Am Donnerstag, 18. November um 18 Uhr liefert Richard Weiskopf einen Impulsvortrag zum Thema “Organisation und die Kritik des Wahrsprechens (parrhesia)” im Rahmen des Philosophischen Cafés in der Innsbrucker Bäckerei.
Im Anschluss gibt es wie beim Philosophischen Café üblich die Möglichkeit zur Diskussion und zum informellen Austausch bei Speis und Trank. Es sind Covid-Bestimmungen zu beachten, es gilt die 2G-Regel. Darüber hinaus werden aufgrund der prekären pandemischen Lage alle Besucher:innen gebeten, sich zeitnah vor der Veranstaltung zusätzlich testen zu lassen, um einen möglichst sicheren und entspannten philosophischen Abend zu ermöglichen.
The Department of Organization Studies researches current issues in the field of organization and governance. Do you want to deepen your interest in these topics and at the same time gain first experiences in teaching? With this position, the possibility of a path into academia is just as open to you as a later step into business.
Unter Leitung von Stephan Laske, ehemaliger Professor am Institut für Organisation und Lernen, plant die TMAG ein qualitatives Forschungsprojekt zum Thema Bindung von hochqualifizierten Mitarbeiter:innen und sucht dafür eine/n Werkstudent/in. Aus der Ausschreibung (PDF):
Im Mittelpunkt des Projekts steht die Frage, welche Gründe dazu führen, dass sich Mitarbeiter*innen in Organisationen trotz herausfordernder Aufgabenstellungen, guter Bezahlung, konkreter Fördermaßnahmen, einem angenehmen Arbeitsklima und interessanter Karriereperspektiven (z.B. Nominierung als Talent oder Potenzialträger*innen) gegen eine Weiterführung ihres Beschäftigungsverhältnisses entscheiden. Darüber hinaus wollen wir erfahren, welche Einstellungen und Verhaltensweisen die Talente von Seiten der Organisation erwarten, damit sie sich längerfristig an die Organisation binden wollen. Als Forschungsmethodik stellen wir uns eine qualitative Studie vor, in deren Rahmen ca. sieben Tiefeninterviews mit Betroffenen geführt werden.
The aim of this paper is to investigate processes of subjective employer brand interpretations. We draw on the first-person perspectives of sought-after applicants who articulated their thoughts while being exposed to employer brand material and on subsequent in-depth interviews with the study participants about their assessments of the various employers’ attractiveness. Sensemaking as a theoretical framework to understand meaning-making in processes of actors’ engagement with artifacts is employed to analyze this qualitative data. Based on our empirical findings, we present a process model that illustrates how potential applicants make sense of employer brands. This dominant sensemaking journey includes three different stages: exploring the employer brand material, constructing a plausible employer image and assessing employer attractiveness. However, this trajectory is neither the only possible way nor completely linear and predictable since deviations, particularly the complete breakdown of making sense of employer brand material, are possible.
This reflection essay is authored by Fabian Lugert and Richard Kempert, students in the master program Organization Studies at University of Innsbruck.
As students of Organization Studies, we often find ourselves in discussions, less often they get as intense as the one we had over the meaning and performativity of the word efficiency. This was challenging for us, because we constantly get confronted with the terms “efficiency”, “efficient” or “inefficient”. Subjectively perceived the word stem is used in every paper we read, which is not surprising as it is widely used and variable in its use. The most general definition of “efficiency” seems to be “doing the things right” (Drucker 1963). Other sources differ in their explanations. For example, the Cambridge Dictionary defines it as “the good use of time and energy in a way that does not waste any” (Cambridge Dictionary “Efficiency”). Another explanation provided by the dictionary: efficiency is “a situation in which a person, company, factory, etc. uses resources such as time, materials, or labor well, without wasting any” or “a situation in which a person, system, or machine works well and quickly” (Cambridge Dictionary “Efficiency”).
