Continuity as patterning: A process perspective on continuity

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This article extends previous research on how work continues in the face of disruption by theorizing continuity as patterning and highlighting the difference between continuity of a thing and continuity as a process. Based on interviews with people who continued providing mental health care during and after the disruption caused by Hurricane Katrina, we show that continuity is a dynamic process that entails people orienting to what actions they can take and how they can connect these actions into paths in an unfolding material, social, and personal situation. The paths, taken together, are a pattern of work (in our case, a pattern of mental health care). While recognizing that exogenous goals play a role, we highlight the importance of the endogenous experience of an activity in taking action and creating paths. Viewing continuity as patterning suggests new roles for organizations in supporting flexible responses to disruption.

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Continuous Organizational Agility in Banking: Unveiling New Pathways to Competitive Advantage
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  • Global Journal of Flexible Systems Management
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Climate Change Adaptation: New Vistas for Management Research
  • Feb 12, 2025
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  • Mirko H Benischke + 3 more

Abstract Climate change adaptation has for a long time been the neglected half of the climate equation, as most attention has been directed toward mitigation. Yet, the catastrophic effects of a changing climate are already occurring, unavoidable, and in many cases irreversible. Organizations need to identify ways of adapting to present and future climatic conditions. In this editorial, we make the case for climate change adaptation as a research topic on par with mitigation. We outline how and why management and organizational scholarship should work toward an integrated approach of mitigation and adaptation in responding to climate change, suggesting three key avenues of research for future inquiry. In so doing, we encourage more impactful and ecologically relevant management research that will make a difference to society at large.

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Co-fabricating the permanent to enable temporary organizing: Insights from an ethnography of emergency response operations
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Co-fabricating the permanent to enable temporary organizing: Insights from an ethnography of emergency response operations

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  • Research Article
  • Cite Count Icon 9
  • 10.1177/26317877231217310
Theorizing as Mode of Engagement in and through Extreme Contexts Research
  • Oct 1, 2023
  • Organization Theory
  • April L Wright + 3 more

We explore how management and organization scholars theorize when undertaking research on extreme contexts, which are organizational settings where potential adverse events arise from risks, emergencies and disruptions. We propose that different ‘modes of engagement’ arise as researchers connect different aspects of the self to the extreme context; namely, personal self, professional self, moral self and vulnerable self. Each self-context connection plays out in different modes of engagement in the conduct of empirical research and enables different theorizing practices. We present these self-context connections as four ideal-typical modes of engagement. Adventuresome inquiry connects a personal self to the extreme context and theorizes by phenomenon-driven problematization. Instrumental scholarship expresses a professional self in the extreme context and theorizes by theory elaboration. Ideological improvement galvanizes a moral self in the extreme context and theorizes by change-driven abstraction. Reflexive labor exposes a vulnerable self and theorizes by dialectical interrogation. Our comprehensive framework of theorizing as mode of engagement contributes to extreme context research by elucidating how theorizing in and through such contexts is accomplished by researchers with multiple selves and by offering some guidance on how the four modes can be used dynamically to ensure generative theorizing. We also contribute to the broader literature on theorizing in management and organization studies by highlighting the need to consider the interplay between the researcher and the academic contributions they produce and by proposing a reflexive and dynamic framework of theorizing as modes of engagement.

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  • Research Article
  • Cite Count Icon 39
  • 10.1177/01492063231215032
Time as a Research Lens: A Conceptual Review and Research Agenda
  • Dec 19, 2023
  • Journal of Management
  • Blagoy Blagoev + 3 more

Time is gaining recognition as an important research perspective, yet the assumptions, concepts, and boundaries of this perspective vary greatly across different fields. This diversity suggests that time offers both significant depth and relevance as a lens for research. However, the diversity of approaches also harbors ambiguity and a lack of coherence, hindering scholars’ ability to integrate insights and harness the full potential of time as a research lens. To address this issue, we review the diverse time-based assumptions, domains, and concepts in extant research. Our review reveals three dominant manifestations of the temporal lens: time as resource, time as structure, and time as process. We analyze and synthesize insights of the three lenses to offer an integrative framework to support future research. The framework informs and reveals opportunities for time-based research by foregrounding connections and contrasts among the lenses. Building on this framework, we discuss two principal pathways for future research: connecting the three lenses through the study of tensions at their interfaces, and enhancing the three lenses through the study of more complex conceptions of time.

