Boundary work in response to professionals’ contextual constraints: Micro-strategies in interprofessional collaboration

Boundary-work research has extensively explored how professionals engage in boundary work to protect or expand their professional boundaries in interprofessional collaboration (IPC). Yet professionals’ contextual constraints in everyday work, such as time pressure or legal restrictions, often result in competing interests of the professionals involved in IPC, prompting them to engage in boundary work to limit—instead of protect or expand—their boundaries. Our empirical analysis uses comprehensive qualitative data on IPC in Germany between self-employed general practitioners (GPs) and registered nurses employed in nursing homes in which GPs’ efficiency interests compete with nurses’ safeguarding interests, leading both professionals to engage in boundary-work efforts to limit their boundaries. Our findings provide a comprehensive understanding and framework of professionals’ boundary work, showing that individual GPs and nurses typically hold a portfolio of various defending and accommodating micro-strategies. Based on our first-order findings, we identify how different sources of power enable particular micro-strategies and explore how the choice of micro-strategies depends on different forms of trust in the collaborating partner. Lastly, we outline interactions of micro-strategies, illustrating how the outcomes of professionals’ bilateral boundary work depend on the sequence of these strategies.

“Our Flight Suits are not Just Plain Blue”: The Co-Production of Coordination and Bodies in a Military Air Display Squadron

While prior investigations of organizational coordination have mainly focused on cognitive processes, this article brings the physical and symbolic body more centrally into the phenomenon. Mobilizing the ‘strong’ practice programme, we explore how organizational coordination practice and bodies co-produce each other. Our study is an empirical qualitative analysis of Patrouille de France, a military air display squadron. By successively zooming in and out from pilots’ doings and sayings, we reveal three body-related threads (training, sensitizing, and distinguishing) by which organizational coordination and bodies co-produce each other. We especially point to technical and physical capital, proprioception, kinaesthesia, embodied awareness of co-presence, and the symbolic (re)presentation of bodies as embodied aspects of the actors’ habitus structured by and for coordination. Our findings have implications for our understanding of organizational coordination by showing that there is more to bodies in coordination than just embodied cognition or communication. They also further coordination literature by emphasizing that coordination practice includes organizationally structured bodywork aimed at enhancing bodies; bodywork that is not limited to learning the practice but crucial to maintaining actors in that practice.

Do we still need professional boundaries? The multiple influences of boundaries on interprofessional collaboration

Although a body of research suggests that interprofessional collaboration is hindered by the presence of professional boundaries, more recent work has demonstrated that removing these boundaries also has negative consequences for collaboration. To address these paradoxical findings, we examine two different team-level initiatives that aimed at softening and breaking down professional boundaries, drawing on data gathered from 78 in-depth interviews and two years of observations of four cross-occupational teams in the English National Health Service. Our inductive analysis of this data shows that professionals use boundaries and their manifestations —which become apparent through materialization, articulation, and embodiment— to identify and retrieve professional categories. The conspicuous presence of boundaries allows professionals to anticipate other team members’ expertise and roles, as well as different aspects of team tasks. We theorize our findings by showing how professional boundaries can be positively interlaced with interprofessional collaboration by making visible and grounding naturalized systems of classification.

How counter-fate relational practices mitigate resource acquisition challenges during project nascence

Research shows that embedded relations can facilitate the resource acquisition process in entrepreneurship. Yet, as relations are dynamic and subject to change, it remains unclear how entrepreneurs can acquire necessary resources when pre-existing ties may not yet or no longer be relevant, sufficient or accessible. Under these circumstances, acquiring necessary resources is a challenge and one that novice entrepreneurs in project-based enterprises face repeatedly as they seek to sustain their businesses. Evidence from 123 projects developed by six newly formed independent television production companies in the UK shows that new entrepreneurs can manoeuvre around constraints by engaging in one of four counter-fate relational practices: posturing (i.e. exaggerating interest from key ties), status sequencing (i.e. developing key relations in sequence based on status), geographic sequencing (i.e. attaining key ties in sequence based on location), and opportunistic manoeuvring (i.e. manipulating the opportunism of potential resource-holders). We contribute to entrepreneurship research by showing how resources can be acquired despite a lack of key embedded ties, and highlight enabling conditions; and to project studies by illustrating how projects progress past nascence to launch and acquire new clients or repeat commissions.

