Appreciating Stockbroking: Constructing Conceptions to Make Sense of Performance

Blomberg, Jesper

doi:10.1111/j.1467-6486.2004.00425.x

Cited by 18 publications

(13 citation statements)

References 33 publications

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“…Instead, it is the professionals' understanding of their work that mandates certain knowledge and skills as essential, and enables them to organise these into a distinctive competence in work performance. These findings have also been confirmed by more recent phenomenographic studies of workplace competence (e.g., Blomberg, 2004;Dall'Alba, 2004;Partington, Pellegrinelli, & Young, 2005).…”

Section: Phenomenography: An Alternative Approach To International Busupporting

confidence: 76%

Small firm internationalisation unveiled through phenomenography

2011

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Phenomenography is proposed here as a qualitative methodology for investigating how owner-managers practise internationalisation in small firms, and it is applied in an empirical study of internationalising owner-managed small Australian wineries. The findings show a common internationalisation activity cycle but four qualitatively different ways in which these owner-managers practise internationalisation. We reveal that this variation in owner-manager internationalisation practices is determined by their understandings of internationalisation, which produce differences in the ways activities within their internationalisation activity cycle are orchestrated. In particular, phenomenography has enabled new insights into the multiplicity of firm internationalisation practices not able to be captured through other qualitative methodologies such as ethnography or semiotics, as they are not designed to capture such variation. Based on our findings, we propose an understanding-based theory to explain the idiosyncratic nature of owner-managed small firm internationalisation. Furthermore, we suggest that phenomenography, used independently or in conjunction with other qualitative methodologies, also has potential to reveal the varying practices of internationalising large MNEs by enabling an investigation of the collective or shared understanding of firm internationalisation within MNEs. Finally, we point out how phenomenography can be extended beyond firm internationalisation practices to investigate other topics within international business.

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Section: Phenomenography: An Alternative Approach To International Busupporting

confidence: 76%

Small firm internationalisation unveiled through phenomenography

2011

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“…Third, phenomenography has been previously applied to illuminate the performance of practice as made up of an array of activities organized by practitioners' understanding of their practice (Blomberg, ; Dall'Alba, ; Lamb et al, ). This is achieved through exploring in the data collection and analysis phases: (1) individuals' understandings of their work (i.e., the meaning of their work); (2) the core activities they “do” when working; and then importantly (3) how these understandings and activities relate to produce individuals' ways of performing their work.…”

Section: Phenomenography As a Methodological Approachmentioning

confidence: 99%

Managers' practice of managing diversity revealed: A practice-theoretical account

O’Leary¹,

Sandberg

2016

J. Organiz. Behav.

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Despite the centrality of managing diversity effectively in contemporary organizations, existing literature gives disparate and incomplete accounts of how managers actually manage diversity in practice. The prevailing managerial literature focuses on what diversity activities should be involved in managing diversity but does not identify how managers actually undertake these activities in practice. The growing interpretive/critical literature focuses on how people's understandings define managing diversity, but is silent on how managers translate their understandings into specific diversity activities in practice. We applied a practice perspective in conjunction with phenomenography as a methodological approach to investigate how managers actually manage diversity in practice in the empirical context of professional services firms. The results show that managers' practice of managing diversity is constituted by four understandings of managing diversity that distinguish and organize diversity activities into four different and progressively more comprehensive ways of managing diversity. This practice-theoretical account transcends the existing literature's partial accounts in significant ways by offering a new and considerably broader and more precise conceptualization of managers' practice of managing diversity, including which ways of managing diversity may be more effective than others.

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“…We note that our use of the concept of cognitive sense‐making differs somewhat from how it has been used elsewhere. Blomberg (2004), for example, applied this concept to the analysis of post‐hoc sense‐making of differences in stockbrokers' work performance, where sense‐making itself is treated as the outcome of interest. Hodgkinson and colleagues (Hodgkinson, 1997; Hodgkinson et al., 1999) and Reger and Huff (1993) also focus more explicitly on cognitive causal mapping as a mechanism for understanding strategic decision‐making and overcoming cognitive biases and inertia.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Using Field‐Configuring Events for Sense‐Making: A Cognitive Network Approach

Oliver

Montgomery

2008

J Management Studies

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We explore the usefulness of network analytical techniques to reveal the structure of shared cognitions among participants at a field-configuring event. Using transcripts from a professional conference at a pivotal moment in the emergence of the Jewish lawyers group in pre-state Israel, we analyse the relationships of actors and topics raised at the 1944 meeting. Our analysis demonstrates the underlying centrality of a subset of topics and actors that facilitated shared cognitive sense-making. Subsequent events are consistent with our interpretation that the revealed shared cognitions helped mobilize changes in the organizational field and its institutional logic, including growth in the Jewish legal profession and Jewish judges, use of Hebrew in courts, and establishment of an Israeli bar. Copyright (c) Blackwell Publishing Ltd 2008.

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Appreciating Stockbroking: Constructing Conceptions to Make Sense of Performance

Cited by 18 publications

References 33 publications

Small firm internationalisation unveiled through phenomenography

Small firm internationalisation unveiled through phenomenography

Managers' practice of managing diversity revealed: A practice-theoretical account

Using Field‐Configuring Events for Sense‐Making: A Cognitive Network Approach

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