David Seidl, The Emergence of Organizational Routines, In: Academy of Management Meeting. 2014. (Conference Presentation)
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Richard Whittington, David Seidl, Enlarging the strategy-as-practice research agenda: towards taller and flatter ontologies, Organization Studies, Vol. 35 (10), 2014. (Journal Article)
Taking perspectives from papers published previously in Organization Studies, we argue for progress in strategy-as-practice research through more effective linking of ‘local’ strategizing activity with ‘larger’ social phenomena. We introduce a range of theoretical approaches capable of incorporating larger-scale phenomena and countering what we term ‘micro-isolationism’, the tendency to explain local activities in their own terms. Organizing the theories according to how far they lean towards either tall or flat ontologies, we outline their respective strengths and weaknesses. Against this background, we develop three broad guidelines that can help protect against empirical micro-isolationism and thereby extend the scope of strategy-as-practice research. |
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Shenghui Ma, Sensegiving practices in fast strategic change, In: 2014 European Group for Organizational Studies (EGOS) Conference. 2014. (Conference Presentation)
Sensegiving plays a critical role in the process of strategic change, especially when the change is under time pressure and broad interests are at stake. In order to gain acceptance and to create momentum for the initiated change, top managers often engage in intense sensegiving activities to resolve uncertainty and ambiguity. Our study explores the role of sensegiving by drawing on a longitudinal qualitative study of strategic change in two large firms. We show a mode of action-driven sensegiving, where sensegiving is triggered by the announcement of the plan of strategic change. We identify various discursive practices and symbolic actions of top managers in creating a coherent sense of the initiated change. Theoretical contributions and practical implications are discussed. |
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Stéphane Guérard, David Seidl, Processes of institutional work in the case of the single technology appraisal in the UK, In: Sixth International Symposium on Process Organization Studies. 2014. (Conference Presentation)
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Katharina Dittrich, David Seidl, Resourcing Routine Change: How Resources Contribute to Routine Dynamics., In: 6th International Process Symposium. 2014. (Conference Presentation)
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Stéphane Guérard, David Seidl, Promoting and resisting the single technology appraisal in the UK through spaces of institutional work, In: 9th Organization Studies Summer Workshop on Resistance, resisting, and resisters in and around organizations. 2014. (Conference Presentation)
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Katharina Dittrich, Resisting organizational routines: who or what is resisting?, In: 9th Organization Studies Summer Workshop. 2014. (Conference Presentation)
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Arif Mohamed Ali, Constructing growth opportunities through stakeholder management during family business succession, University of Zurich, Faculty of Economics, Business Administration and Information Technology, 2014. (Bachelor's Thesis)
Succession is rarely regarded as an opportunity during the life cycle of a firm, but rather as a consequence of departure of the incumbent. As such, family owned businesses could cease when the next generation fails to grow the business. This paper particularly focuses on the management transition phase from one generation to another and pursues the aim to determine whether this phase in a company life cycle of a family firm can open opportunities to capitalise on growth potential, which may have been slumbering. Research was carried out in form of a single case study of a firm and interviews were conducted with the incumbent, successor and key management. The aim was to understand how this particular family-owned business managed the succession period. The interview results showed that there was an indication of growth in various areas of the business, which could be linked to a combination of successful succession whilst not neglecting to focus on management of the firm’s stakeholders. The analysis of the case study reveals results, which can be supported by the relevant literature. Leaving us to believe that there lies a potential chance to enhance business growth during the succession period by managing the process actively.
