Search results
1 – 10 of 51Joseph Lampel, Aneesh Banerjee and Ajay Bhalla
New and radically different forms of temporary organisations often have to attract audiences in organisational fields that are dominated by temporary organisations that conform to…
Abstract
New and radically different forms of temporary organisations often have to attract audiences in organisational fields that are dominated by temporary organisations that conform to ‘taken-for-granted’ organising template. The authors argue that adopters of new temporary organisations must contend with the tensions that arise when audiences compare the new temporary organisational form to the temporary organisations that conform to the institutionalised organising template. The authors therefore argue that as new temporary organisations are introduced into new contexts, organisers often use legitimacy claims based on novelty in the context where the new temporary organisation emerged to counter the threat of illegitimacy. However, because the strength of legitimacy claims based on novelty declines in contexts that are further removed, organisers will modify the template of a new temporary organisation in these contexts. The authors examine this using the case of the so called ‘unconferences’: an alternative conference form that emerged within the software development community at the start of the millennium in conjunction with the Web 2.0 movement. The authors’ data comprise 228 distinct unconferences between 2004 – when the unconference was first launched, and 2015. The authors examine the influence of sector distance of unconferences from the original sector where it was first held, on the extent to which the pure unconference format is retained. The authors show that as adopters of the new form move away from the original sector, they are more likely to modify the unconference template. The authors conclude by identifying promising areas of research in new forms of temporary organising.
Details
Keywords
Patricia Wolf, Ralf Hansmann and Peter Troxler
The purpose of this paper is to review and discuss the potential of available event formats for facilitating the initiation of organizational change processes. It presents…
Abstract
Purpose
The purpose of this paper is to review and discuss the potential of available event formats for facilitating the initiation of organizational change processes. It presents unconferencing, a relatively new event format, which seems to provide unique opportunities for this purpose. It reports and analyzes the case of a large Swiss university which initiated its pro‐sustainability transformation by organizing an unconference.
Design/methodology/approach
Researchers studied the effects of unconferencing and the mechanisms, which brought them about in a case study. In the empirical setting of a large Swiss university, a qualitative study triangulating participatory observation, narrative and problem‐centered interviews, participant survey and documentary analysis was carried out. Data were collected and analyzed at different points in time.
Findings
Empirical findings suggest that unconferencing is an appropriate event format for facilitating the initiation of the pro‐sustainability organizational change process of a university. In our case, unconferencing achieved systems connectivity, enabled mutual learning and generated excellent outputs in form of project proposals.
Social implications
The paper raises the awareness of other universities and organizations of an event format they might wish to apply in their organizational change processes.
Originality/value
So far, research has not provided satisfactory answers to the question, how to best initiate organizational change. This paper provides a systematic investigation of available methodological approaches. It furthermore explains unconferencing, which is increasingly applied by practitioners but so far has stimulated only little discourse in the scientific community.
Details
Keywords
Abstract
Details
Keywords
The purpose of this paper is to report on the BarCampOrlando 2009 conference and to explore the model of an “unconference.”
Abstract
Purpose
The purpose of this paper is to report on the BarCampOrlando 2009 conference and to explore the model of an “unconference.”
Design/Methodology/Approach
This is a conference report.
Findings
BarCamp gatherings bring together people passionate about technology with no set agenda. The unconference model holds possibility for the library world. Originality/Value – The paper reports on business marketing, design, and mission topics presented at the BarCampOrlando conference that are applicable to libraries. The “unconference” model embodied at BarCamp and its potential implementation in the library world is discussed.
Details
Keywords
Abstract
Details
Keywords
Temporary organisations are time-limited organisations that are created with a deliberate termination point. Temporary organisations can increase flexibility, allow for innovative…
Abstract
Temporary organisations are time-limited organisations that are created with a deliberate termination point. Temporary organisations can increase flexibility, allow for innovative and transformative activities with less resource commitment, and reflect a ‘Zeitgeist’ of acceleration and time limitation in society. They also give rise to tensions and paradoxes that require new adaptive and coordinative practices. Research on temporary organisations has moved from primarily exploring the distinction between temporary and permanent organisations to using temporary organisations to study a range of phenomena such as temporality, acceleration, identity, and attachment–detachment dilemmas. This volume reflects this new orientation. We map empirical phenomena along the lines of events, projects and networks, and explore three conceptual themes that run through the nine chapters that comprise this volume: (1) temporality in temporary organisations; (2) the interaction between temporary and permanent organisations; and (3) the strategies and practices that temporary organisation develop in response to tensions and paradoxes.
This is an exciting time for catalog and metadata librarians. A number of new tools and trends are now a part of our daily work. From the new content standard, Resource…
Abstract
Purpose
This is an exciting time for catalog and metadata librarians. A number of new tools and trends are now a part of our daily work. From the new content standard, Resource Description and Access, to the rise of opportunities with data management and digital humanities, catalog and metadata librarians are being asked to change how they work. They are now interacting with colleagues and their communities in ways that go beyond description and subject analysis. In fact, they are seeking ways to respond to these new users’ needs in the form of innovative services, new ways of thinking and doing business. However, how do catalog and metadata librarians meet these challenges? What is important to learn when faced with new trends and increased users’ demands?
Design/methodology/approach
An overview of what the UCL are doing to meet changing trends and user needs.
Findings
Though there is no one size fits all, the UCL catalog and metadata librarians have decided to meet the challenge of new tools and changing user demands by engaging in learning, teaching and networking.
Originality/value
The techniques adopted by the UCL can be adapted to fit other institutions around the world.
Details
Keywords
Social media tools are in increasing use across higher education and Twitter hashtags, live blogs, Facebook events, and Flickr groups are becoming a regular feature of academic…
Abstract
Social media tools are in increasing use across higher education and Twitter hashtags, live blogs, Facebook events, and Flickr groups are becoming a regular feature of academic conferences and event. In this chapter the author reflects on the experience of planning, moderating, and analyzing social media amplification of the 2009 Beyond the Repository Fringe event. Based upon this experience several important issues regarding social media usage are considered and a series of practical guidelines for planning amplification of higher education events are proposed.
The history of the field of entrepreneurship and the entrepreneurship program at Saint Louis University is discussed, along with the descriptions of the Gateways to…
Abstract
The history of the field of entrepreneurship and the entrepreneurship program at Saint Louis University is discussed, along with the descriptions of the Gateways to Entrepreneurship Conferences and the creation of the Advances in Entrepreneurship, Firm Emergence, and Growth (AEFEG) series given in relation to those national- and campus-level contexts. The growth and development of the AEFEG series is discussed and the editorial contributors are noted, which could be of use to those interested in editorial roles and processes. Based on these elements, the chapter concludes with observations on the field of entrepreneurship and some ideas about its future.
Details