Business Commons^™

Connected: An Enhanced Online Interface For Engagement Between Industry And Academia, David Kirk, John J. Keogh, Terry Maguire

Conference Papers

The drive for third level education institutes to engage with industry, enterprise and the community recognises their interdependence and need for continuous knowledge exchange. The extent to which students are capable of embracing their post-qualification roles, may be determined by the currency of the curriculum and work-readiness, which is informed by the context of the ‘real-worlds’ however they are shaped. Similarly, the activities that challenge industry, enterprise and the community could find support in the broad the spectrum of knowledge, skills and expertise that resides in the domain of formal education.

A key obstacle to collaboration between higher education institutes …

Strategic Discourse Across Organizational Meetings:Towards A Systems Perspective., Brendan K. O'Rourke, Martin Duffy

Conference Papers

Strategic Discourse across Organizational meetings: Towards a Systems Perspective Abstract This paper presents a tentative theoretical conception of how organizational meetings may be viewed as a system rather than as individual events. Perspectives from process metaphysics(Langley and Tsoukas, 2010), meso-discourse analysis (Alvesson and Karreman, 2000, 2011) and systems thinking (von Bertalanffy, 1969) are adopted, to explore and expand the theoretical resources available to conceptualise a ‘system of meetings’. The primary data draws from 130+ hours of recorded meeting proceedings, spanning 58 meeting events, from multiple sub-groups within a medium sized company.

Subsidiary Ambidexterity: A New Lens Through Which Subsidiary Bargaining Power Can Be Examined?, Marty Reilly, Pamela Sharkey Scott

Conference Papers

The ability of an organisation to adapt and evolve in accordance with external change is frequently cited as a path to sustainability and longevity of operations. The manner in which change, transformation and adaption manifests itself within an organisation continues to prompt research across a wide and varying array of disciplines. Of particular interest in terms of organisational change is capability development as a vehicle for transformation. If real transformation is to occur the organisation must go beyond incremental change in extending and modifying the ways in which it operates (Helfat et al. 2007). Capability development as a driver for …