Oxford Scholarship Online 2018
DOI: 10.1093/oso/9780198827436.003.0010
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Artefacts and the Dynamics of Truces in Organizational Routines

Abstract: Organizational routines can constitute a temporary settlement of individual actors’ diverging interests, described as a truce that enables the routine as a collective accomplishment to proceed. In this regard, scholars have recognized the central but ambiguous role of artefacts; they may be used to coordinate the interactions in routines but may also be mobilized to serve individual interests. Following this line of thinking, this chapter assumes a process perspective to advance our understanding of how such t… Show more

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“…The purpose of this paper was to examine if and how actors can perform resistance in oppressive systems that thwart resistance in order to enhance our understanding of how organizational members can suspend (at least temporarily) structures and rules in organizational settings. We chose the case of the 1914 Christmas Truce, which surprisingly lacks treatment by organization theorists, although the discipline has explored the theme of Christmas (Hancock, 2016; Rosen, 1988), demonstrated a persistent fascination with resistance (Mumby et al, 2017) and examined the dynamics of truces in organizations (Wiedemann et al, 2018; Zbaracki & Bergen, 2010). As an organizational process a truce represents an extreme (Eisenhardt & Graebner, 2007; Pettigrew, 1990) and unconventional case (Bamberger & Pratt, 2010) with which to extend organizational theory (Hällgren, Rouleau, & de Rond, 2017) because deviation from the normal challenges taken-for-granted assumptions (Clegg, Courpasson, & Phillips, 2006) and promotes collection of rich information (Stinchcombe, 2005).…”
Section: Discussionmentioning
confidence: 99%
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“…The purpose of this paper was to examine if and how actors can perform resistance in oppressive systems that thwart resistance in order to enhance our understanding of how organizational members can suspend (at least temporarily) structures and rules in organizational settings. We chose the case of the 1914 Christmas Truce, which surprisingly lacks treatment by organization theorists, although the discipline has explored the theme of Christmas (Hancock, 2016; Rosen, 1988), demonstrated a persistent fascination with resistance (Mumby et al, 2017) and examined the dynamics of truces in organizations (Wiedemann et al, 2018; Zbaracki & Bergen, 2010). As an organizational process a truce represents an extreme (Eisenhardt & Graebner, 2007; Pettigrew, 1990) and unconventional case (Bamberger & Pratt, 2010) with which to extend organizational theory (Hällgren, Rouleau, & de Rond, 2017) because deviation from the normal challenges taken-for-granted assumptions (Clegg, Courpasson, & Phillips, 2006) and promotes collection of rich information (Stinchcombe, 2005).…”
Section: Discussionmentioning
confidence: 99%
“…Prior literature argued that mindful and reflective actors (Bucher & Langley, 2016; Dittrich, Guérard, & Seidl, 2016) dynamically incorporate past experiences, projections of the future and/or situational evaluations of the present context (Emirbayer & Mische, 1998). In these cases, the ability to fom truces might be embedded in structures as an organizational arrangement in order to reduce operational friction (Nelson & Winter, 1982; Wiedemann et al, 2018). This case, however, shows that truces can also be an expression of resistance to suspend structures that are envisaged by the organization.…”
Section: Discussionmentioning
confidence: 99%
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