Strategic Reflexivity Research Articles

Reflexive strategic action to consolidate a research–NGO partnership during science–policy interactions

Ecology researchers are increasingly willing to be involved in conservation policy-making processes. However, such processes are driven by complex negotiations between numerous stakeholders. The wish to engage is therefore not enough for ecological scientists to conduct effective science–policy interactions with respect to their conservation goals. The capacity for scientists to influence such negotiations also depends on their understanding of the strategic context, which involves complex cooperation and opposition dynamics among the stakeholders. Reflexive strategic action, an approach derived from the management sciences, can help develop collaborations between social scientists and ecologists that provide both (i) prime field observations on the involvement of scientists in policy-making processes and (ii) a support to scientists in their actions, by increasing their awareness of the strategic context in which they are embedded. In this study, an action research approach was developed within the context of a partnership between an ecology research team and a conservation NGO. The partnership aimed to design a new science–management interface for Mediterranean biodiversity conservation. The action research project was based on reflexive strategic action and focused on how such a partnership could strengthen the capacity of both partners to influence biodiversity conservation policies. While the relationship between the research team and the conservation NGO seemed to be based on a tactical pragmatism, both partners identified the need for a more effective advocacy coalition. Strategic reflexivity brought a number of insights to the partners and helped them collaborate towards their conservation goals. Ultimately, the increase in reflexivity brought by the social sciences is more likely to be useful when all those involved – social scientists, ecology researchers and conservation NGOs – share the same normative perspective on conservation goals.

Dealing with Compassion at Work. Strategic Reflexivity among Court Lawyers

The article explores the way in which professionals who are exposed to testimonies of suffering manage to integrate compassion into their work. Research has shown how compassion is a problematic emotion for such professionals, and has identified the forms of reflexivity that they employ to handle the tensions that such feelings arouse. By examining legal work — in particular the practices of lawyers in a criminal trial where a large number of victims are present — the article makes a new contribution to the study of compassion in the workplace. It identifies the normative repertoire which lawyers use to construct an appropriate attitude towards victims and analyses how, within the framework of strategic reflexivity, lawyers mobilise this repertoire to suit the particular interests they are representing at the trial.

Making bottom-up and top-down processes meet in public innovation

Innovations in an organisation derive from multiple sources. In the public sector, users and the policy sphere provide important but often unconnected impulses for innovation. These impulses are transmitted to the organisation by grassroots employees who interact with users and managers who implement policy requirements. The paper examines the actors and activities that coordinate bottom-up and top-down initiatives and promote their development into innovations. It creates a theoretical framework that combines the views of employee-driven innovation and strategic reflexivity and supplements them with an analysis of coordination in innovation processes. The functioning of this framework is illustrated in the context of children's day care services. The results highlight the central role of middle managers and provide new knowledge regarding their ‘bridging’ activities in innovation. The adjustment of bottom-up and top-down processes requires the personal involvement of managers, and the creation of communication arenas, networks and mediating tools.

Que faire de la compassion au travail ? La réflexivité stratégique des avocats à l’audience

L’article porte sur le travail d’intégration de la compassion mené par les agents qui sont exposés, dans un cadre professionnel, aux témoignages de souffrances d’un public. Des recherches ont montré en quoi la compassion est un sentiment problématique pour ces agents, et identifié les formes de réflexivité qu’ils mettent en œuvre pour traiter des tensions qu’un tel sentiment suscite. En étudiant le travail judiciaire, et plus particulièrement les pratiques des avocats lors d’un procès pénal caractérisé par la forte présence des victimes, l’article apporte une contribution inédite à l’étude de la compassion au travail. Il met en évidence le répertoire normatif commun aux avocats pour construire un rapport ajusté aux victimes et analyse comment, dans le cadre d’une réflexivité stratégique, les avocats mobilisent ce répertoire en fonction des logiques d’intérêts qu’ils défendent au procès.

Que faire de la compassion au travail ? La réflexivité stratégique des avocats à l’audience

The article explores the way in which professionals who are exposed to people's testimonies of suffering manage to integrate compassion into their work. Research has shown how compassion is a problematic emotion for such professionals, and has identified the forms of reflexivity that they employ to handle the tensions that such feelings arouse. By examining legal work — in particular the practices of lawyers in a criminal trial where a large number of victims are present — the article makes a new contribution to the study of compassion in the workplace. It identifies the normative repertoire which lawyers use to construct an appropriate attitude towards victims and analyses how, within the framework of strategic reflexivity, lawyers mobilise this repertoire to suit the particular interests they are representing at the trial.

