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Working Misunderstandings An Ethnography of Project Collaboration in a Multinational Corporation in India [Minkštas viršelis]

  • Formatas: Paperback / softback, 300 pages, aukštis x plotis x storis: 226x147x15 mm, weight: 666 g
  • Išleidimo metai: 26-Apr-2023
  • Leidėjas: Transcript Verlag
  • ISBN-10: 3837658678
  • ISBN-13: 9783837658675
Kitos knygos pagal šią temą:
Working Misunderstandings An Ethnography of Project Collaboration in a Multinational Corporation in IndiaDidesnis paveikslėlis
  • Formatas: Paperback / softback, 300 pages, aukštis x plotis x storis: 226x147x15 mm, weight: 666 g
  • Išleidimo metai: 26-Apr-2023
  • Leidėjas: Transcript Verlag
  • ISBN-10: 3837658678
  • ISBN-13: 9783837658675
Kitos knygos pagal šią temą:
Pastovi nuoroda: https://www.kriso.lt/db/9783837658675.html
Raktažodžiai:
Misunderstandings are often perceived as something to be avoided yet delineate an integrative part of everyday work. This book addresses the role that misunderstandings play in collaborative work and, above all, their effects on the organisational result. As exemplified by project collaboration across three offices of a multinational corporation in India, Frauke Mörike explores how misunderstandings shape the organisational system and why they prove not only necessary but even productive for organisational functioning. In doing so, she offers new ways to think about collaboration and establishes `misunderstanding' as a key factor of insight for the field of organisational research.
1 Introduction, or: From IT Projects to Organisational Ethnography
11(10)
1.1 "You should be able to resolve this, right?"
11(2)
1.2 Office fieldwork in India
13(1)
1.3 Misunderstandings as a research subject
14(1)
1.4 Organisational ethnography and its limits
15(1)
1.5 Client centricity and ground reality as opposing values
16(2)
1.6
Chapter outline
18(3)
2 Anthropology, Organisational Systems and Misunderstandings
21(30)
2.1 Complex organisations as a field of inquiry
22(9)
2.2 From organisational culture to social systems
31(6)
2.3 The organisation as a social system
37(5)
2.4 Conceptualising misunderstanding
42(6)
2.5 Ethnography as a communication process
48(3)
3 Fieldwork in Corporate Offices
51(30)
3.1 Office ethnography: Access and the role of the researcher
51(4)
3.2 The fieldwork setting: In and around Advice Company
55(9)
3.3 Methods: Classics with a twist
64(9)
3.4 Concluding remarks on fieldwork in corporate offices
73(8)
Part I The Organisation as a Social System
4 System/Environment Boundaries
81(40)
4.1 Passing gates: Access procedures
82(14)
4.2 Differentiated environment: Clients, freelancers, universities, contractors
96(13)
4.3 Organisational membership
109(10)
4.4 Concluding remarks: Operative closure and openness to the environment
119(2)
5 Internal Differentiation: The Offices
121(34)
5.1 Increasing differentiation to reduce complexity
122(2)
5.2 Access procedures: From elaborate to basic
124(5)
5.3 Inside the offices: Differences in space and equipment
129(4)
5.4 Atmospheres as "tempered spaces": Office perceptions
133(17)
5.5 Concluding remarks: Client centricity as a continuum
150(5)
6 Formal Boundaries, Informal Bridges: Departments and Teams
155(24)
6.1 Differentiating function and hierarchy: Job types and teams
155(10)
6.2 Lunchmates and batchmates: Informal bridges across the office
165(6)
6.3 Concluding remarks on the organisational system
171(8)
Part II Working Misunderstandings
7 Working Misunderstandings
179(12)
7.1 Working misunderstandings and ethnographic insight
179(2)
7.2 Working misunderstandings as an analytical category
181(6)
7.3 The client project as a service commodity
187(4)
8 Collaboration as a Working Misunderstanding
191(10)
8.1 Discovering "collaboration"
192(3)
8.2 From a non-intentional to an intentional working misunderstanding
195(2)
8.3 Working (with) a misunderstanding
197(1)
8.4 Concluding remarks on collaboration as a working misunderstanding
198(3)
9 Modus intentional: Date games
201(26)
9.1 Double contingency and cross-system interaction
202(1)
9.2 Date games and working misunderstandings
203(6)
9.3 Date games reversed: Status reports and escalation
209(6)
9.4 Date games across system boundaries, and their limits
215(8)
9.5 Concluding remarks on intentional working misunderstandings
223(4)
10 Modus Non-Intentional: Project Representations
227(54)
10.1 Organisational decision-making and "black boxes"
228(4)
10.2 Lead management: Translating uncertainty
232(5)
10.3 From strategy to project actions
237(9)
10.4 The client project as a plan and the "ground reality"
246(12)
10.5 From data to presentations: Project view from "behind the wall"
258(12)
10.6 From presentation files to strategy
270(8)
10.7 Concluding remarks on working misunderstandings
278(3)
11 Conclusion
281(12)
11.1 How "Indian" is Advice Company?
282(3)
11.2 Advice Company as a client-centric social system
285(2)
11.3 Guiding difference as working misunderstandings
287(2)
11.4 Mutually exclusive values
289(2)
11.5 Closing the black box
291(2)
Acknowledgments 293(2)
List of Figures 295(2)
References 297
Frauke Mörike works as a research fellow at the Division of Ergonomics at the Institute of Psychology and Ergonomics of Technische Universität Berlin. She studied business information technology, social anthropology and psychology. Prior to her PhD in organizational anthropology at the Universität Heidelberg, she worked as an IT-professional in the industry for over a decade. Her research interests focus on Computer Supported Cooperative Work (CSCW) in complex organisations, on assistive technologies in the workplace, and on the development of ethnographic methods for systems design and evaluation.