This article examines the various processes through which sociomaterial relations constitute the performance of a routine. The study’s theoretical underpinnings are linked to sociomateriality in understanding the dynamics of routine performance. In this study, adaptive space furthers sociomaterial relations and processes, and their dynamics to constitute the routine performance. The findings are based on ethnographic research that was conducted during an international crisis management exercise. The analysis consists of three field episodes that illustrate the different processes in which the sociomaterial matters in routine performance. The article contributes to the theoretical discussion by showing, first, how adaptive space enables going beyond the sociomaterial dualism and transfers the theoretical emphasis to the fluidity and dynamism of these relations. It also draws attention to the sociomaterial processes that constitute the performance of the routine. Third, it further shows how through sociomaterial relations and processes the organizing of professional knowledge co-constitution is performed and managed.
The article examines how military leaders serving as peacekeepers navigate complexity and adapt to it. The theoretical underpinnings of the study are linked to adaptive peacebuilding and Complexity Leadership Theory, and specifically to how enabling leadership through adaptive space helps to work with the local conflict dynamics and change to sustain peace. The findings are based on 29 interviews with military leaders with command experience in peacekeeping operations. The findings introduce five dimensions that unpack complexity into structural, functional, security-related, professional, and steering-related complexity and provide empirical evidence on balancing actions relating to complexity in a peacekeeping context. The article develops an analytical framework for peacekeeping. It also contributes to Complexity Leadership Theory by unpacking the complexity into dimensions, unpacking the actors into groups and communities with commitments, and addressing power relations and the dark side of their emergence.
Evidence for Practice• Unpacking complexity into dimensions advances leaders' understanding of their environment and enables them to avoid taking simplistic actions to address complex issues. • The dimensions of complexity and its inherent tensions and actions advance the development of leadership processes and practices. • Leaders' balancing actions are always enabled, restricted, and co-evolved in political, historical, economic, and temporal contexts.
The aim of this study is to analyse diversity in team learning behaviour between and among national respondents' perceptions during a military staff exercise (CJSE). Edmondson's team learning behaviour model is used as the theoretical basis of the study. The results showed statistically significant differences both between and among national respondents' perceptions. The research results indicate that team leader coaching, team psychological safety, the importance of obtaining expert knowledge as well as pre-exercise training are perceived to be crucial for team learning behaviour. The study has theoretical and practical implications for a more nuanced understanding of the diversity of team learning behaviour in the context of a multinational military teamwork exercise and for working as a part of multinational temporal teams in particular.
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