  • Preprint Article
  • 10.2196/preprints.42431
The role of information infrastructures in scaling up video consultations during Covid-19: a time of opportunity, disruption and exposure (Preprint)
  • Sep 4, 2022
  • Joseph Wherton + 3 more

BACKGROUND Until COVID-19, implementation and uptake of video consultations in healthcare was slow. But the pandemic created a ‘burning platform’ for scaling up such services. As healthcare organizations look to expand and maintain the use of video in the ‘new normal’, it is important to understand infrastructural influences and changes that emerged during the pandemic and which may influence sustainability going forward. OBJECTIVE To draw lessons from four NHS organizations on how information infrastructures shaped, and were shaped by, the rapid scale up of video consultations during COVID-19. METHODS Mixed-methods case study of four NHS Trusts in England before and during the pandemic. Data comprised 90 interviews with 49 participants (including, doctors, nurses, AHPs, service managers, admin and IT support), ethnographic field notes and video consultation activity data. We sought examples of infrastructural features and challenges related to the rapid scale up of video consultations. Analysis was guided by Gkeredakis’ [1] three perspectives on crisis and digital change: as ‘opportunity’ (for accelerated innovation and removal of barriers to experimentation), ‘disruption’ (to organizational practices, generating new dependencies and risks), and ‘exposure’ (of vulnerabilities in both people and infrastructure). RESULTS Before the pandemic, there was a strong policy push for video consultations as a way of delivering health care efficiently. But the spread of video consultations was slow, and adopting clinicians described their use as being ‘ad hoc’, rather than ‘business as usual’. When the pandemic hit, video consultations were rapidly scaled up across case sites. From an opportunity perspective, participants talked about changes to institutional elements of the infrastructure, which had historically restricted the introduction and use of video. This was supported by an ‘organizing vision’ about the role of video, bringing greater legitimacy and support, subsequently challenging conventional assumptions, norms, and governance structures. Perspectives on disruption centred on the reorganization of social, technical and material work environments. With the displacement of deeply embedded routines, new performative patterns of action emerged. Capacity to retain positive elements of such change required a judicious balance between the managerial top-down and the emergent bottom-up approaches. Perspectives on exposure foregrounded interrelated social, practical and technical impediments to video consulting, and the potential to accentuate health inequalities. This highlighted the need to attend to the materiality and dependability of the installed base, as well as social and cultural context of use. CONCLUSIONS For sustained adoption at scale, healthcare organizations need to enable incremental systemic change and flexibility through agile governance and knowledge transfer pathways, support flexibility and process multiplicity within virtual clinic workflows, attend to the materiality and dependability of the IT infrastructure within and beyond organizational boundaries, and maintain an overall narrative or ‘organizing vision’ within which the continued use of video can be framed.

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  • 10.2196/42431
The Role of Information Infrastructures in Scaling up Video Consultations During COVID-19: Mixed Methods Case Study Into Opportunity, Disruption, and Exposure.
  • Nov 10, 2022
  • Journal of Medical Internet Research
  • Joseph Wherton + 3 more

