Generating Resources and Energizing Frameworks Through Inclusive Public Management

Feldman, Martha S.; Quick, Kathryn S.

doi:10.1080/10967490902873408

Cited by 60 publications

(67 citation statements)

References 94 publications

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“…Resourcing theory has been useful in explaining a variety of different situations. Quinn and Worline (2008), for instance, used it to explain how narrative practices generated collective courage in facing 9/11 hijackers on Flight 93, Feldman and Quick (2009) used it to explore how city managers can use participatory practices to build community, and HowardGrenville et al (2011) used it to show how unusual juxtapositions can resource liminality that promotes social change. In Feldman (2004), this theorizing provided an explanation for the emergence of resistance to a change in organizational practices that had been developed by the same employees that were resisting it.…”

Section: Practice Theory In Practice: Our Storiesmentioning

confidence: 99%

“…The processes through which resources are enacted have been largely overlooked in the discussion of resources. The term resourcing has come to be used for that process (Feldman 2004, Feldman and Quick 2009, Goldsworthy 2010, HowardGrenville 2007, Howard-Grenville et al 2011, Jaquith 2009, Quinn and Worline 2008, Wang 2009). Resourcing puts the emphasis on the process rather than the entities.…”

Section: Practice Theory In Practice: Our Storiesmentioning

confidence: 99%

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Theorizing Practice and Practicing Theory

Feldman

Orlikowski²

2011

Organization Science

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1,248

1,077

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T his paper describes the emerging field of practice theory as it is practiced in relation to organizational phenomena. We identify three approaches-empirical, theoretical, and philosophical-that relate to the what, the how, and the why of using a practice lens. We discuss three principles of the theoretical approach to practice and offer examples of how practice theory has been used in the organizational literature and in our own research. We end with a discussion of the challenges and opportunities that practice theory affords organizational scholarship.Key words: practice; practice theory; genres; resourcing; routines; technology in practice; sociomateriality History: Published online in Articles in Advance February 23, 2011. IntroductionIn this paper we discuss the value of practice theory for issues of concern to organization theorists. We are motivated to write this by our own experiences, primarily our experiences as researchers and teachers but also our experiences as editors and reviewers of papers that investigate practices empirically and use practice ideas theoretically. Central to a practice lens is the notion that social life is an ongoing production and thus emerges through people's recurrent actions. We have become intrigued by the capacity that such a lens affords for analyzing social, technological, and organizational phenomena, and we write this piece with the intent of sharing our understanding and interest in that capacity.We believe that a practice lens has much to offer scholars of organization. And we believe this is especially the case today. Contemporary organizing is increasingly understood to be complex, dynamic, distributed, mobile, transient, and unprecedented, and as such, we need approaches that will help us theorize these kinds of novel, indeterminate, and emergent phenomena (Barley and Kunda 2001, Child and McGrath 2001, Ciborra 1996, Law and Urry 2004, Stark 2009). We believe practice theory, with its focus on dynamics, relations, and enactment, is particularly well positioned to offer powerful analytical tools to help us here.We begin by positioning the practice lens as a specific approach to understanding the world. We discuss a number of core principles of practice theory and offer a few illustrations of current organizational scholarship that is informed by these principles. We then describe some experiences of using practice theory in our own research practice so as to ground its use in the details of specific projects and intellectual histories. We end with a brief discussion of some of the challenges faced by practice scholars, as well as the value that can be derived from engaging in practice scholarship. Positioning a Practice LensIn our consideration of practice theory, we situate it in relation to three ways of studying practice (Orlikowski 2010): an empirical focus on how people act in organizational contexts, a theoretical focus on understanding relations between the actions people take and the structures of organizational life, and a philosophical focus on the con...