Strategic reflexivity in the hotel industry - a value-based analysis

In an incessantly altering global tourism industry, hotels are forced to develop new strategic models. Models that do not simply fit new competitive conditions, but perpetually and automatically predict and adapt to these, according to the pace and nature of change. The aim of this research is to examine related knowledge towards constructing an applicable concept for the practicing hotel industry, in the context of ‘strategic reflexivity’ and through a value-based analysis. The findings indicate the need for a strategic transition from current mechanistic approaches to more creative marketing notions; that are based less on traditional elements of analysis and more on the perception of value. Value is presented as being multi-directional and multi-perspective, in the sense that it is created by all stakeholders and for all stakeholders. The research finally proposes a preliminary generic value-based strategic reflexivity model for individual hotels, expanding in parallel on its key theoretical and managerial implications.

Transcending innovativeness towards strategic reflexivity

PurposeThe purpose of the research is to utilize and expand on existing knowledge on organizational value‐based innovativeness, towards the development of the “strategic reflexivity” concept, for businesses competing in the contemporary ever‐modulating business environments.Design/methodology/approachThe paper is based partly on primary qualitative research and partly on theoretical research. The former consists of a six month long in‐house observation and data gathering of a large company (OPERACOM Group) innovation process and on 45 semi‐directive interviews of practitioners and experts.FindingsThe findings descriptively portray the varying competitive conditions as intolerant of conventional strategic marketing planning; and unable to sustain any lasting competitive advantage. Prescriptively, the research proposes a change of strategic philosophy and practice, through a shift from orthodox planning to the design of value‐based reflexive mechanisms that automatically adapt to change. The paper finally presents a preliminary model for the proposed strategic reflexivity process.Research limitations/implicationsThe paper, though scientific, it is in parallel a conceptual one. The “strategic reflexivity” concept and its consequent model therefore, are presented, not as a definitive answer to the concerns of contemporary businesses; but rather as a scientifically‐based proposition towards further practical and scholarly development.Originality/valueThe research value rests on a tripod of original contributions: it adds to the voices calling executives to give up on conventional tactical strategic means, counter‐proposing strategic redevelopment that is explicitly value‐based; it identifies the value‐based innovational elements deemed critical in the strategic redevelopment of businesses in hypercompetitive environments; and it develops the “strategic reflexivity” concept and process within the above context towards theoretical development and practical implementation.

The experience turn as ‘bandwagon’: Understanding network formation and innovation as practice

This paper uses the bandwagon metaphor to analyse, in two rural contexts, how small tourism firms become engaged in the idea of the experience economy and how the idea is turned into practice through network formation and innovation. In developing a practice-based approach we use the bandwagon metaphor to conceptualize network formation and innovation in terms of a ‘journey’. Following the practice-based literature on bandwagons, the journey starts by labelling an idea that is broad enough to give meaning to, and pull together, a number of diverse supporters. The journey also depends on two further central processes, namely appropriation and narrowing the workspace. One Norwegian and one Danish network are studied using a case methodology. They are two rural networks of mainly small tourism firms. The empirical study confirms and illustrates how the bandwagon effect involves these three core processes. However, we also argue for the importance of a fourth process, namely strategic reflexivity. The paper closes by suggesting a development model with relevance for policy. The paper offers an increased understanding of how the experience economy as an idea can become practice and puts forward a practice-based development model.

Capturing the benefits of open innovation in public innovation: a case study

How can the public sector benefit from open innovation? This paper makes a distinction between four frameworks of innovation, which are relevant to understanding service development and innovation in the public sector. They are called entrepreneurial innovation, institutional innovation, open innovation and strategic reflexive innovation, respectively. An example of public innovation, analysed here, is the creation of a healthcare centre in Copenhagen in 2005. This paper argues that a pattern of 'open innovation' (following Chesbrough) is becoming more pertinent to service development in the public sector. Based on the case study, it is discussed how certain public sector actions are needed to capture the benefits of open innovation which relate to the ideas of strategic reflexivity (Fuglsang and Sundbo). These are: getting involved, identifying demand, exploring incentives for co-creation and encouraging entrepreneurship.