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Article
Publication date: 3 April 2019

Cathrine Filstad, Laura E.M. Traavik and Mara Gorli

This paper aims to explore what belonging is through the represented experience of people at work. The aim is to investigate employees’ interpretations of belonging at…

Abstract

Purpose

This paper aims to explore what belonging is through the represented experience of people at work. The aim is to investigate employees’ interpretations of belonging at work and its interrelation with the material, aesthetic and emotional aspects associated to the where, the how and the when workplace is inhabited.

Design/methodology/approach

In line with the practice turn in social sciences, this study uses the visual method (snaplogs), which includes pictures and texts.

Findings

Belonging is situated in and integrated with social interactions, materiality, emotions and aesthetics. Belonging is about being part of something, the process of becoming through constant mediation between material aspects and social components, the process of experiencing boundaries and the attempt to perform, engage and participate (and find spaces for shared practices) in a workplace. Together, they constitute the situatedness, the here and now, of experiences of belonging and the perceived interpretation of being one among equals across organizational boundaries.

Research limitations/implications

Data were only collected at one point in time. The authors also relied on their own interpretations of pictures and texts and did not involve the informants in the analysis.

Practical implications

Being, becoming and belonging comprise material, social and affective dimensions. These dimensions should be addressed for employees to belong at work.

Originality/value

This study contributes to the belonging literature on perceived interpretations of what belonging is at work. The paper is also original in terms of the visual method used to grasp the practice representation of belonging experiences.

Details

Journal of Workplace Learning, vol. 31 no. 2
Type: Research Article
ISSN: 1366-5626

Keywords

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Book part
Publication date: 15 July 2019

Laura Galuppo, Mara Gorli, Benjamin N. Alexander and Giuseppe Scaratti

The purpose of this chapter is to examine how leaders furthered the development of a social enterprise in response to paradoxes. Data on leadership practices were…

Abstract

The purpose of this chapter is to examine how leaders furthered the development of a social enterprise in response to paradoxes. Data on leadership practices were collected through interviews and observations in an Italian Healthcare network over the organization’s first two years. The data indicate that leaders addressed paradoxes in developing several critical resources by using both top-down influence and bottom-up participation. Leaders used top-down practices to further organizational development along a known path when they could leverage technical expertise or a vision to address a source of tension. Bottom-up practices, on the other hand, permitted the discovery of new paths that had not been previously identified. Leaders leveraged such responses where tensions appeared intractable. Implications for managers and organizational development and change practitioners are discussed.

Details

Research in Organizational Change and Development
Type: Book
ISBN: 978-1-78973-554-3

Keywords

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Book part
Publication date: 18 August 2014

Abstract

Details

Building Networks and Partnerships
Type: Book
ISBN: 978-1-78190-886-0

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Article
Publication date: 30 September 2014

Laura Galuppo, Mara Gorli, Giuseppe Scaratti and Cesare Kaneklin

The aim of the paper is to investigate social sustainability by focussing on the stakeholder theory and by presenting specific levers and capabilities for building more…

Abstract

Purpose

The aim of the paper is to investigate social sustainability by focussing on the stakeholder theory and by presenting specific levers and capabilities for building more socially sustainable organizations.

Design/methodology/approach

The paper is based on the analysis of recent academic and managerial literature. Through comparing theoretical and methodological perspectives from multiple authors, a specific theoretical and methodological viewpoint based on the stakeholder theory is proposed.

Findings

The paper discusses the idea that building socially sustainable organisations requires the management of multi-stakeholder processes that are physiologically conflicting and that often create paradoxical tensions. Participative settings of action and reflection and capabilities as reflexivity and “paradoxical thinking” are proposed as key levers for dealing with multi-stakeholders processes towards a more socially sustainable organizing.

Research limitations/implications

This paper raises reflections focussed on the “social pillar” of sustainability and does not consider different types of organizations in different multi-stakeholders processes. Such a perspective does not exhaust the variety of cases and research studies that could be considered in the field and further developed.

Originality/value

The value of the paper is in its construction of a framework for both research and practical purposes in the domain of management and sustainability. The work also attempts to link the concepts of reflexivity and paradox to a methodological proposal for leading the organizational journey towards social sustainability.

Details

Social Responsibility Journal, vol. 10 no. 4
Type: Research Article
ISSN: 1747-1117

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Article
Publication date: 16 November 2012

Mara Gorli, Cesare Kaneklin and Giuseppe Scaratti

The purpose of this paper is to explore a specific multi‐method approach with which to detect and analyze professional practices in order to support organizational…

Abstract

Purpose

The purpose of this paper is to explore a specific multi‐method approach with which to detect and analyze professional practices in order to support organizational reflection and change.

Design/methodology/approach

Based on a case study, the paper describes the methodological choices made during the research process. The qualitative potentials of narrative and ethnographic orientations, and a package of data gathering tools, are analyzed in depth.

Findings

The paper presents the advantages and drawbacks of tools to articulate practices and to develop hypotheses for change. It emphasizes the approach's innovative value and potential in contributing to knowledge sharing in organizations, and the implications for researchers and participants.

Practical implications

The paper furnishes concrete suggestions on how practitioners and researchers/consultants can be induced to pay particular attention to aspects of the operational knowledge that should accompany change processes. This appears even more strategic in healthcare organizations, characterized by the constant need to update the operational system in response to the introduction of new technologies, procedures, and protocols.

