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Article
Publication date: 10 September 2021

Steffen Roth, Albert Mills, Bill Lee and Dariusz Jemielniak

This article is devoted to conditions and examples of how theories may be applied as methods in the fields of management research and organization studies.

Abstract

Purpose

This article is devoted to conditions and examples of how theories may be applied as methods in the fields of management research and organization studies.

Design/methodology/approach

An introduction to minimum requirements for a successful refunctionalization of theory as method as well as to nine contributions to a special issue of the Journal of Organizational Change Management on “Theory as method” is provided.

Findings

The review of these nine cases suggests that the use of theories as methods is not necessarily harmful for the former, and particularly not for the more robust among them.

Originality/value

This article sheds new light on the value of theoretical monism or loyalty and calls for a reassessment of the relative value of expertise in a specific research field, method and or theory.

Details

Journal of Organizational Change Management, vol. 34 no. 4
Type: Research Article
ISSN: 0953-4814

Keywords

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Article
Publication date: 9 May 2016

Andreea Gorbatai, Dariusz Jemielniak and Mathieu O'Neil

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308

Abstract

Details

Journal of Organizational Change Management, vol. 29 no. 3
Type: Research Article
ISSN: 0953-4814

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Article
Publication date: 8 February 2016

Dariusz Jemielniak

– The purpose of this paper is to see how digital societies’ studies can be inspired by cross-cultural management.

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1335

Abstract

Purpose

The purpose of this paper is to see how digital societies’ studies can be inspired by cross-cultural management.

Design/methodology/approach

Theory critical analysis and review.

Findings

The paper reveals many similarities and analogies, allowing for useful connections between cross-cultural management research, and studying digital societies.

Originality/value

By exposing methodological and theoretical links of cross-cultural management field in general, and Magala’s contribution in particular, the following paper helps in better understanding of contemporary research on digital societies, as well as allows for the use of already proven methodologies and approaches in the emerging field of the internet studies.

Details

Journal of Organizational Change Management, vol. 29 no. 1
Type: Research Article
ISSN: 0953-4814

Keywords

Content available

Abstract

Details

Journal of Organizational Change Management, vol. 20 no. 4
Type: Research Article
ISSN: 0953-4814

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Article
Publication date: 9 May 2016

Dariusz Jemielniak

The purpose of this paper is to show the limits of a-hierarchical organization in the Wikimedia movement governance model. Wikimedia governance, as well as the dynamic…

Abstract

Purpose

The purpose of this paper is to show the limits of a-hierarchical organization in the Wikimedia movement governance model. Wikimedia governance, as well as the dynamic transformations it is currently undergoing, remains to be covered by the literature on organization and management studies; yet, they exemplify the problems with the “organization of the future,” which is highly idealized throughout the management literature.

Design/methodology/approach

The research design relies on an ethnographic, long-term, participative study of the Wikipedia community at large. The methods used rely mainly on discourse analysis and interviews. The study benefits from the unique participant immersion of the researcher (who spent six years participating in the studied community, making over five edits each day on average, and being elected to several positions of highest trust within the organization).

Findings

The findings show that the open, participative, and democratic character of the organization, which in theory is oriented toward sustainable solidarity, as well as the semi-anonymous character of some of the members’ identities, makes the community more empowered yet more belligerent. Also, the entirely open and flat governance model makes it more difficult to establish a stable leadership consensus.

Research limitations/implications

Research is limited due to its methodological design, as it relies on in-depth qualitative case studies, rather than wider analysis. Further quantitative research is needed to confirm the findings on a bigger scale and in other open collaboration organizations.

Practical implications

The findings show that participative organizational design, especially in open collaboration projects, have adverse effects in leading to overly confrontational and quarrelsome organizational culture, which not only makes decision making more difficult, but also deters people less used to debating and conflict.

Social implications

The social implications of the findings suggest that even in highly democratized structures, some minimal forms of leadership, and governance are useful to facilitate the decision-making processes.

Originality/value

This paper extends the understanding of organizational dynamics and governance in open collaboration organizations, and exposes the shortcomings of this model, which are an inevitable trade-off for its indisputable benefits.