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Section: Practice Theory In Practice: Our Storiesmentioning

confidence: 99%

Section: Practice Theory In Practice: Our Storiesmentioning

confidence: 99%

Theorizing Practice and Practicing Theory

Feldman

Orlikowski²

2011

Organization Science

Self Cite

1,248

1,077

View full text Add to dashboard Cite

show abstract

“…Feldman (2004, p. 295) coined the term 'resourcing' to describe resources as "mutable sources of energy rather than as stable things that are independent of context". This notion of resourcing has found some use in organizational studies, especially in investigations where the focus was on the enactive element of the resourcing process that the concept suggests (Howard-Grenville, 2007;Quinn & Worline, 2008;Feldman & Quick, 2009). For instance, in their paper on courageous collective action on United Airlines Flight 93, Quinn and Worline (2008) theorized collective action as generative and traced an (admittedly unusual) case of resourcefulness as a property of a spontaneously emerging social network.…”

Section: Introductionmentioning

confidence: 99%

“…Conceptually we draw upon previous research on network bricolage (Baker, Miner, & Eesley, 2003) and resourcing (Feldman, 2004;Howard-Grenville, 2007;Quinn & Worline, 2008;Feldman & Quick, 2009) to research social resourcing practices in new venture development. Through the analysis of an in-depth longitudinal case study of a life-science venture, we demonstrate that identifying resources and acting toward them shapes enterprises and their contexts simultaneously, and that resources emerge from these shapings in ways that can rarely be fully anticipated.…”

Section: Introductionmentioning

confidence: 99%

Riding the Practice Waves: Social Resourcing Practices during New Venture Development

Keating¹,

Geiger²,

McLoughlin³

2014

Entrepreneurship Theory and Practice

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This paper investigates how early venture entrepreneurs engage in socially embedded practices to resource their firm. We contribute to an emerging literature that calls for a shift in perspective from 'resource' as an object to 'resourcing' as a practice. This shift entails a focus away from whom entrepreneurs know toward how they engage with their venture's social contexts. Through the analysis of an in-depth longitudinal case study of a life-science venture, we show that social resourcing practices are more reminiscent of a creative coping with ambiguous and ever-changing environments over time than of 'heroic' strategizing. We explore how entrepreneurs mobilize and creatively combine their social resources at hand, seek resources through engaging with other practice nets, negotiate differences between practice nets, and reflectively adapt their resourcing practices toward emerging resource contexts in ways that we describe as 'riding the practice waves' of social resourcing.

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“…Given the authors' ongoing involvement with the CCFPT, we offered to design the workshop, which we perceived to be a boundary object that could function as the decision style of the MSA. In the spirit of inclusive public management [40], our offer was welcomed, and a rapid iterative design process began. The workshop was planned for approximately three weeks from when it was proposed, spurring a flurry of prototypes from the authors, and ongoing feedback from city staff.…”

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confidence: 99%

Fostering Sustainability Transitions by Designing for the Convergence of Policy Windows and Transition Arenas

et al. 2018

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Transition arenas that do not converge with policy windows to achieve structural or institutional change often fail to achieve their stated transformative goals. For their part, policy windows often lead to only incremental change. On their own, transition management and the multiple streams approach seem inadequate to the challenges facing cities. However, in combination, they can be transformative, as exemplified by the Citizens Committee for the Future of Phoenix Transportation. In 2015, this committee in Phoenix, AZ passed a~USD 31.5 billion 2050 transportation plan funded by a sales tax increase from 0.4 to 0.7%. This plan's development realized a policy window in a transition arena through an instrumental boundary object workshop with innovative facilitation. This article sets out to explore, based on this in-depth, applied transition arena process, how to combine transition management and the multiple streams approach to increase the transformative potential of transition arenas. The multiple streams approach and transition management have rarely been used simultaneously or had their integration planned. However, this case from Phoenix, AZ illustrates the potential for boundary objects and facilitation processes in designing for the convergence of policy windows and transition arenas.

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Generating Resources and Energizing Frameworks Through Inclusive Public Management

Cited by 60 publications

References 94 publications

Theorizing Practice and Practicing Theory

Theorizing Practice and Practicing Theory

Riding the Practice Waves: Social Resourcing Practices during New Venture Development

Fostering Sustainability Transitions by Designing for the Convergence of Policy Windows and Transition Arenas

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