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- Actor-network theory; amodern; classification; history; organizational form; organizational theory; process (2)
- Actor-network theory; constructivism; history; irreversibility; organizational form; organization theory; path dependence (1)
- Actor-network theory; history; irreversibility; modernity; organisational form; organisation theory; path dependence; process (1)
- Creativity (1)
- Innovation; PPP. (1)
Articles 1 - 6 of 6
Full-Text Articles in Business
Barriers To Innovation In Public-Private Partnership (Ppp), Louis Gunnigan, David Eaton
Barriers To Innovation In Public-Private Partnership (Ppp), Louis Gunnigan, David Eaton
Conference papers
This paper sets out to identify barriers to greater use of innovation in PPP projects. Using a series of in-depth interviews with participants on two closely related PPP projects, data were gathered and analysed to compare the success of the projects in relation to innovation. The views of the participants relating to the approach to innovation were recorded and were examined relative to the views on innovation expressed in published documentation relating to these projects. The research showed that two different types of innovation could be identified – namely cost reducing innovation and product enhancing innovation. It also showed that, …
Rethinking The Organisational: From ‘Form’ To ‘Forming’, Paul Donnelly
Rethinking The Organisational: From ‘Form’ To ‘Forming’, Paul Donnelly
Conference papers
The organisational theory literature has identified the emergence and evolution of organisational forms as a critical issue to be addressed, yet new ways of looking at organisational form have yet to be addressed and there are concerns about the largely ahistorical and aprocessual character of much organisational theorising. Most “new” theories that have been put forward continue to view form as something already formed, as an essence, with the attention focused on what constitutes form. Further, extant organisational theories, from the original Weberian ideal type through all other theories, be they in appearance ahistorical (i.e., contingency) or historical (i.e., ecological) …
Actor-Network Theory And Organizational Forming: An Amodern Path Dependence Perspective, Paul Donnelly
Actor-Network Theory And Organizational Forming: An Amodern Path Dependence Perspective, Paul Donnelly
Conference papers
The organizational theory literature has identified the emergence and evolution of organizational forms as a critical issue to be addressed, yet new ways of looking at organizational form have yet to be addressed and there are concerns about the largely ahistorical and aprocessual character of much organizational theorizing. While path dependence, as conventionally conceived, presents an avenue for overcoming the lack of historical contingency in mainstream organizational theories, it does not maintain an opening for forming. Here is where actor-network theory comes in to not only argue that organizational forming is ongoing, but also show how it is made unrecognizable …
How To Escape Modernity?: An Actor-Network Theory Take On Organizational Forming, Paul Donnelly
How To Escape Modernity?: An Actor-Network Theory Take On Organizational Forming, Paul Donnelly
Conference papers
The topic of organizational form has been gaining increased attention. Often portrayed as ‘new times’ driving the need for new forms, what is more evident in the literature is that the need for new ways of looking at form has yet to be addressed. The problem that “new organizational form” presents is precisely located in the inability of the field to think in other than “form” itself. By problematizing the focus on “form,” I take issue with the largely ahistorical and aprocessual character of much organizational theorizing and with the privilege obtained by modernist paradigmatic approaches in such theorizing. With …
Organizational Forming: Re(Dis)Covering Hybridization, Paul Donnelly
Organizational Forming: Re(Dis)Covering Hybridization, Paul Donnelly
Conference papers
The topic of organizational form has gained increased attention in the scholarly literature over the past couple of decades or so. Scholars have identified the emergence and evolution of new organizational forms as a critical issue to be addressed. The increased interest and relevance of this topic is often portrayed as ‘new times’ driving the need for new forms, however, what is more evident in the literature is that the need for new ways of looking at organizational form has yet to be addressed. In general, it is my argument that the problem of “organizational form” cannot be addressed by …
Interaction Of The Legitimate System And The Shadow System In Organisations, Caroline Halpin, Philomena Hanlon
Interaction Of The Legitimate System And The Shadow System In Organisations, Caroline Halpin, Philomena Hanlon
Conference papers
This research examines the relationship between the Legitimate and the Shadow Systems in organisations: an interaction that can result in bringing an organisation into a state of bounded instability, and therefore increased creativity and innovation. The Legitimate System consists of the formal hierarchy, bureaucracy, rules, controls and communication patterns in an organisation. A properly functioning Legitimate System is vital for the conduct of business in an organisation in order to ensure its survival and efficiency. The Shadow System is a term coined by Stacey (1997) to describe the informal network of relations within the organisations that are evident in casual …