Although uncertainty is inherent in scientific research, it is an often neglected topic in public communication. In this article, we analyze how scientists and journalists think they should communicate about the uncertainty of scientific evidence in public, and whether their real-world communication meets laypersons’ demands and expectations. For scientists and journalists, our analyses are based theoretically on an expectancy-value model and empirically on two representative surveys. Laypersons’ expectations and evaluations are analyzed using qualitative in-depth interviews. Results show that scientists and journalists widely agree that scientific uncertainty should be pointed out in their communication. Nonetheless, while scientists show a clear inclination toward the media and hope that uncertainties will not be dramatized or misused, journalists on the other hand have a strong audience orientation and hope to stimulate critical reflection on scientific findings. For audiences, however, media coverage about scientific uncertainty is of less interest. They clearly expect fact-oriented information on the use of technology in everyday life.
The paper explores process management standards in software development organisations. It centres on the question how organisations manage the compliance with process standards as well as the need for ongoing technical innovation at the same time. It refers to former studies where it was concluded that process management standards tend to crowd out technical innovations in organisations. By reconsidering the coupling approach of Orton and Weick (1990) we show based on four case studies that it does not apply to those organisations which allow innovating activities being loosely coupled or decoupled from the reigning standard script. These organisations sustain their chances for incremental and fundamental technical innovations. Dealing with loosely coupled or decoupled innovating activities implies a dialectical standard management. It means that potentially contradictory and conflict-ridden activities like standardised practices and innovating activities are manageable by specific institutional, temporarily limited and formal/informal solutions. Furthermore, we scrutinise in this paper the decoupling discussion of some parts of the standard management literature. Standard decoupling is often seen as an unfortunate, but necessary solution to cope with external pressure for internal standardisation. In contrast to this, we develop an understanding where standard decoupling is not defined as a set of activities without affecting the 'technical core' of an organisation. (Brunsson and Jacobsson, 2000b; Meyer and Rowan, 1967). Rather, decoupling is seen as a temporary and locally limited situation of an innovating subsystem within an organisation where it is allowed to detach from reigning standardised practices and to test and develop innovative ideas under less formalised conditions.
Kurzfassung
Die aktuelle Diskussion der Wandlungsfähigkeit hebt die strategische Ebene von Produktionssystemen deutlich heraus. Deren theoretische Einordnung ist jedoch noch an die Starre des ressourcenbasierten Ansatzes gebunden, womit die vorherrschende Umfelddynamik kaum Berücksichtigung findet. Daher wird mit Hilfe dynamischer Fähigkeiten und den Konzepten der Operations Strategy ein Vorschlag zur weiterführenden Betrachtung von Strategie skizziert, der anhand eines Praxisfalls validiert wird.
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