Purpose-Induction is the process of newcomers entering and becoming part of an organization. In one sense newcomers represent an opportunity for organizations to learn and change, but in another sense newcomers are instigated into an existing institutional order. The purpose of this paper is to explore how induction of newcomers can be understood as both organizational renewal and the maintenance of status quo, and to develop ways of describing this in terms of learning. Design/methodology/approach-The paper is designed as a qualitative study of induction practices in two branches of a Danish retail bank and a Danish management consulting company. The data are based on 30 semi-structured interviews and on some observations in the case companies. The data have subsequently been analyzed phenomenologically and thematically in light of a pragmatist understanding of learning. Findings-The paper provides two main findings. The duality of induction, in terms of organizational renewal and the maintenance of status quo can be conceptualized and meaningfully discussed through the metaphors of organizational rhythm and generative dance. And if this ambiguous dimension of induction is recognized, organizational idiosyncrasies, ways of doing and taken-for-granted aspects can be thrown up for discussion and thus potentially change or stabilize organizational practice based on persons and institutional order. Research limitations/implications-The paper adds to the growing academic debate of the complex nature of practice in general, and induction in particular. In addition, the paper has implications for practitioners involved in induction, as the paper highlights the need to rethink induction as both an opportunity to create organizational renewal and a way of maintaining status quo. Originality/value-Seeing the duality of induction and exploring it through the metaphors of organizational rhythm and generative dancing is original and potentially enriching for researchers and practitioners.
Research on induction of newcomers is primarily focused on individual processes, such as acquisition of knowledge and socialization in order to create a smooth and frictionless entry period. The interest of our research, however, is the processes that happen on the organizational level. We claim that induction potentially triggers both individual and organizational learning and by drawing on practice-based theory we discuss how the interplay between individual and the organization, what we call a generative dance, ignites both kinds of learning. We focus on and describe the interplay that takes place in particular induction events and analyze the ''dance'' through the lens of learning. The article concludes with a brief discussion about the implications for practitioners and the challenges and future research prospects we have encountered. We draw on an empirical enquiry in two organizational settings, a Danish management consulting company and a German retail bank.
Denne debatartikel beskriver hvordan arbejdet med social kapital i Sydsjælland og Lolland-Falsters Politikreds har udfordret den hierarkiske struktur og kulturen i organisationen. Omvendt har strukturen også virket fremmende for måden, kredsen har kunnet arbejde med og skabe muligheder for udvikling af den sociale kapital. Artiklen bygger på et projekt gennemført fra december 2010 til august 2012.
Der er i disse år vældig opmærksomhed på at sikre kvaliteten i den offentlige sektor. Akkreditering udtrykker en sådan bestræbelse på at sikre og udvikle kvalitet gennem en stadigt mere standardiseret praksis. Samtidigt fordres i Bekendtgørelsen om uddannelse til professionsbachelor i sygepleje etisk og humanvidenskabelig viden og forståelse, der kan bidrage med, at den færdiguddannede sygeplejerske kan håndtere en situationsorienteret praksis i samspil med erfaringsbaseret viden. Ved hjælp af Axel Honneths teori om anerkendelse, viser vi hvordan disse to modsatrettede organisatoriske stemmer tillader og understøtter bestemte anerkendelsesformer, og vi diskuterer hvilke konsekvenser dette har for den offentlige mellemleder.
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