Until COVID-19, implementation and uptake of video consultations in health care was slow. However, the pandemic created a "burning platform" for scaling up such services. As health care organizations look to expand and maintain the use of video in the "new normal," it is important to understand infrastructural influences and changes that emerged during the pandemic and that may influence sustainability going forward. This study aims to draw lessons from 4 National Health Service (NHS) organizations on how information infrastructures shaped, and were shaped by, the rapid scale-up of video consultations during COVID-19. A mixed methods case study of 4 NHS trusts in England was conducted before and during the pandemic. Data comprised 90 interviews with 49 participants (eg, clinicians, managers, administrators, and IT support), ethnographic field notes, and video consultation activity data. We sought examples of infrastructural features and challenges related to the rapid scale-up of video. Analysis was guided by Gkeredakis et al's 3 perspectives on crisis and digital change: as opportunity (for accelerated innovation and removal of barriers to experimentation), disruption (to organizational practices, generating new dependencies and risks), and exposure (of vulnerabilities in both people and infrastructure). Before COVID-19, there was a strong policy push for video consultations as a way of delivering health care efficiently. However, the spread of video was slow, and adopting clinicians described their use as ad hoc rather than business as usual. When the pandemic hit, video was rapidly scaled up. The most rapid increase in use was during the first month of the pandemic (March-April 2020), from an average of 8 video consultations per week to 171 per week at each site. Uptake continued to increase during the pandemic, averaging approximately 800 video consultations per week by March 2021. From an opportunity perspective, participants talked about changes to institutional elements of infrastructure, which had historically restricted the introduction and use of video. This was supported by an "organizing vision" for video, bringing legitimacy and support. Perspectives on disruption centered on changes to social, technical, and material work environments and the emergence of new patterns of action. Retaining positive elements of such change required a judicious balance between managerial (top-down) and emergent (bottom-up) approaches. Perspectives on exposure foregrounded social and technical impediments to video consulting. This highlighted the need to attend to the materiality and dependability of the installed base, as well as the social and cultural context of use. For sustained adoption at scale, health care organizations need to enable incremental systemic change and flexibility through agile governance and knowledge transfer pathways, support process multiplicity within virtual clinic workflows, attend to the materiality and dependability of the IT infrastructure within and beyond organizational boundaries, and maintain an overall narrative within which the continued use of video can be framed.

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  • 10.5465/amj.2021.1316
Chasing Storms: Temporal Work to Foster Group Engagement under Uncertainty
  • Jun 11, 2024
  • Academy of Management Journal
  • Derin Kent + 1 more

Chasing Storms: Temporal Work to Foster Group Engagement under Uncertainty

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  • Cite Count Icon 19
  • 10.1177/14761270221122933
Pivots as strategic responses to crises: Evidence from Italian companies navigating Covid-19
  • Sep 28, 2022
  • Strategic Organization
  • Silvia Sanasi + 1 more

The Covid-19 outbreak in 2019 and beyond severely threatened global supply chains and markets. Firms worldwide saw their operations limited by governmental restrictions, compromising the viability of their business models and challenging previously established assumptions. This situation offered an opportunity to investigate new ventures’ processes of business model transformation (or pivoting) during a major crisis. Specifically, adopting a multiple case study design, we investigated how four Italian firms operating throughout the Covid-19 emergency pivoted in response to the crisis. We develop a conceptual model of pivots-as-process that comprises three stages: reaction to shock, response, and retrospection, leading to longer-term strategic reorientation. Our findings suggest that pivots play out across the three distinct layers of enactment, reflection, and awareness. Our study contributes to the ongoing debate on strategic responses to crises, borrowing from the entrepreneurship literature to investigate how pivots can support firms when they are faced with a need for swift responses, while coping with the temporariness that characterizes crisis situations.

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  • Research Article
  • Cite Count Icon 23
  • 10.1111/joms.12819
Algorithmic Routines and Dynamic Inertia: How Organizations Avoid Adapting to Changes in the Environment
  • May 5, 2022
  • Journal of Management Studies
  • Omid Omidvar + 2 more

Abstract Organizations often fail to adequately respond to substantive changes in the environment, despite widespread implementation of algorithmic routines designed to enable dynamic adaptation. We develop a theory to explain this phenomenon based on an inductive, historical case study of the credit rating routine of Moody’s, an organization that failed to adapt to substantial changes in its environment leading up to the 2008 financial crisis. Our analysis of changes to the firm’s algorithmic credit rating routine reveals mechanisms whereby organizations dynamically produce inertia by taking actions that fail to produce significant change. Dynamic inertia occurs through bounded retheorization of the algorithmic model, sedimentation of assumptions about inputs to the algorithmic model, simulation of the unknown future, and specialized compartmentalization. We enable a better understanding of organizational inertia as a socio‐material phenomenon by theorizing how – despite using algorithmic routines to improve organizational agility – organizations dynamically produce inertia, with potentially serious adverse consequences.