This essay is provided by Ajla Nesimovic, former student in the master program Organization Studies at University of Innsbruck, and based on her master thesis.
“This master thesis is a story,” are the first words of my thesis. If you are now frowning and thinking what the heck I am talking about, then you are definitely not alone. Once an inspiring person taught me that managing expectations could be helpful as it might give a sense of motivation and direction. Now that I have told you that my master thesis is a story you are probably expecting a lot of fairy tale and little scientific appropriateness. You are not that far off! I definitely write a lot about ambiguities and contradictions of theorists. In later sections, I critically reflect on my very own work and further identify it as an invention with a lot of ambiguities and contradictions too. Nevertheless, my supervisor wanted me to write a blogpost about my master thesis. I suppose, it’s because of the jokes.
The story is multilayered as it consists of various story lines which are differing from each other but are still overlapping and coexisting. My master thesis, therefore, can be read in many different ways: as a love letter to the study program Organization Studies; as an imaginary and intellectual debate between my AI professor and myself; as a story about myself; or as a story about algorithms. I am not offering these different opportunities to potential readers by accident, since this thesis was guided by an interpretation of Deleuze’s and Guattari’s process philosophy (1994).
Managing resources and tensions at the frontline is crucial for organizational success. To advance our understanding of how frontline employees turn assets into useful resources under tensions, we draw on research on resourcing and practices of responding to paradoxical tensions. Our ethnographic study of employees in a multinational retail–fashion company finds three resourcing practices – situational reframing, organizational preframing and institutional deframing – that enable frontline employees to balance tensions. We contribute to both the resourcing perspective and to research on individuals’ responses to paradoxical tensions, first, by identifying the varying scopes of meaning (situational, organizational or institutional) that employees infuse potential resources with; second, by extending the notion of framing to understand how resourcing is accomplished interactively in tension-laden situations; and third, by explaining how employees’ construction of tensions is related to their dynamic moves between resourcing practices.
Check out the full article via the journal webpage. In case you or your institution don’t have access please write us or the authors to receive a copy.
This essay is provided by Hannah Schupfer, student in the master program Organization Studies at University of Innsbruck, and based on her master thesis.
“The worlds most powerful person is the greatest storyteller” – Steve Jobs (1995)
Nowadays, the Silicon Valley is brimming with firms whose CEOs and founders apparently are role models for today’s generation of young entrepreneurs. Bill Gates, Steve Jobs, Larry Page and alike are regarded as geniuses in their areas of expertise. To the wider audience they are especially known for their entrepreneurial success story. How often did we hear the story about Bill Gates and how he made up his way from working in his garage to become the CEO of one of the world’s most famous companies? Or Mark Zuckerberg – do we start thinking about Facebook or do we maybe first think about the lucky college dropout?
A relatively coherent group of people that share a similar background and hold certain attributes in common can – theoretically – be defined as a social category. In my master thesis, I investigated how the category of today’s “hero” entrepreneurs has been formed. Specifically, I analyzed how the Silicon Valley entrepreneurs “tell their story” which, I argue, influences how the social category of the hero entrepreneur is shaped and understood.
Strategy processes are becoming more open by increasing transparency and inclusion. This openness is even more relevant when managers engage with grand societal challenges and complex, emergent technologies characterized by radical uncertainty. Inclusive strategizing makes more strategic information available and enables more internal and external stakeholders to engage in strategic conversations. Under which conditions is it beneficial for companies to open their strategy process, and when should they opt for more secrecy? What are the intended and unintended consequences of openness along the strategy process? What are potential “side effects?” What is the right balance of “openness” and “closure” in the strategy process? What are the barriers for more openness, and how can they be overcome? Additionally, it is intriguing to investigate how new technologies alter the very process of strategy and, consequently, impact social and organizational structures, power distribution and roles of an organization. This track welcomes all research proposals related to these themes across a variety of methodological and theoretical perspectives.