This article explores the role of embodied, sensible knowledge in practice-based learning. Despite recent efforts to conceptualize how practitioners become skillful through corporeal and sensible learning, it still seems under-theorized and hard to understand what this exactly entails. The aim of this article is to account for the inherently embodied and sensible nature of knowledge by drawing on a 2-year ethnographic study of train dispatchers in a railway control room. Embodied and sensible knowledge is developed through the work of Merleau-Ponty and Heidegger, as phenomenology is a way to theorize the body beyond being an object to, instead, account for embodiment as lived and experienced. The data show that such knowledge can be understood as a matter of ‘attunement’: dispatchers become progressively skillful in bringing their bodies and senses in tune with practical situations and perturbations in the environment. The article contributes to a richer understanding of embodiment, especially in the relation between knowledge and practices, in organization studies and management learning.

Much of the existing scholarly work on strategy implementation focuses on factors that either catalyze or obstruct the infusion of strategy into the organization. While this renders valuable knowledge about factors enabling or frustrating implementation, the actual process of strategy implementation is treated as a black box and as a step in the strategy model which is not further explained. To understand this process, this conceptual paper draws from performativity literature in which a strategy is conceptualized as a performative device. This means that a strategy triggers practices which reshape the organization so that the strategy is actualized in the organization. Specifically, we explain the idea of routinization as an instrument for enacting strategy into the organization by means of organizational routines. An illustrative empirical vignette is used to exemplify our conceptual point. Our study contributes to strategy implementation literature by introducing an alternative though complementary lens for studying strategy implementation and offers inspiration for strategy practitioners who aim to develop new implementation strategies.

A project's autonomy, the degree to which a project can evolve without constant interference from the parent organization, is a key feature of innovation projects. The literature treats autonomy as a passive phenomenon and underestimates how projects as temporary organizations interact with more permanent forms of organizations. A dynamic and contextually sensitive understanding of project autonomy is valuable; autonomy can change over the course of the project's lifecycle and evolve into extreme isolation. We show how autonomy is shaped through practices of isolation and how this influences project outcomes. Two innovation projects were studied through qualitative-interpretive methods and we analyzed symbolic, discursive and spatial practices of isolation. These practices facilitate the exploration of innovations but limit the transmission of these innovations to the parent organization. We contribute to the literature on temporary organizations and project-to-parent integration by illustrating and theorizing the role of practices of isolation in this process.

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