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  • May 20, 2020
  • Journal of Clinical Oncology
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  • Jan 1, 1989
  • Alan S. Bellack

The treatment of schizophrenia in the United States during the twentieth century has been a national embarrassment. The (approximately) 2 million schizophrenics in the United States have received short shrift from the government, mental health professionals, and the public at large. In contrast to citizens with severe physical illnesses or mental retardation, schizophrenics have generally been segregated and either mistreated or ignored. This situation first attracted significant public and governmental attention in the late 1950s and early 1960s as a function of the community mental health (CMH) movement. Referred to as the “third mental health revolution” (Hobbs, 1964), the CMH movement had as one of its primary goals the development of new and more effective treatment programs and the improvement of the quality of life for schizophrenics and for the chronic mentally ill in general. The culmination of CMH efforts was the 1963 Community Mental Health Centers Act, which funded the development of local facilities to provide a range of needed services in the community. To be sure, the CMH movement has led to dramatic changes in the pattern of mental health care and the structure of the mental health system. But, like most revolutions, it has not worked out precisely as planned. To the contrary, it has been argued that in many respects the chronic mentally ill are as victimized and ignored by society today as they were before the erstwhile revolution (Gralnick, 1985).

  • Research Article
  • Cite Count Icon 17
  • 10.1001/archpsyc.1980.01780240045005
Mental health practitioners. Old stereotypes and new realities.
  • Nov 1, 1980
  • Archives of General Psychiatry
  • Jeffrey D Blum

Changes in the patterns of mental health care have led to shifts in the treatment roles of types of mental health personnel. The current contributions of mental health personnel in one geographic region were identified. Over 500 psychiatrists, clinical psychologists, psychiatric social workers, psychiatric nurses, and mental health workers responded to questionnaires covering their personal background, training and education, treatment roles, salary, and attitudes. Unexpected findings about these groups included their overall youthfulness, differences in religion, the high proportions of nurses and mental health workers with advanced degrees; and occupational ratings for families of origin. Despite differences in the types of psychotherapy provided, almost half of each group provided some formal psychotherapy. An important factor in the mental health field's "identity crisis" may be that these groups can no longer define themselves in terms of psychotherapy.

  • Book Chapter
  • 10.1093/med/9780199696758.003.0177
Psychiatric nursing techniques
  • Feb 1, 2012
  • Kevin Gournay

Psychiatric nursing as an entity has really only evolved since the Second World War. Psychiatric nurses (now often referred to as mental health nurses in the United Kingdom and Australasia) can now be found in most countries of the developed world, although in the developing world, psychiatric nursing is still not defined as a specific discipline. In many countries, psychiatric hospitals are still staffed by untrained ‘Attendants’ who may have some supervision from general trained nurses. Nevertheless, a number of initiatives, notably those of the Geneva Initiative in Psychiatry in Eastern Europe and the former Soviet Union and the World Health Organization in African countries, have provided specific training in psychiatric nursing techniques. The development of psychiatric nursing across the world needs to be seen in the context of changing and evolving patterns of mental health care. De-institutionalization, with the attendant setting up of community mental health teams, has prompted a range of innovations in psychiatric nursing and the psychiatric nurse of today, who in the United States and Europe is likely to be a university graduate, is a very different person to that of the nurse working in the post-Second World War asylums of 40 years ago. In this chapter, we examine the development of psychiatric nursing in some detail and particularly emphasize the role of psychiatric nurses working in the community. Community psychiatric nursing first developed in the United Kingdom nearly 50 years ago and this model has been followed in countries such as Australia and New Zealand. However, this community role has not developed to any great extent in the United States, where the main presence of psychiatric nursing remains in hospital-based care. Furthermore, in the United Kingdom and Australasia, the development of community initiatives has seen the role of the psychiatric nurse blurring with that of other mental health professionals. Chapters such as this cannot really do justice to the whole range of techniques used by psychiatric nurses; neither can it examine in any detail the differences between psychiatric nursing practices across the world. However, a description of psychiatric nursing in six important areas will provide the reader with an appreciation of the range and diversity of psychiatric nursing skills:♦ Inpatient care ♦ Psychosocial interventions in the community ♦ Prescribing and medication management ♦ Cognitive behaviour therapy ♦ Primary care ♦ Psychiatric nursing in the developing world.

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