Organizational members as storywriters: on organizing practices of reflexivity

Theories of Consciousness as Reflexivity

Introduction Consciousness is best understood in context, as one element of an interactive waking state in which the greater part of cognitive processing takes place in a nonconscious fashion. But if conscious and nonconscious processing are combined in the waking state, what distinguishes the former form the latter, what is consciousness, and what is its purpose? The answer to the second quest...

Reflecting on Reflexivity: Reflexive Textual Practices in Organisation and Management Theory 1 Reflecting on Reflexivity: Reflexive Textual Practices in Organisation and Management Theory

Organizing to Gain from User Interaction: The Role of Organizational Practices for Absorptive and Innovative Capacities

We address how organizational practices may leverage the knowledge absorption from users in the context of innovation. We focus on practices that enhance communication and knowledge sharing between management and employees and between departments, and on pecuniary rewards for engaging in knowledge sharing. Such practices leverage knowledge absorption and lead to higher innovative capacity. Thus...

An Empirical Study of ‘Interactivity’ as Understood in Organizational Practices

Interactivity remains a central and yet notoriously difficult notion in studies of computermediated communication. Compared to most previous research, which has taken theoretical and deductive routes, this article explores interactivity empirically and inductively with particular reference to collaboration within organizations. The study relied on a theoretical sample of interview respondents –...

Strategic HRD Practices as Key Factors in Organizational Learning

Relationships between strategic HRD practices and organizational learning were explored through a literature review. Organizations that learn and develop their SHRD practices have more opportunities to obtain and integrate the nine SHRD outcomes in the learning process: organizational missions and goals, top management leadership, environmental scanning, HRD strategies and plans, strategic part...