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Article
Publication date: 21 November 2016

Aurelie Leclercq-Vandelannoitte and Henri Isaac

Recent years have witnessed the birth and rapid development of “coworking” spaces that are likely to affect classic models of work and organizations. This paper aims to identify…

7043

Abstract

Purpose

Recent years have witnessed the birth and rapid development of “coworking” spaces that are likely to affect classic models of work and organizations. This paper aims to identify the crucial issues raised by this phenomenon, for both practitioners and researchers, in both management and organization theory.

Design/methodology/approach

To describe this growing phenomenon, the current paper presents an in-depth analysis of existing literature and identifies the social, organizational and managerial issues raised by the development of coworking.

Findings

A review of how organizational research has analyzed the rapid development of coworking spaces thus far reveals a conceptual framework for grasping the origins, nature and implications of this phenomenon. Such an assessment in turn sheds light on the issues and potential questions raised by the growth of this new type of organization.

Practical implications

Managers and practitioners can gain a better grasp of the phenomenon and the potential evolution of workplaces and organizations, as well as a better understanding of the extent to which developing coworking spaces might invoke evolution in organizations and management practices.

Originality/value

The rise of coworking spaces is unprecedented in its speed and scale. Yet, academic research has largely ignored this phenomenon, and practitioner studies have privileged a descriptive approach. This paper thus covers a topic that has attracted scant attention in prior academic research, despite its vast and growing importance.

Details

Journal of Business Strategy, vol. 37 no. 6
Type: Research Article
ISSN: 0275-6668

Keywords

Article
Publication date: 17 May 2013

Aurelie Leclercq‐Vandelannoitte

The purpose of this paper is to investigate the dynamics that underlie contradictions and paradoxes in organizational change over time. Little research has explored the role of…

1283

Abstract

Purpose

The purpose of this paper is to investigate the dynamics that underlie contradictions and paradoxes in organizational change over time. Little research has explored the role of contradictions and paradoxes in the continuous cycle of organizing, which are simultaneously embedded in the process and outcomes of organizational change. An encompassing framework, based on the thinking of Michel Foucault, more fully captures both the paradoxical roots and the effects of organizational change.

Design/methodology/approach

An in‐depth qualitative case study of an IT‐based organizational change in a company offers a clear longitudinal analysis, based on 31 semi‐structured interviews and direct field observation.

Findings

The Foucauldian framework deepens understanding of organizational change and its underlying dynamics by highlighting contradictions and paradoxes as both the medium and the outcome of the organizing process over time. The organizing process evolves through power‐knowledge relations, which are forces that provide the energy to make change possible.

Research limitations/implications

The findings indicate the need for further research to develop insight into Foucauldian concepts, such as by replicating the proposed methodology in other companies or with other types of organizational change.

Practical implications

This paper is of managerial interest for various corporate players (management, human resources, information management) who must understand what underlies employees' acceptance of organizational change.

Originality/value

The proposed conceptual model can help interpret the role of contradictions and paradoxes in the organizing process. The strength of this “political model of organizational change” is that it can be combined with other perspectives, such as change management, to explore how organizations drive change and how managers can integrate contradictions and paradoxes in change management to help the organization further evolve.

Details

Journal of Organizational Change Management, vol. 26 no. 3
Type: Research Article
ISSN: 0953-4814

Keywords

Article
Publication date: 21 September 2015

Aurelie Leclercq-Vandelannoitte

The purpose of this paper is to provide useful insights on “bring your own device” (BYOD) and IT consumerization, to help organizations understand how to address their…

2235

Abstract

Purpose

The purpose of this paper is to provide useful insights on “bring your own device” (BYOD) and IT consumerization, to help organizations understand how to address their consequences. For young, tech-savvy workers, using their own devices at work represents a right, rather than a privilege, leading them to initiate a growing, yet under-researched, drive toward IT consumerization. Some companies already deploy BYOD programs, allowing employees to use personal devices for work-related activities, but other managers remain hesitant of the implications of such programs.

Design/methodology/approach

To provide an overview of this growing phenomenon, this paper presents an in-depth analysis of existing literature and identifies organizational changes induced by this reversed adoption logic. A case study of Volvo reveals how one organization has coped successfully with this phenomenon.

Findings

These analyses shed more light on the stakes involved in BYOD and IT consumerization, as well as the changes they imply for organizations and IT departments.

Practical implications

Both BYOD and IT consumerization have deep and broad consequences for organizations, some of which are very positive, as long as the trends are well-managed and carefully addressed.

Originality/value

This paper covers a topic that has attracted scant attention in prior academic research, despite widely acknowledged concerns about security and reliability in practitioner studies. By going beyond a classic discourse focused solely on the security threats of BYOD, this paper investigates both business challenges and implications associated with a reversed adoption logic.

Details

Journal of Business Strategy, vol. 36 no. 5
Type: Research Article
ISSN: 0275-6668

Keywords

Article
Publication date: 2 March 2015

Aurélie Leclercq - Vandelannoitte

In reference to increasing consumerization, this article investigates how organizations react to employees’ adoption and use of personal devices at work, such as by incorporating…

2872

Abstract

Purpose

In reference to increasing consumerization, this article investigates how organizations react to employees’ adoption and use of personal devices at work, such as by incorporating innovative, individual, IT-driven changes into their corporate practices. The paper aims to discuss these issues.

Design/methodology/approach

Four in-depth, longitudinal case studies, conducted between 2006 and 2010, feature 92 interviews and observations to ensure triangulation.

Findings

We identify three types of organizational reactions (induction, normalization, and regulation) that depend on specific dimensions and affect the nature of subsequent IT-based organizational change.

Research limitations/implications

Continued research into the consumerization of IT can explore how it affects organizations today and whether different effects might arise in other contexts and with different kinds of organizations.

Practical implications

Reversed IT adoption logics have deep consequences for organizations; companies could achieve great gains from them, if carefully considered and managed.

Originality/value

This article addresses a topic that has been analyzed only scarcely and rarely, namely, the consumerization of IT and the tactics organizations use to incorporate user-driven IT innovation. Although this article presents only a few cases, it constitutes an initial attempt to explore this research area theoretically and investigate the ways organizations can harness employees’ personal IT adoption logics to promote creative, IT-driven change in firms.

Details

Information Technology & People, vol. 28 no. 1
Type: Research Article
ISSN: 0959-3845

Keywords

Content available
Article
Publication date: 17 May 2013

Slawek Magala

268

Abstract

Details

Journal of Organizational Change Management, vol. 26 no. 3
Type: Research Article
ISSN: 0953-4814

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