2017
DOI: 10.1177/0170840617717094
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Future Making and Visual Artefacts: An Ethnographic Study of a Design Project

Abstract: Current research on strategizing and organizing has explored how practitioners make sense of an uncertain future, but provides limited explanations of how they actually make a realizable course of action for the future. A focus on making rather than sensemaking brings into view the visual artefacts that practitioners use in giving form to what is 'not yet' -drawings, models and sketches. We explore how visual artefacts are used in making a realizable course of action, by analysing ethnographic data from an arc… Show more

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Cited by 95 publications
(98 citation statements)
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References 69 publications
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“…They align IODs with boundary objects in terms of supporting communication amongst stakeholders, but highlight their role as temporary representations. Also related to visuals epistemic qualities, Comi and Whyte (2018) find that visual artefacts support 'future making' through their performativity in imagining, testing, stabilising and reifying a development strategy for a public garden in the United Kingdom. Their findings indicate that the materiality of visuals is useful in bringing an imagined future into the now (Comi & Whyte 2018).…”
Section: Boundary Objects In Project Management (Pm)mentioning
confidence: 99%
“…They align IODs with boundary objects in terms of supporting communication amongst stakeholders, but highlight their role as temporary representations. Also related to visuals epistemic qualities, Comi and Whyte (2018) find that visual artefacts support 'future making' through their performativity in imagining, testing, stabilising and reifying a development strategy for a public garden in the United Kingdom. Their findings indicate that the materiality of visuals is useful in bringing an imagined future into the now (Comi & Whyte 2018).…”
Section: Boundary Objects In Project Management (Pm)mentioning
confidence: 99%
“…We suggest to managers that their conception of strategy should be broadened from managerially and carefully designed strategy work to managing for strategy emergence. In times of rapid, continuous change, strategy is less similar to chess-like macro-competitive moves to ensure a dominant market-position for the organization (Chan-Olmsted, 2006;Daidj, 2018;Horst et al, 2018;Küng, 2017b;Lindén, 2012;Naldi, Wikström, & Von Rimscha, 2014;Strube & Berg, 2011) but instead more similar to a local, inclusive and creative microorganizational practice of searching, knowing, and building which allows crafting possibilities and "making a future" (Comi & Whyte, 2017). In our study, this is exemplified by journalists who were attentively asking what they could do to develop themselves or to come up with a new product.…”
Section: Practical Implicationsmentioning
confidence: 99%
“…Startups und junge Gründer agieren in Geschäftsumwelten und sozialen Kontexten die fundamental mediatisiert sind. Dies bedeutet, wie Silverstone (2007) ausdrückt, dass wir in einer "Mediapolis" leben, einem öffentlichen Raum, indem Medien grundlegend die Erfahrungen und Expressionen des tagtäglichen Lebens umfassen (Deuze, 2012, p. 2) (Pälli, Vaara, & Sorsa, 2009;Suominen & Mantere, 2010;Vaara, 2010;Vaara, Sorsa, & Pälli, 2010), als auch die materiellen, strukturellen und technischen Aspekte des sozialen Raumes in den Mittelpunkt stellt (Comi & Whyte, 2017;Leonardi, 2015;Moisander & Stenfors, 2009;Whittington, Cailluet, & Yakis-Douglas, 2011).…”
Section: Startups Und Gründungen Im Kontext Der Mediatisierungunclassified