Ziemlich genau zwölf Jahre nach der Ankündigung des ersten Momentum-Kongresses 2007 ist daraus im September 2019 mit dem Momentum Institut das Experiment eines “Think Tanks der Vielen” hervorgegangen. Wie schon beim Kongress bin ich Mitgründer und versuche als wissenschaftlicher Leiter den Dialog und wechselseitigen Transfer zwischen Wissenschaft, Politik und Zivilgesellschaft zu unterstützen.
Als eines der ersten Projekte ist seit kurzem das Parlagram online verfügbar. Das Online-Tool macht die Debatten im österreichischen Nationalrat für die Vielen durchsuchbar. Worüber reden die gewählten Volksvertreterinnen und Volksvertreter im Parlament eigentlich? Welche Themen und Anliegen finden Gehör, was bleibt im wörtlichen Sinne unerwähnt?
Digitalization is affecting not just private sector businesses but also the public sector. At the same time, the whole notion of “public” is changing in the course of ongoing digital transformations. By referring to the “Public Sphere”, this course seeks to capture both these dynamics. Consequently, the course comprises two main parts. The first part focuses on the digital transformation of public sector institutions such as public administrations, public service providers and public utilities. The second part addresses the public more broadly and looks at new forms of platform-based publics as well as provision of public goods with private means.
Didactically this is the first course that I designed following a point-counterpoint format: in each session two students will open with talks representing oppositional viewpoints on the subject before we enter into a joint plenary discussion of the readings.
Recently I had been elected to the leadership track of the Strategizing Activities and Practices (SAP) Interest Group in the Academy of Managment (AoM). This means that I will be responsible for co-organizing the interest group’s program at the Annual Meeting of the Academy of Management for the next five years, starting in 2020. So at this year’s Academy of Management Annual Meeting in Boston I was not only taking part in the academic program but also had several meetings preparing me for my duties in this regard. In 2020, my main responsibility will be to organize the various Professional Development Workshops (PDWs) of the Interest Group. In case you have ideas or proposals regarding this part of the meeting’s program, please do not hesitate to contact me.
Below is a list of my scholarly contributions at this year’s AoM Annual Meeting:
“From Programmatic to Constitutive Perspectives: Two Approaches to Studying Openness in Strategy and Beyond” in a Professional Development Workshop on “Open Strategy: Practices and Perspectives” (see slides below; slides of all contributors are available at the Open Strategy Network).
Building upon a previous joint article on “Fluidity, Identity, Organizationality: The Communicative Constitution of Anonymous”, my co-author Dennis Schoeneborn and I dig deeper into issues related to the concept of “partial organizations” in a new book chapter entitled “Alternating between Partial and Complete Organization: The Case of Anonymous”. Specifically, the case of the hacker collective Anonymous illustrates that longer periods of ‘partialness’ may alternate with temporary punctuations, during which a social collective accomplishes a ‘completion’ of its organizationality. As a consequence, with our book chapter we seek to contribute to a processual and dynamic theory of partial organization, thereby applying a communication as constitutive of organization (CCO) perspective.
Two facets are all but universally present in current works on Open Strategy. First, while being aware of and addressing challenges and dilemmas associated with openness in strategy making (Hautz et al., 2017), increasing openness is mostly perceived as normatively good, as an ideal that should be achieved. […] Second, openness is mostly considered to be the opposite of closure, or at least the other endpoint of a continuum from closedness to various degrees of openness in terms of greater transparency or inclusion (Whittington et al., 2011).
Taken together, an affirmative perspective on openness as opposed to closure is central to a currently dominant programmatic approach, which is mainly concerned with putting openness into practice and unleashing its respective potential. However, as we will argue in this chapter, addressing many of the tensions or dilemmas observed in empirical endeavours to implement greater ‘openness’ could potentially benefit from another perspective, which understands openness (and closure) as a paradox (Putnam et al., 2016) where openness and closure appear contradictory but yet simultaneously depend on each other. Key for such a constitutive approach towards openness is that this paradox cannot be dissolved entirely but only addressed in a specific way, namely by legitimate forms of closure.
The annual Colloquium of the European Group of Organization Studies (EGOS) is a great opportunity to engage with a great variety of research communities. In 2019 University of Innsbruck’s department of organization and learning was represented with a record number of participants. Please find an overview of our contributions to this year’s EGOS Colloquium below.
Revisiting scholarly debates around the weal and woe of the so-called “sharing economy,” this essay proposes a distinction between commons-based and market-based forms of the sharing economy. Applying a Polanyian lens to these two types of sharing economy not only reveals countervailing developments between commons and commodification depending on the type of platform governance; in addition, such a perspective also directs attention to externalities regularly associated with the expansion of market logics in previously nonmarket territories.