Incompatible Assumptions: Barriers to Producing Multidisciplinary Knowledge in Communities of Scholarship

Bendersky, Corinne; McGinn, Kathleen L.

doi:10.2139/ssrn.1077673

Cited by 4 publications

(4 citation statements)

References 84 publications

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“…Strauss (1978) points out that negotiation outcomes are delimited by time and are eventually ''reviewed, reevaluated, revised, revoked, or renewed,'' (p. 5). Specific negotiations have a history and temporal dependence that most research ignores (for further discussion see Bendersky & McGinn, 2008;Okhuysen & Bonner, 2006;Okhuysen, Galinsky, & Uptigrove, 2003). There is not much behavioral work on how issues are renegotiated after one or another party finds that performance of the terms of the deal are simply not possible (economists have studied the question of what they call incomplete contracts; see, e.g., Guriev & Kvasov, 2005).…”

Section: Whenmentioning

confidence: 99%

Gendered Organizational Order and Negotiations Research

Sondak

Stuhlmacher

2009

Negotiation Conflict Man Res

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The study of negotiations can be informed by conceptualizing gender, as well as negotiation, within the larger organizational and societal order. Expanding the definition of negotiation and gender begins with consideration of who negotiates, what is negotiated, when negotiations are undertaken, how negotiations proceed, and finally, why this research proceeds. By considering this broad set of questions, researchers can incorporate a wider range of perspectives about negotiation, gender, and organizational contexts into their work.

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Section: Whenmentioning

confidence: 99%

Gendered Organizational Order and Negotiations Research

Sondak

Stuhlmacher

2009

Negotiation Conflict Man Res

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“…But, team of organizing knowledge workers from diverse expertise may be a necessary but insufficient step to generating integrative knowledge. Integrative knowledge sharing among knowledge workers within interdisciplinary communities may be critical for new discoveries and more comprehensive and accurate understanding of phenomena (Bendersky and McGinn, 2007).…”

Section: Teamwork In Healthcarementioning

confidence: 99%

Enhancement of healthcare quality using clinical‐pathways activities

Yamazaki

Ikeda

Umemoto

2011

Vine

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PurposeThe purpose of this paper is to discuss the construction of the theoretic model of systematic knowledge creation in the healthcare process according to professionals' collaboration using clinical‐pathways.Design/methodology/approachHealthcare is a knowledge‐intensive service conducted by professionals. A clinical‐pathway is an effective tool in the knowledge management aspect of this service. The theoretic model of the medical knowledge management which used the clinical‐pathway from case studies in two hospitals is constructed.FindingsThe theoretical model shows the interaction between explicit knowledge and tacit knowledge in the healthcare process using clinical‐pathways. This theoretical model is a knowledge creation model which creates new knowledge continuously. Therefore, the clinical‐pathways are suggested as an effective tool for knowledge management in healthcare.Practical implicationsPromotion of knowledge communication between healthcare professionals by clinical‐pathways activities is important for excellent healthcare management.Originality/valueThis paper will be valuable for sustained improvement of healthcare quality by knowledge management with clinical‐pathways. In this paper, the detailed theoretic model which explains medical knowledge management with clinical‐pathways has been constructed.

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“…Negotiation theory can benefit from the more ''open systems'' perspective of organization theories, particularly those that import social movement ideas from the environment. At the same time, while organizations are depicted as ''negotiated orders,'' the specificity of tactics uncovered in bounded negotiations can inform what that means and looks like (Bendersky & McGinn, 2008). Bringing together social movements and negotiations perspectives, we can examine more fine-grained tactics than social movement theories typically address and more broadly situated issues than negotiation theories typically address.…”

Section: Tacticsmentioning

confidence: 99%

“…Social movement theory has moved from a macro structural focus to greater inclusion of the micro dynamics of change (Scully & Segal, 2002). At the same time, negotiation theory is shifting its attention from the closed system of interpersonal bargaining to an ''open systems'' approach, which takes into account how resources from the social system affect particular negotiations and how the social system is itself a negotiated order (Bendersky & McGinn, 2008). Using concepts from the intersection of these theories, I interpret four instances in which employee groups came together to work across differences.…”

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confidence: 99%

A Rainbow Coalition or Separate Wavelengths? Negotiations Among Employee Network Groups

Scully

2009

Negotiation Conflict Man Res

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Employee network groups are increasingly common in the workplace, such as a women’s network, an African American caucus, or a GLBT resource group. These groups may seem like natural allies for addressing inequality at work, particularly subtle forms of second generation discrimination. However, they often compete for attention, resources, and the limited political will of top managers to make changes. This article examines four cases in which employee groups were able to negotiate effective alliances across their own differences. They do so by reframing areas of shared interests, using and adapting social movement tactics, and reaching for outcomes with broader societal significance for equal economic opportunity.

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Incompatible Assumptions: Barriers to Producing Multidisciplinary Knowledge in Communities of Scholarship

Cited by 4 publications

References 84 publications

Gendered Organizational Order and Negotiations Research

Gendered Organizational Order and Negotiations Research

Enhancement of healthcare quality using clinical‐pathways activities

A Rainbow Coalition or Separate Wavelengths? Negotiations Among Employee Network Groups

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