Process Moves in The Intra-organizational Diffusion of Knowledge Management: Preliminary Findings from A Study on CKO Effectiveness

The existing literature on Chief Knowledge Officers (CKOs) focuses on individual characteristics and organizational context but fails to convincingly address the issue of process dynamics in terms of effective and ineffective CKO moves and strategies. In order to address this gap we review propositions from the management fashion, diffusion of innovations and issue selling literatures, and identify sets of effective and ineffective CKO process moves based on an empirical study of CKOs in large industrial and financial service companies in Germany and Switzerland. The paper proposes an agenda for future CKO research, and concludes with a set of guidelines for organizational practice.Knowledge management; implementation; innovation diffusion; management fashion, issue selling

Practices of physical and digital special effect practices of physical and digital special effects making : an exploration of similarities

This paper looks at practices of physical and digital special effects making in the context of the growing use of digital technologies in movie making. It develops a theoretical framework based on Lévi-Strauss's notion of bricolage and applies this framework to direct and indirect sources in order to develop an understanding of the elements and processes that characterize the making of special effects. After discussing the usefulness of bricolage as a perspective for organizational analysis, the paper concludes with the authors' views about the evolution of special effects making practices

Animated Times: Critical Transitions and the Maintenance of Field-Configuring Events

International audienceRecent research has pointed to the challenge facing recurrent field-configuring events (FCEs)in trying to remain dominant in their fields over sustained periods. Based on a revelatory historical case studyof the Annecy International Animation Film Festival, the leading FCE in its field, this paper explores how a fieldconfiguringrole can be maintained over time. We focus specifically on the FCE organization, and highlight theimportance of critical transitions, relatively short periods of time when fundamental changes were made to itsformal and informal governance rules, which redefined the event’s identity and scope, and thus ensured itremained the dominant event for field participants. In terms of the organizational dynamics facilitating criticaltransitions, we emphasize the importance of conflict as a driver of change, as well as the particular role of localstakeholders in renewing FCEs that are organized recurrently in the same location

Film Festival Research from an Organizational Studies Perspective

The annual film festival is a very European institution invented more than 60-70 years ago. As a research topic, however, film festivals have received surprisingly little and scattered attention within organization and management studies. Film festivals have recently met a mounting interest among film and media scholars. This article provides an introduction to the growing literature on film festivals and argues for a threefold research agenda within organizational studies by looking at film festivals as arenas of emergence, analyzing the role of film festivals within the global film industries, and studying film festivals as organizations. By suggesting this research agenda we intent to draw the attention of organization and management scholars to a hitherto overlooked and potentially promising area of research for organization and management studies

Popular concepts and the business management press

This article looks at frequency patterns of popular management concepts among scholarly and non-scholarly publication outlets. It analyzes differences in the general frequency patterns and reviews propositions concerning time-lags in the diffusion of management ideas in different media, using publication data for four popular management concepts (Total Quality, Lean, Outsourcing and Re-engineering) over an 18-year period. The analysis reveals differences in the presence and frequency patterns of the concepts studied in different types of publications. The assumption of a general time lag between non-scholarly and scholarly media cannot be sustained. The observed patterns can be related to the working logics of the different type of media as well as to the characteristics of the different concepts studied.Popular management knowledge Management fashion Business management press Article counts Scholarly journals Non-scholarly journals Business newspapers Diffusion

Research collaboration in Large Scale Research Infrastructures: Collaboration types and policy implications

Over the past decades, Large Scale Research Infrastructures (LSRIs) have come to play a central role in providing scientist-users access to highly specialised scientific instrumentation and experimental conditions. Collaborations between (permanent) instrument scientists and users are at the core of these organisations, yet knowledge about the nature of such collaborations and their development over time is surprisingly scarce. In particular, we know very little about the interrelation between the individual and organisational drivers of collaboration. Based on a qualitative study of scientists and their collaborations at Institut Laue-Langevin, a world-leading neutron source, we identify four typical collaboration patterns, which reflect particular configurations of (dis)similarity between instrument scientists and users in terms of perceived expertise gap and co-development focus. Our findings suggest that the co-existence of multiple collaboration types within the same organisation plays an important role in the long-term success of LSRIs. In addition, we contend that dissimilarity can generate productive collaboration to the same extent as partner similarity; not only at the organisational level – co-existence of different types of collaborations across the LSRI, favouring the co-existence of a broad range of instrumentation – but also at the individual level – where instrument scientists benefit in terms of more productive collaborations over time despite the cost of learning involved

Opening the Black Box of Effectuation Processes: Characteristics and Dominant Types

International audienceIn this paper, we open the black box of effectuation as a process by identifying effectuation process characteristics and patterns and thereby unveiling the heterogeneity of effectuation processes. Based on a multiple case research approach, sequential qualitative analysis is used to contrast similarities and differences in effectuation processes among six high-technology ventures. By theorizing the relationship between effectuation principles and process characteristics, we increase the conceptual clarity of effectuation theory and provide insights into how effectuation may be operationalized for scholars in future research

Business Media: From Gatekeeping to Transmediality

International audienc

Temporary incorporation as a mechanism of strategic responsiveness: The BBC's digital transformation, 1992–2015

International audienceEstablished organizations regularly fail in their strategic responses to large-scale environmental transformations. In this chapter, we analyze the case of the British Broadcasting Corporation's (BBC) successful response to digitization of the broadcasting industry. We identify two main forms of strategic response – establishing external collaborations and developing internal competencies –, which were driven by recurrent cycles of renewal of the BBC's Royal Charter. We conceptualize this process as "temporary incorporation", an effective driver of strategic responsiveness not yet been discussed in the literature. Our discussion relates temporary incorporation to previous work on strategic change

Overcoming Project Inertia and Gaining Project Momentum: Strategic Adaptation in Cultural Facilities Planning

International audienceNonprofit arts and culture organizations face unique challenges as they conceive, develop and finance the facilities that house their programs, artists and audiences. While research on the project management of traditional facilities focuses on procurement, briefing, design and construction of public and commercial structures, the cultural facilities literature delves into the determinants of pre-construction economic investment, value engineering during construction, and the perceived post-opening value of public and nonprofit facilities. There is limited empirical research on how project champions and followers advance cultural facilities from dormant project ideas to the start of construction in nonprofit arts and culture organizations. The authors use a comparative case study approach to examine the activities and practices of five organizations in the planning of their cultural facilities. They augment the theoretical and managerial literature by demonstrating how these projects overcome inertia through project champion practices and gain momentum through activities with project followers to engender project sensemaking and strategic adaptation in cultural facilities planning