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Stéphane Guérard, David Seidl, Spaces of institutional work: A wonder drug and the single technology appraisal in UK, In: New institutionalism 10th workshop. 2014. (Conference Presentation)
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Stéphane Guérard, David Seidl, Theorizing the case of Herceptin: A wonder drug and the single technology appraisal in UK, In: University of Edinburgh Writing Workshop. 2014. (Conference Presentation)
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Katharina Dittrich, David Seidl, Resourcing Routine Change: How Resources Contribute to Routine Dynamics., In: Organization Science Winter Conference. 2014. (Conference Presentation)
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Dennis Schoeneborn, Steffen Blaschke, François Cooren, James R Taylor, David Seidl, Robert D McPhee, The Three Schools of CCO Thinking: Interactive Dialogue and Systematic Comparison, Management Communication Quarterly, Vol. 28 (2), 2014. (Journal Article)
The idea of the communicative constitution of organizations (CCO) has gained considerable attention in organizational communication studies. This rather heterogeneous theoretical endeavor is driven by three main schools of thought: the Montreal School of Organizational Communication, the Four-Flows Model (based on Giddens’s Structuration Theory), and Luhmann’s Theory of Social Systems. In this article, we let proponents of all three schools directly speak to each other in form of an interactive dialogue that is structured around guiding questions addressing the epistemological, ontological, and methodological dimension of CCO as a theoretical paradigm. Based on this dialogue, we systematically compare the three schools of CCO thinking and identify common grounds as well as key differences. |
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Violetta Splitter, Katharina Dittrich, MOMBI im Seminar „Führung von Familienunternehmen“: Ein Beispiel aus der Betriebswirtschaftslehre, In: Tübinger Beiträge zur Hochschuldidaktik. Lehrveranstaltungen lernförderlich gestalten, Universität Tübingen, Tübingen, p. 16 - 22, 2014. (Book Chapter)
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Katharina Dittrich, Karen Golden-Biddle, Elana Feldman, Karen Locke, Constructing Contribution in ‘Strategy as Practice’ Research., In: The Cambridge Handbook of Strategy as Practice, Cambridge University Press, Cambridge, p. online, 2014. (Book Chapter)
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Katharina Dittrich, The Accomplishment and Change of Organizational Practices and Routines: Three Papers from a Practice-Theoretical Perspective, University of Zurich, Faculty of Economics, Business Administration and Information Technology, 2014. (Dissertation)
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David Seidl, Dennis Schoeneborn, Niklas Luhmann. Une perspective systémique des organisations, In: Les grands inspirateurs de la théorie, EMS, Colombelles, p. 1, 2014. (Book Chapter)
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Alexander Rohrer, The Process of Establishing Legitimacy: How A New CEO Interacts with Multiple Stakeholders, University of Zurich, Faculty of Economics, Business Administration and Information Technology, 2013. (Bachelor's Thesis)
The process of establishing legitimacy in front of multiple stakeholder groups is a dy- namic and multifaceted object through which a newly elected CEO has to navigate. The identification of practices, strategies and tools, applied by the new CEO in order to fa- cilitate the establishment of respect, esteem and authority in front of internal and exter- nal audiences, is a vital element to fully understand the complexity of the CEO succes- sion period. The perception, framing and sense-making of the new CEO’s and stake- holders’ actions as well as the interdependence between them, play an important role in the leader integration process and the introduction of strategic changes. In this thesis the theoretical knowledge from the existing literature on the topic is combined with insights from a case study conducted in a Swiss company. This synthesis leads to a framework which summarizes how a new CEO interacts with different stakeholder groups during the post succession period in order to facilitate the establishment of legitimacy in front of internal and external stakeholders. |
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Stéphane Guérard, David Seidl, Spaces of Institutional Work in the Single Technology Appraisal in the UK, In: Academy of Management Annual Meeting. 2013. (Conference Presentation)
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Shenghui Ma, Maintaining CEO Legitimacy: Strategies of Managing Multiple Audiences, In: Annual Meeting of the Academy of Management (AoM). 2013. (Conference Presentation)
Being considered legitimate is critical for CEOs to gain support and endorsement in their work. In order to create, maintain or enhance their legitimacy, CEOs rely on various strategies. However, managing legitimacy should be a challenging task for CEOs considering the heterogeneity of audiences who may have competing demands. This paper develops a theory that accounts for how CEOs strategically manage their legitimacy when facing a complex network of audiences having distributed interests. Our theory suggests that when facing pluralistic demands, CEOs may adopt various strategies to disentangle stakeholders’ expectations on their organizations from the expectations on themselves as the CEO. This disentanglement can reduce the conflicting expectations that CEOs are often not able to fulfill. To maintain their legitimacy, CEOs may also engage social capital and political tactics to prevent legitimacy contests. Our contribution to the literature and promising directions are discussed. |
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Dominik van Aaken, Violetta Splitter, David Seidl, Why do Corporate Actors engage in pro-social behavior? A Bourdieusian CSR perspective, In: AOM 2013. 2013. (Conference Presentation)
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