The effect of repertoire, routinization and enacted complexity: Explaining task performance through patterns of action

We use pattern mining tools from computer science to engage a classic problem in organizational theory: the relation between routinization and task performance. We develop and operationalize new measures of two key characteristics of organizational routines: repertoire and routinization. Repertoire refers to the number of recognizable patterns in a routine, and routinization refers to the fraction of observed actions that fit those patterns. We use these measures to develop a novel theory that predicts task performance based on the size of repertoire, the degree of routinization, and enacted complexity. We test this theory in two settings that differ in their programmability: crisis management and invoice management. We find that repertoire and routinization are important determinants of task performance in both settings, but with opposite effects. In both settings, however, the effect of repertoire and routinization is mediated by enacted complexity. This theoretical contribution is enabled by the methodological innovation of pattern mining, which allows us to treat routines as a collection of sequential patterns or paths. This innovation also allows us to clarify the relation of routinization and complexity, which are often confused because the terms routine and routinization connote simplicity. We demonstrate that routinization and enacted complexity are distinct constructs, conceptually and empirically. It is possible to have a high degree of routinization and complex enactments that vary each time a task is performed. This is because enacted complexity depends on the repertoire of patterns and how those patterns are combined to enact a task.

Monologue and Organization Studies

In this essay, we propose that recent work in management and organization studies is typically inclined to understand organization and organizing as dialogic in form. Dialogicity is characterized by dynamic interlocution on the part of active human sense-makers and, in our critical reading, evokes a romanticized social landscape that fails to reflect the more prosaic features of organizational life. To address what we see as certain limitations of the dialogic view, we introduce a complementary point of reference: that of monologic organization. This perspective provokes reflection on those situations in which meanings are predetermined at the outset and communication consists of the strictly controlled, routine reproduction of formal scripts. We draw on the works of Mikhail Bakhtin and Michel Serres to reclaim monologic as a pertinent view of organization and its processes. Finally, we provide micro, meso and macro level examples to illustrate and discuss the heuristic potential of a monologic view.

Couchsurfing with Bateson: An ecology of digital platforms

Digital platforms radically alter socio-economic and organizational patterns. In an ecological sense, they enable the rapid extension of tolerance limits by digitally scaling variables such as the availability of accommodation or labour. However, such maximization of specific variables in a complex ecology bears the danger of pathological runaway patterns. In our paper we draw on the work of Gregory Bateson to outline an analytical approach for the study of digital platforms as ecological phenomena, focussing on the effects of digitalization on the context in which platforms operate. To study such meta-patterns, we elaborate three interrelated concepts: stress, adaptation and budgets of flexibility. We exemplify these ideas through a longitudinal study of the early digital platform Couchsurfing and develop implications for our understanding of technology and organization.

A Dialogic Perspective on Managing Knowledge Differences: Problem-Solving while Building a Nuclear Power Plant Safety System

To manage knowledge differences, existing research has documented two sets of practices: traversing and transcending knowledge boundaries. What research has yet to explore, however, is the dynamics through which traversing or transcending practices emerge in response to a particular problem situation. Using a qualitative, inductive study of the problem episodes encountered by groups of experts working on a large-scale project to build the safety system for a nuclear power plant, we observed that the emergence of traversing or transcending depended on how experts interpreted problems and initiated dialogues around specific problems. Our work provides insight into the condition through which knowledge integration trajectories may emerge.

Embracing Paradox: TMT Paradoxical Processes as a Steppingstone between TMT Reflexivity and Organizational Ambidexterity

Top management teams (TMTs) are crucial in managing the ambidexterity paradox. This endeavour, however, generates cognitive conflicts. Surprisingly, this particular topic has received little attention within the ambidexterity literature. We aim to address this lacuna, and in doing so, extend the paradox literature and the emerging socio-cognitive perspective on ambidexterity. In our hypothesized mediation model, TMTs embrace the exploration-exploitation paradox through reflexivity, then overcome this paradox through paradoxical cognitive processing -the capacity to cognitively differentiate and integrate exploration and exploitation- which finally fosters ambidexterity. We test and find support for our hypotheses using a sample of 335 Dutch and German SMEs. We end with a discussion on how socio-cognitive factors influence the management of the ambidexterity paradox. In doing so, we refine scholarly understanding of motivating and enabling factors that allow TMTs to deal with the paradoxical tensions surrounding ambidexterity.

Strangers in the dark: Navigating opacity and transparency in open online career-related knowledge sharing

Given repeated upheavals in jobs and organizations, people increasingly share career-related knowledge in open online platforms. Dealing with career-related knowledge in an open online setting, though, is challenging. It requires people to balance between exchanging too much and too little career-related knowledge, e.g., to disclose and share the right knowledge without jeopardizing themselves. This study examines how participants achieve such delicate balance in open online processes. It investigates discussions in a career advice-focused online platform. Findings reveal how open online career-related exchanges include sequences of knowledge sharing, knowledge evaluating, and of diverting. They also include sequences of regulating openness that involve securing opacity for the people participating while also ensuring the transparency of the process. The study unpacks how participants in an open online setting navigate the dynamic balance between individual opacity and processual transparency. Findings hold implications for scholarship on open organizing, careers, and advice networks, as well as for practice.