The Politics of Visibility: When Intel hired Levi‐Strauss, Or So They Thought

Paula, Rogério de; Empinotti, Vanessa Lucena

doi:10.1111/j.1559-8918.2008.tb00114.x

Cited by 2 publications

(1 citation statement)

References 7 publications

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“…2008 through 2010 saw the discussion broaden in two distinct directions: one reporting on ways that ethnography was becoming more central to and identified with broader corporate strategy, especially at Intel (de Paula and Empinotti 2008;de Paula, Thomas, and Lang 2009), the other noting the ways that industrial ethnography seemed to be struggling with the combination of increased volumes of work, amorphous expectations, and inconsistent visibility (Hanson and Sarmiento-Klapper 2008;Mack and Kaplan 2009;Ugai, Aoyama, and Obata 2010;Lombardi 2009). This latter thread builds on the enduring observation that much of industrial anthropology adds strategic and operational value to business but is not involved directly in deciding what that business activity should be.…”

Section: Shifts In the Role Scope And Capability Of Ethnographymentioning

confidence: 99%

Ethnographic Expertise as Visionary Catalyst of Collaboration

Biderman

2015

Ethnographic Praxis

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Section: Shifts In the Role Scope And Capability Of Ethnographymentioning

confidence: 99%

Ethnographic Expertise as Visionary Catalyst of Collaboration

Biderman

2015

Ethnographic Praxis

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Session 1 ‐ Reflecting our roles, skills and ethics Hiroshi Tamura (Hakuhoda, Japan), Curator: Taking the Driver's Seat: Sustaining Critical Enquiry While Becoming a Legitimate Corporate Decision‐Maker

DePaula

Thomas

Lang

2009

Ethnographic Praxis

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Staying relevant (to the business) is at the heart of career‐advancement and (increasingly) job‐security, particularly, in a business unit. It embodies a number of different meanings to the different players in corporate–from supporting product definition to creating strategic plans to making the appropriate business decisions. Rather surprisingly, though, we find EPIC talking about it with a certain discomfort, particularly when it comes to affect our identities as social researchers. On the other hand, we, in the industry, have little choice but to “play the game” and find ways whereby we can best utilize our knowledge, experiences, skills, our unique perspective to endow us an edge–creating interesting possibilities to stay relevant. This paper investigates our own trajectories in the past few years in a product group at Intel where we suddenly found ourselves increasingly more involved with decision‐making, taking actions that would ultimately affect the course of the business and our own careers. Unwittingly or not, this shift has become part of a strategy for negotiating relevance in ever changing business environments.

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The Politics of Visibility: When Intel hired Levi‐Strauss, Or So They Thought

Abstract: This paper examines the politics of visibility -the ways in which the

Cited by 2 publications

References 7 publications

Ethnographic Expertise as Visionary Catalyst of Collaboration

Ethnographic Expertise as Visionary Catalyst of Collaboration

Session 1 ‐ Reflecting our roles, skills and ethics Hiroshi Tamura (Hakuhoda, Japan), Curator: Taking the Driver's Seat: Sustaining Critical Enquiry While Becoming a Legitimate Corporate Decision‐Maker

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