http://hdl.handle.net/10398/88 2013-05-25T19:52:38Z 2013-05-25T19:52:38Z Mathiesen, Marie http://hdl.handle.net/10398/8663 2013-03-01T14:33:44Z 2013-03-01T00:00:00Z

Making Strategy Work Mathiesen, Marie This PhD thesis is an ethnographic exploration of strategy work in practice. The academic contribution of the thesis is positioned in the overlap between Critical Approaches to Strategy and Strategy as Practice. This implies a critical position that does not take strategy for granted and which emphasizes a philosophical understanding of the practice concept. Other studies have adopted a similar Critical Strategy as Practice position, but very few ethnographic studies of strategy work have been conducted from this point of departure. Thus, the thesis aims to contribute two-fold to the existing Critical Strategy as Practice literature: One, to strengthen the tradition theoretically through the development and mobilization of a conceptual braid of practice, narrative, and performativity; and two, to provide an extensive empirical analysis of strategy work from this perspective. The case for the thesis is strategy work in the Stakeholder Department of a multinational biotech corporation, which is here called Bioforte. The thesis explores the dual aspects of the title as “making strategy-work”—the specific doings of crafting strategy; and “making Strategy work”—finding ways for strategy, as a concept, to function in the context of an organization. Building on the double entendre of the title, the guiding research question for this exploration is quite simply: What does strategy work do? The answer to this question is, however, not simple, because as the ethnographic exploration demonstrates, strategy work in the Stakeholder Engagement Department at Bioforte has a range of performative effects. Through narratives of everyday practice, the thesis demonstrates how strategy work contributes to organizing the organization by shaping The Strategy Working Group, the department, the work, and the selves of the people working with strategy. The organizing force of strategy work is partly achieved through the continual collective creation and maintenance of distinctions such as strategic/operational and left brain/right brain. In this sense, the thesis argues that the organizing forces of strategy is to be found in the performative nature of strategy work.

2013-03-01T00:00:00Z Naima Mikkelsen, Elisabeth http://hdl.handle.net/10398/8609 2012-12-21T09:58:28Z 2012-12-21T00:00:00Z

Making sense of organisational conflict Naima Mikkelsen, Elisabeth This study is about everyday conflicts that occur at work; how meaning and action interact in processes of conflict handling in organisational conflicts that arise naturally in every arena of daily life when people meet in social interactions. I approach the phenomenon of conflict by exploring those social processes of organisational sensemaking that arise when conflict occurs in a nonprofit organisation, my own processes of sensemaking of the research process about conflict, and conflict research literature’s sensemaking of the concept of conflict. Weick argues that “[t]he basic idea of sensemaking is that reality is an ongoing accomplishment that emerges from efforts to create order and make retrospective sense of what occurs” (1993, p. 653). Accordingly, sensemaking is conceptualised as a process of social construction where individuals attempt to interpret and explain sets of cues, or signals from their environments. The term can also be applied to the craft of research as sensemaking, in which researchers as sensemakers actively analyse the empirical material and generate representations of how reality is (Weick, 1989). Accordingly, in this study, I basically aim to understand conflict at work and understand research about conflict at work; that is, how conflict, as a social phenomenon, plays out in organisational cultures and group dynamics, and how conflict is conceptualised in conflict research literature. The study examines the following research questions from a sensemaking perspective: 1) How is conflict conceptualized in conflict research literature? 2) How do staff and management experience and act out conflicts in the nonprofit organisation of NGO Plus and how does changing conflict sensemaking affect conflicts at work? 3) What is my process of theorizing in conflict research?

2012-12-21T00:00:00Z Tunby Guldbrandsen, Ib http://hdl.handle.net/10398/8568 2012-11-19T10:46:53Z 2012-11-19T00:00:00Z

'This Page is not Intended for a US Audience' Tunby Guldbrandsen, Ib

2012-11-19T00:00:00Z Bévort, Frans http://hdl.handle.net/10398/8448 2013-02-01T10:18:12Z 2012-05-16T00:00:00Z

Making sense of management with logics Bévort, Frans Management in a professional service firm such as Deloitte is suspended between a range of different fundamental concerns and ways of thinking. There is a market in which client needs are to be met, competitors matched and outperformed. There is the general public in which accounting firms such as Deloitte increasingly have become the object of critical scrutiny in their role as guardians of the common rules of accountability and legislation on accounting. There is a very strong professional culture and ethics, stemming from being a part of the professional community of a profession which creates unique ways of organizing and managing. And there is a growing concern about how to run the continually growing accounting-based advisory organizations (or professional service firms) in a way that efficiently utilizes the aggregated resources, which again creates a focus on management as a distinct issue. It is primarily the contradiction and dynamics of the latter two ‘internal’ concerns that the study of the dissertation is about - seen as institutional logics of professionalism and, or versus, bureaucracy. While the focus of most research into professional service firms has been on how general structural changes affect this unique species of organization, this study investigates how these contradictions affect the way accountants live and work performing roles as managers; how do accountants who become managers make sense of these contradictory logics? The dissertation treats this question theoretically by applying extant literature dealing with institutional change and logics with a special emphasis on recent research that focuses on the micro-processes which are the foundations of institutions and concretizes how institutional logics affect the action and sensemaking of actors. The dissertation contributes to this research by applying sensemaking theory and symbolic interactionism. The study is based on a 3-year ethnographic study in which managers at all levels have been interviewed and observed. Actual management processes and management training have been observed, via shadowing and participant observation. Relevant archival material has been included in the analysis. All these sources have been recorded and systematized in order to create a point of departure for the analyses of the dissertation. The main findings of the study point to: The institutional changes described by the Professional Service Firms research can be identified at the micro- or actor level in terms of ideals, systems, way organizing and structures which use a logic of bureaucracy and among which the development of a new middle-management role is a critical feature. These changes seem to have important consequences for the basic psychological contract between the professional and the organization in professional service firms. The changes, as they are found in the case, are more complex and laden with conflicts than otherwise described in the literature about professional service firms. This is based on the way the actors ‘draw on the existing logics’ and the conditions they have for doing this locally. This points to the importance of investigating the interaction of actors in order to understand how the new management practices are institutionalized/structurated. The changes towards a new model of management, found in the study, are based on the ability (and will) of the managers to navigate the contradictory logics in such a way that they can establish a meaningful identity as managers, and that they can mobilize other actors who support a new way of understanding management and that they are able to create space for the conversational reflection upon their behavior as managers and management. The ability (and will) of the managers is in its turn dependent on local conditions and interaction enabling these steps of sensemaking.

2012-05-16T00:00:00Z