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The idea that relational processes are central to knowledge creation and knowledge sharing is an idea in good currency (Bouwen & Taillieu, 2004; Brown & Duguid, 1996; Wenger, 1998). Rather than considering knowledge as a commodity that can be transferred from one mind to another, when knowledge is viewed as a relational practice, it resides in social interactions and is actualized in common practices that evolve within a particular community of practice (Sternberg & Horvath, 1999; Van Looy, Debackere, & Bouwen, 2000). Thus, knowledge is both embedded and emergent — subject to change as participants in a community interact with one another. To understand what is known, it becomes necessary to study how members of an organizational community interact and how their knowledge shifts over time.
This book focuses on the concept and role of relational practices as a way to understand, conceive, and study processes of organization, and subscribes to a processual…
This book focuses on the concept and role of relational practices as a way to understand, conceive, and study processes of organization, and subscribes to a processual view of organization that, since Weick's seminal book The Social Psychology of Organizing, has turned the study of organizations into one of organizing. More than 30 years later, the field of organizing has increasingly expanded Weick's interpretive framework of sense making, resulting in a rich palette of conceptual frameworks that vary between such diverse processual approaches as complexity theory, phenomenology, narration, dramaturgy, ethnomethodology, discourse (analysis), practice, actor-network theory, and radical process theory (Steyaert, 2007). These various theoretical approaches draw upon and give expression to a relational turn that has transformed conceptual thinking in philosophy, literature, and social sciences, and that increasingly inscribes the study of organization within an ontology of becoming.
Notes that the nature of the service process makes the measurement of productivity and quality more difficult. In this paper a methodology to delineate relevant indicators…
Notes that the nature of the service process makes the measurement of productivity and quality more difficult. In this paper a methodology to delineate relevant indicators of productivity and quality for services is developed. For both types of indicators, process analysis is a starting point. Insights from activity‐based management are introduced to work out productivity indicators. An approach based on quality function deployment is used to delineate relevant quality indicators. Both approaches are illustrated with case study material. During the process of developing these indicators, it became clear that realizing quality and productivity simultaneously within the service delivery process might imply a trade‐off. Implications and further extensions of this dynamic relationship are discussed within a larger service strategy framework.