‘Openness’ has become an organizational leitmotif of our time, spreading across a growing set of organizational domains. However, most discussions within these specialized domains (e.g. open data, open innovation or open strategy) pursue openness as a program, focusing on challenges specific to the particularities of those domains. Conceptualizing openness as a dynamic organizing principle along dimensions of transparency/opacity and inclusion/exclusion allows theorizing and potentially addressing dilemmas associated with programmatic approaches to openness across these various domains.
Participants are invited to join the event at the Digital Science Center, Innrain 15, Open Space Area (1st floor) or online via Big Blue Button.
Am 7. Dezember durfte ich im Philosophischen Café Innsbruck zum Thema “Welchen Fakten kann man noch trauen? Zur Glaubwürdigkeitskrise von Wissenschaft und Journalismus im Zeitalter digitaler (Des-)Information” vortragen und diskutieren. Die Slides meines Vortrags finden sich auf Slideshare, es gibt auch eine per Smartphone improvisierte Audio-Aufzeichnung.
Below are some visual impressions from our 6th annual ConJunction, the OS Students and Alumni event. Prof. Weiskopf ceremoniously started the event. Next, Prof. Soppe shared her current work on the challenges faced by people working in the “increasingly stigmatized” oil and gas industry. The inspiring research talk was followed by a lively panel discussion hosted by Prof. Dobusch, with panel guests Julia Wolf (OS Alumna, GemNova), Alessia Zoppelleto (University of Trento), and Bernhard Staudt (BMW).
After the coffee break, Alwin Baumhöver, Niklas Hugot, and Milena Eberharter presented their master’s theses related to organizing (for) sustainability. Last but not least, Katharina Albertini gave the valedictorian speech on behalf of the graduating class.
The informal and best part of the event, the “eat and meet” was held at 6020. It was wonderful to meet again in person!
Demokratisierung bei Konsum und Produktion von öffentlich-rechtlichen Medien ist kein Selbstzweck, sondern bringt eine Reihe wünschenswerter Möglichkeiten und Angebotsverbesserungen mit sich – und führt letztlich zu einer stärkeren Unterscheidbarkeit zwischen öffentlich-rechtlichen und privat-profitorientierten Angeboten als Bonus obenauf.
The First Creativity Paper Development Workshop is an opportunity for academics to develop their ongoing work, empirical or conceptual, related to creativity, broadly defined. The workshop will be developmental with each paper having as a discussant a senior scholar with a track record of multiple publications in creativity. Authors will also receive feedback from peers with similar research interests. It should be of special interest to colleagues who recently graduated with a Ph.D., and doctoral students with quite well-developed manuscripts; scholars more advanced in their careers are also welcome to attend. This workshop aims to become an annual opportunity for early scholars in Business/Management to establish themselves in the vibrant international community of scholars interested in the study of creativity. It aims to initiate and support a budding community of Europe-based researchers with a shared interest in creativity and to offer them an environment to come together, know each other as well as established scholars, benefit from close interpersonal relations, and initiate new exciting collaborations. We see this workshop as an opportunity to develop a standing working group on creativity, especially among Central and Southern European Universities.
Deadline for submitting applications based on abstracts of around 500 is 11.59 pm, January 25th, 2023. Email for submission: email@example.com.
Our master’s program Organization Studies Students and Alumni Day will take place on the 18th of November 2022. After a Covid interruption last year and the online event in 2020, we are very excited to meet in person again! The theme of ConJunction this year is “Organizing (for) Sustainability.”
Bei dem Infoevent “Gemma’s an? Auslandssemester!” am 24.11. 2022, 13:45-15:00, HS7 (Geiwi-Turm) erfahren Interessierte alles rund um das Thema Auslandsaufenthalt im Studium. Die Veranstaltung ist als Hybrid Event geplant. Studierende können den Livestream via OLAT mitverfolgen.
The tourism industry faces the urgent need to change its business models to become more sustainable. However, to face such a global challenge, destinations must collaborate beyond their geographical boundaries. While tourism research has theorised intra-destination collaboration through the concept of tourism clusters, literature on organising collective action towards a common goal beyond destination boundaries remains scarce. This chapter takes a meta-organisational perspective to understand inter-destination collaboration with an illustrative example of ‘Alpine Pearls’ – a European tourism association for green mobility and sustainable travel. It shows the rationale for collaboration, the types of member organisations, and the decision-making structures typical for meta-organisations and tourism clusters. The research question looks at how ‘coopetitive’ intra-destination dynamics and meta-organisational inter-destination management can be combined to facilitate sustainable development. The study suggests that intra-destination ties in tourism clusters and inter-destination collaboration in meta-organisations can help destinations strive for sustainable development.
In case your institution does not provide access to the volume, I would be happy to send you a copy of the full-text of the chapter.
At the 42nd Strategic Management Conference in London, the paper “Taking individual choices seriously: Self-selection and the coordination of strategy work” co-authored by Martin Friesl, Christoph Brielmaier (both University of Bamberg) and myself, was awarded the Best Paper Award of the Strategy Practice Interest Group of the Strategic Management Society (SMS). Christoph was so kind to collect our award certificate in London.
The Abstract of the paper reads as follows:
An increasing body of work investigates the participation of a diverse set of actors in strategy making. There is also a converging view in strategy practice and process research that diverse participation in the strategy process has positive implications for corporate renewal and success. In this paper, we argue that extant research tends to gloss over a fundamental condition underpinning participation in such types of strategizing: participation does largely do not involve a hierarchical mandate but is the result of processes of self-selection on the individual level. While this may seem self-evident, it is of crucial importance. These forms of strategizing are, therefore, not the outcome of deliberate top-down choice, nor do they form a ‘random’ pattern. Rather, they are based on an ‘endogenous’ logic, which explains whether an individual self-selects into the process or not. Thus, it is this logic of self-selection that ultimately gives rise to strategic outcomes. This paper aims to make three contributions to strategy practice and process research. It differentiates two forms of self-selection (managed and unmanaged) and describes their implications on the level of the organization and the level of the individual. Moreover, this paper also theorizes the underlying mechanisms governing selection choices.
We are currently revising the article for publication in a journal. In case you are interested in the conference paper, I am happy to provide it via e-mail.
The dystopian workplace TV series “Severance”, which has been described as a mixture of “Lost” and “The Office” and was nominated for 14 (!) Emmy Awards, offers a lot of reflection for anyone interested in organization and management. Having finished the show’s first season comprising 9 one-hour episodes, let me offer some observations in this blog post (which is based on a Twitter thread).
Let’s start with the Retro-Tayloristic premise and setting: the basic idea of the “severance procedure”, which separates employee’s non-work memories from work memories, describes the ultimate wet dream of Tayloristic management scholars and professionals. Taylor’s “Scientific Management” treats organizations as machines and workers as tools that ought to follow formalized operational procedures to the letter. Management’s task is to develop, measure, optimize and control these procedures. This is exactly what the severance procedure promises to offer: workers able to solely focus on work tasks they do not (need to) understand without any personal and extra-organizational interference or distraction.