Originality/value

The paper discusses how research dimensions and results can be linked with action practices, while at the same time reducing the divide between researcher and practitioner. The value of the paper is that it presents tools known in the literature but analyzes them in regard to their use in real settings concerned with real‐world problems.

Details

Qualitative Research in Organizations and Management: An International Journal, vol. 7 no. 3
Type: Research Article
ISSN: 1746-5648

Keywords

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Book part
Publication date: 18 August 2014

Mara Gorli, Laura Galuppo, Paolo Pezzana, Giuseppe Scaratti and Abraham B. (Rami) Shani

This chapter focuses on an innovative effort in the Italian context in which a complex web of partnerships was created as the foundation of an alternative model of health…

Abstract

Purpose

This chapter focuses on an innovative effort in the Italian context in which a complex web of partnerships was created as the foundation of an alternative model of health care. More specifically, the start-up of a health-care organization – Welfare Italia Servizi (WIS) – is analyzed and discussed with respect to its sustainability.

Design/methodology/approach

The process of organizing a sustainable health care is analyzed through the theoretical lenses of multi-stakeholders management and partnership perspectives.

The possibility of developing dense knowledge about the WIS’s case has stemmed from our collaboration with the organization board with regard to a research process intended to monitor the organizational start-up and its sustainability challenges.

Findings

The case provides new insights into the dynamic nature of building multi-stakeholder partnership in a complex environment; the developmental life-cycle challenge of multi-stakeholder partnership, and the meaning of sustainability. The case suggests a tapestry of issues such as how sustainability may be “paradoxical,” dynamic, led by different and sometimes conflicting logics, and changeable over time like a growing tree in an intricate forest.

Originality/value

The case can stimulate learning and discussions both within the community of practitioners and the community of academics with respect to which promising conditions could help address the challenge of starting-up a sustainable organization in the health-care field.

Details

Building Networks and Partnerships
Type: Book
ISBN: 978-1-78190-886-0

Keywords

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Article
Publication date: 16 November 2015

Elisa Giulia Liberati, Mara Gorli and Giuseppe Scaratti

The purpose of this paper is to understand how the introduction of a patient-centered model (PCM) in Italian hospitals affects the pre-existent configuration of clinical…

Abstract

Purpose

The purpose of this paper is to understand how the introduction of a patient-centered model (PCM) in Italian hospitals affects the pre-existent configuration of clinical work and interacts with established intra/inter-professional relationships.

Design/methodology/approach

Qualitative multi-phase study based on three main sources: health policy analysis, an exploratory interview study with senior managers of eight Italian hospitals implementing the PCM, and an in-depth case study that involved managerial and clinical staff of one Italian hospital implementing the PCM.

Findings

The introduction of the PCM challenges clinical work and professional relationships, but such challenges are interpreted differently by the organisational actors involved, thus giving rise to two different “narratives of change”. The “political narrative” (the views conveyed by formal policies and senior managers) focuses on the power shifts and conflict between nurses and doctors, while the “workplace narrative” (the experiences of frontline clinicians) emphasises the problems linked to the disruption of previous discipline-based inter-professional groups.

Practical implications

Medical disciplines, rather than professional groupings, are the main source of identification of doctors and nurses, and represent a crucial aspect of clinicians’ professional identity. Although the need for collaboration among medical disciplines is acknowledged, creating multi-disciplinary groups in practice requires the sustaining of new aggregators and binding forces.

Originality/value

This study suggests further acknowledgment of the inherent complexity of the political and workplace narratives of change rather than interpreting them as the signal of irreconcilable perspectives between managers and clinicians. By addressing the specific issues regarding which the political and workplace narratives clash, relationship of trust may be developed through which problems can be identified, mutually acknowledged, articulated, and solved.

Details

Journal of Health Organization and Management, vol. 29 no. 7
Type: Research Article
ISSN: 1477-7266

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Article
Publication date: 11 September 2009

Giuseppe Scaratti, Mara Gorli and Silvio Ripamonti

This paper seeks to provoke thoughts around the possibility of using the lever of practices and situated knowledge to trigger organisational change and to redesign it with…

Abstract

Purpose

This paper seeks to provoke thoughts around the possibility of using the lever of practices and situated knowledge to trigger organisational change and to redesign it with the involvement of the whole organisation.

Design/methodology/approach

The paper presents connections between a psychosociological approach and a practice‐based approach. The use of ethnomethodology is offered as a way to detect situated practice and meaning at works.

Findings

This contribution underlines how change and learning in organisations can find support in investing in local knowledge and in detecting and reflecting around the living practices of daily activities. Knowing in practice requires the involvement and continuous work of connecting among individuals, groups, organisations and institutions in situated contexts. The paper shows how strategic a process this is, presenting a way to work on situated data.

Practical implications

The paper represents a way to work on organisational change grounded on action research.

Originality/value

The paper combines a psychological perspective within the field of practice‐based studies and sustains a specific ethnographic method to create organisational areas of reflexivity.

Details

Journal of Workplace Learning, vol. 21 no. 7
Type: Research Article
ISSN: 1366-5626

Keywords

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Book part
Publication date: 15 July 2019

Abstract

Details

Research in Organizational Change and Development
Type: Book
ISBN: 978-1-78973-554-3

To view the access options for this content please click here

Abstract

Details

Building Networks and Partnerships
Type: Book
ISBN: 978-1-78190-886-0

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