project in Uppsala

Opinions: All About Culture

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