In recent years, the topic of organizational practices has come to the fore in organization studies. A practice perspective is meant to provide a new method for studying organizations beyond the formal, quantifiable and abstract. But despite, or because of, its prominence the concept of practice has been used in a variety of ways and to evoke different associations. This article is intended to critically review the current approaches of practice-based studies in organizational analysis. The discussion shows that approaches that understand practice simply as `what actors do' are not unfolding much critical power in organization studies, as opposed to epistemic-normative conceptions of practice which open a non-cognitive, non-positivist and non-rationalist avenue in organizational analysis. In order to enrich our understanding of practices in organizations—particularly in circumstances of breakdowns and conflicting ethical values—a Habermasian conception of practice is introduced which distinguishes between life-world practices following a narrative mode of communication and discourses which are argumentative in nature.

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MRgFUS may be an effective and safe alternative approach in the treatment of nonspinal osteoid osteoma. A complete clinical success rate of 90% was demonstrated without adverse events. MRgFUS is totally noninvasive and eliminates radiation exposure.

Dynamic + hepatobiliary phase MRI improved detection and characterisation of HCC in cirrhotic patients. The greatest benefit is for diagnosing lesions between 1 and 2 cm.

This paper investigates how an organization attempts to repair trust after organizational-level integrity violations by examining the influence of organizational rules on trust repair. We reconstruct the prominent corruption case of Siemens AG, which has faced the greatest bribery scandal in the history of German business. Our findings suggest that tightening organizational rules is an appropriate signal of trustworthiness for external stakeholders to demonstrate that the organization seriously intends to prevent integrity violations in the future. However, such rule adjustments were the source of dissatisfaction among employees since the new rules were difficult to implement in practice. We argue that these different impacts of organizational rules result from their inherent paradoxical nature. To address this problem, we suggest managing an effective interplay between formal and informal rules.

T his paper examines how routine patterns are recognized as either stable or flexible and which mechanisms are enacted to maintain this patterning work. We address this question through an ethnographic case study analyzing how a catastrophe management organization enacts routines in a highly dynamic setting. Our findings first of all reveal that patterns described by the participants as either stable or flexible were nevertheless both performed differently in each iteration of the routine. Our microlevel analysis shows that to enact patterns that participants perceive as stable, participants had to carry out specific aligning and prioritizing activities that lock-stepped performances. In contrast, participants perceive patterns as flexible when they enact specific selecting and recombining activities. Building on these observations, we add to extant routine literature by (1) differentiating between stability, standardization, flexibility, and change of routines and by (2) providing new insights on mindfulness in accounting for the microlevel activities enacted to orient toward a pattern that enhances standardization or flexibility in dynamic contexts. Moreover, (3) our insights point to the centrality of knowing for the enactment and recognition of patterning work.

In this ethnographic study of firefighters we explore how routines are coordinated under high levels of temporal uncertainty—when the timing of critical events cannot be known in advance and temporal misalignment creates substantial risks. Such conditions render time-consuming incremental and situated forms of temporal structuring—the focus of previous research on temporal coordination—unfeasible. Our findings show that firefighters focused their efforts on enacting temporal autonomy or, as they called it, “getting ahead of time.” They gained temporal autonomy—the capacity to temporally uncouple from the unfolding situation to preserve the ability to adapt to autonomously selected events—by relying on rhythms they developed during training in performing individual routines and by opening up to the evolving situation only when transitioning between routines. Our study contributes to literature on temporal structuring by introducing temporal autonomy as a novel strategy for dealing with temporal contingencies. We also contribute to research on routine dynamics by introducing the performance of temporal boundaries as a previously unrecognized form of coordination within and among routines. Finally, we contribute to process research a method that allows analyzing complex temporal patterns and thus provides a novel way of visualizing processes.

64-Section CT with the addition of isotropic reformatted coronal and sagittal images is a very effective technique in the detection of peritoneal metastases of 0.5 cm in diameter or larger, although sensitivity decreases remarkably for lesions <0.5 cm in diameter.