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Critical and Cultural Studies

2007

Articles 1 - 5 of 5

Full-Text Articles in Business

Menedżerowie W Oczach Informatyków, Dariusz Jemielniak Jan 2007

Menedżerowie W Oczach Informatyków, Dariusz Jemielniak

Dariusz Jemielniak

Niniejszy artykuł prezentuje wyniki jakościowej, etnograficznej analizy relacji menedżerowie-programiści w projektach informatycznych. Opisuje percepcję przełożonych w oczach informatyków.

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Zarządzanie Wiedzą W Powiązaniu Z Hpws: Zastosowanie W Spółkach High-Tech, Dariusz Jemielniak Jan 2007

Zarządzanie Wiedzą W Powiązaniu Z Hpws: Zastosowanie W Spółkach High-Tech, Dariusz Jemielniak

Dariusz Jemielniak

No abstract provided.

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Managers As Lazy, Stupid Careerists? Contestation And Stereotypes Among Software Engineers, Dariusz Jemielniak Jan 2007

Managers As Lazy, Stupid Careerists? Contestation And Stereotypes Among Software Engineers, Dariusz Jemielniak

Dariusz Jemielniak

Purpose – The purpose of this paper is to present the results of a qualitative study of software engineers' perception of dress code, career, organizations, and of managers. Design/methodology/approach – The software engineers interviewed work in three European and two US companies. The research is based on ethnographic data, gathered in two longitudinal studies during the period2001-2006 . The methods used in the study include open-ended unstructured interviews, participant observation, collection of stories, and shadowing. Findings – It was found that the majority of software engineers denounce formal dress-codes. The notion of career was defined by them mostly in terms …

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(Dis)Trust In Software Projects: A Thrice Told Tale: On Dynamic Relationships Between Software Engineers, It Project Managers, And Customers, Dariusz Jemielniak, Dominika Latusek Jan 2007

(Dis)Trust In Software Projects: A Thrice Told Tale: On Dynamic Relationships Between Software Engineers, It Project Managers, And Customers, Dariusz Jemielniak, Dominika Latusek

Dariusz Jemielniak

Software development traditionally has been a field particularly prone to delays, exceeding budgets, and misunderstandings (May 1998; Connel, 2001; Humphrey, 2002; Goodwin, 2002; Kesteloot, 2003). Only 1/4 of IT projects is completed successfully – i.e. in time, with the assumed cost, and fulfilling the promised functionality (Smith and Keil, 2003). Although there is some improvement over the last years, software creation is still one of the most unpredictable businesses in the world. It should not be surprising then that high-tech environment often is described as stressful an demanding (Kunda, 1992; Hochschild, 1997; Perlow, 1998; Cooper, 2000; Jemielniak, 2005). It is …

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Strategic Ambiguity As A Discourse Practice: The Role Of Keywords In The Discourse On ‘Sustainable’ Biotechnology, S. R. Leitch, S. Davenport Jan 2007

Strategic Ambiguity As A Discourse Practice: The Role Of Keywords In The Discourse On ‘Sustainable’ Biotechnology, S. R. Leitch, S. Davenport

Faculty of Commerce - Papers (Archive)

In this article we examined the ways in which strategic ambiguity (Eisenberg, 1984) in the use of keywords (Williams, 1976/1983) served an enabling function within a discourse marked by conflict and ideological divisions. Our analysis focused on the intertextual relationships between five documents intended by the Government to guide the development of biotechnology in New Zealand. Through our analysis we identified ‘sustainability’ as a keyword and three major roles for the deployment of the discourse strategy of strategic ambiguity in the use of this keyword. First, strategic ambiguity lent an internal and intertextual coherence to the texts (albeit superficial). Second, …

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