Suchergebnisse

This paper reveals the author's theory of method for conducting longitudinal field research on change. The paper also discusses a range of practical problems in carrying out time-series research in organisational settings. The practical problems include dealing with time in longitudinal research; issues of site selection, choices about data collection and degrees of involvement the importance of clarifying research outputs, audience, and presentation; and finally handling problems of complexity and simplicity associated with longitudinal comparative case study research on change. The paper concludes by discussing some ethical issues of longitudinal research field research, and managing a community of researchers.

This paper discusses the neglected theme of the political context of the interventionist's work in terms of the client-consultant relationship and the consultant-consultant relationship. It is suggested that the internal consultant's ability to influence clients will be a function of his possession and tactical use of five power resources: expertise, control over information, political access and sensitivity, assessed stature and group support. Of these, the first three appear to be necessary but not sufficient conditions for consultant power. Once he has the political access and understanding, the consultant's ability to negotiate and persuade depends on his assessed stature with the appropriate figures in his political network.

This study uses a variety of methods—reactive and unobtrusive—to operationalize the filtering of information during an innovative decision process by a gatekeeper. Specific data are presented on gatekeeping within the focal organization and also between the focal organization and other organizations in its organization set. Theoretically, the paper explores the increased possibilities for filtering information under the uncertain conditions of an innovative decision. Power is discussed both in terms of the resources which form the base of an actor's power and also the tactics of resource use. The focus on decision making as a political process provides an emphasis lacking in current organizational studies.

Theoretical perspectives on new forms of organizing / Evelyn M. Fenton and Andrew M. Pettigrew -- Integrating a global professional services organization : the case of Ove Arup Partnership / Evelyn M. Fenton and Andrew M. Pettigrew -- The role of social mechanisms in an emerging network : the case of the pharmaceutical network in Coopers & Lybrand Europe / Evelyn M. Fenton and Andrew M. Pettigrew -- ABB : beyond the global matrix towards the network multidivisional organization / Winfried Ruigrok ... [et al.] -- The emergence and development of internal networks and their impact on knowledge flows : the case of Rabobank Group / Raymond A. van Wijk and Frans A.J. van den Bosch -- Hilti AG : shared leadership and the rise of the communicating organization / Winfried Ruigrok ... [et al.] -- New forms of organizing through human resource management : the case of Fremap / Javier Quintanilla and Carlos J. S(c)Łnchez-Runde -- Integrating the team-based structure in the business process : the case of Saab Training Systems / Tomas M(c)ơllern -- Initial steps on the path towards new forms of organizing : two experiences within the group Aguas de Barcelona / Carlos J. S(c)Łnchez-Runde and Javier Quintanilla -- Complexities and dualities in innovative forms of organizing / Andrew M. Pettigrew and Evelyn M. Fenton