Details

Journal of Organizational Change Management, vol. 29 no. 3
Type: Research Article
ISSN: 0953-4814

Keywords

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Article
Publication date: 16 February 2010

Carolyn Hunter, Dariusz Jemielniak and Agnieszka Postuła

The purpose of this paper is to present the results of a qualitative study of software engineers' playful behaviors at work.

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1365

Abstract

Purpose

The purpose of this paper is to present the results of a qualitative study of software engineers' playful behaviors at work.

Design/methodology/approach

The interviewed software engineers come from two European and three American companies. The research is based on ethnographical data, gathered in two longitudinal studies 2005‐2008. The methods used in the study include open‐ended unstructured interviews, participant observations, stories collection, and shadowings.

Findings

It is found that the currently dominant theory of normative control explaining software engineers workplace diminishes leisure and entertainment attributes of knowledge work. Fun at workplace is discovered to be an important, if not crucial, element of everyday programmers' job.

Originality/value

The study contributes to the literature by replying to the call for more research on high‐tech organizational practices, and on non‐job related behaviors at workplace. It reveals playful performance as a constituent for knowledge work and may contribute towards a better understanding of the role played by fun and playful behavior in creative problem‐solving and inventing.

Details

Journal of Organizational Change Management, vol. 23 no. 1
Type: Research Article
ISSN: 0953-4814

Keywords

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Article
Publication date: 10 July 2007

Dariusz Jemielniak

The purpose of this paper is to present the results of a qualitative study of software engineers' perception of dress code, career, organizations, and of managers.

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1504

Abstract

Purpose

The purpose of this paper is to present the results of a qualitative study of software engineers' perception of dress code, career, organizations, and of managers.

Design/methodology/approach

The software engineers interviewed work in three European and two US companies. The research is based on ethnographic data, gathered in two longitudinal studies during the period 2001‐2006. The methods used in the study include open‐ended unstructured interviews, participant observation, collection of stories, and shadowing.

Findings

It was found that the majority of software engineers denounce formal dress‐codes. The notion of career was defined by them mostly in terms of occupational development. They perceived their own managers as very incompetent. Their view on corporations was also univocally negative. The findings confirm that software engineers form a very distinctive occupation, defining itself in opposition to the organization. However, their distinctiveness may be perceived not only as a manifestation of independence but also contrarily, as simply fulfilling the organizational role they are assigned by management.

Originality/value

The study contributes to the organizational literature by responding to the call for more research on high‐tech workplace practices, and on non‐managerial occupational roles.

Details

Journal of Organizational Change Management, vol. 20 no. 4
Type: Research Article
ISSN: 0953-4814

Keywords

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Book part
Publication date: 8 July 2021

Toni Sant

The world's most popular noncommercial website is built on five pillars, which include an assumption of good faith and ensuring all points of view are included in every…

Abstract

The world's most popular noncommercial website is built on five pillars, which include an assumption of good faith and ensuring all points of view are included in every encyclopedia article. How does this pan out in the day-to-day reality of fake news and the ever-growing climate of post-truth? How apt are mechanisms established by Wikipedia over a decade ago in the face of unreliable news sources and beliefs based on gut feelings and emotions rather than verifiable evidence? Active editors of Wikipedia firmly believe that this open online encyclopedia and other wikis operating under the same value system are lifeboats for truth seekers in a post-truth society. The mechanisms established over many years for sharing open knowledge through this online platform are even more useful now than they may have been in previous times, even though this too is understandably debatable.

Details

Media, Technology and Education in a Post-Truth Society
Type: Book
ISBN: 978-1-80043-907-8

Keywords

Content available
Article
Publication date: 8 February 2016

Marja Flory and Juup Essers

Downloads
329

Abstract

Details

Journal of Organizational Change Management, vol. 29 no. 1
Type: Research Article
ISSN: 0953-4814

Content available
Article
Publication date: 12 October 2012

Downloads
479

Abstract

Details

Journal of Organizational Change Management, vol. 25 no. 6
Type: Research Article
ISSN: 0953-4814

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