The role of materiality: Knowing through objects in work practice

Lee, Ching‐Fang; Amjadi, Mansour

doi:10.1016/j.emj.2014.01.004

Cited by 16 publications

(12 citation statements)

References 88 publications

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“…Managerial language can therefore be seen as part of police managers' identity, which is acquired through acting as a manager and through experience and reflection on issues related to managerial work. In line with Carroll's (2016) arguments, we also found that police managerial identity was constructed through routine meetings and reporting; artefacts, such as ranks and uniforms and the use of physical space, such as office arrangements and locations and seating in meetings (Lee & Amjadi, 2014). Courpasson and Monties (2016) argued that bodily practices may be central to the construction of the self, and physical selfhood is one way of understanding the body/identity nexus among police managers and their capacity to handle their job.…”

Section: Mastering Managerial Roles Identity Is Generally Representesupporting

confidence: 87%

27 Days of Managerial work in the police service

Karp

Filstad

Glomseth

2018

Police Practice and Research

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The purpose of this study was to uncover the realities of managerial work in the Norwegian police service. Observation and interview of 27 police managers showed that managerial work emerged and unfolded through specific practices, which occurred within a shared organisational practice shaped by police culture, context and mission. Managers practiced in a variety of ways rather than according to a universal set of managerial practices. Individual police managers developed proficiency by carrying out day-today work duties. These managerial practices were dependent on dynamic actions and interactions and were subject to expectations and pressures. Police managers earned legitimacy primarily through being foremost among equals. The current findings supported studies suggesting that managers face complexity and uncertainty in their work as well as those that downplay what managers ought to do, focussing instead on what it is possible to achieve. The implication of these findings for practice is that individual police managers need to develop their own ways of tackling personal, strategic, relational and operational challenges.

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Section: Mastering Managerial Roles Identity Is Generally Representesupporting

confidence: 87%

27 Days of Managerial work in the police service

Karp

Filstad

Glomseth

2018

Police Practice and Research

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“…Such different perspectives and understandings need to be bridged and shared through, for example, so-called 'boundary objects' (Carlile, 2002;Nicolini et al, 2012;Bogers & Horst, 2014). Haptic models, mock-ups and stories play an important role as such boundary objects because they are metaphors for understanding and sense-making within the innovation process (e.g., Buur & Matthews, 2008; see also Lee & Amjadi, 2014). Therefore, using toolkits to build manifest models which function as boundary bridges can foster creativity in such participatory innovation processes.…”

Section: Introductionmentioning

confidence: 99%

Toolkit‐Based Modelling and Serious Play as Means to Foster Creativity in Innovation Processes

Schulz¹,

Geithner²,

Woelfel³

et al. 2015

Creat Innov Manage

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In this article we describe and discuss means that foster the emergence of innovation through representational methods which interrelate manual modeling with playfulness. Based on the observation that demands to innovation processes have changed significantly in recent years due to changed collaboration forms, like co‐configuration or open innovation, we look for a methodological approach able to deal with such collaboration forms. We describe and discuss a methodological approach on how innovation processes in heterogeneous – interdisciplinary, cross‐functional and interorganizational – groups can be kicked off to bring about collectively shared understanding, as well as the ability to develop creative ideas. The approach relies on a playful modeling methodology, which is based on the hands‐on creation of visualizations and physical models in connection with their verbal explanation and narration. With reference to two case studies we report and discuss experiences of applying the methodology.

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“…Teams make use of such collaboration-support capabilities by using a collection of tools when solving ill-structured problems [24]. Depending on the stage of problem-solving they are in, team members use different configurations of tools [42], [40]. Some objects and tools will be used when framing the problem such as those that help teams create a shared understanding of their situation and revealing the interdependencies between team members while others will be used when solving the problem by helping them organize activities and coordinating their contributions [41].…”

Section: Literature Review: Tools In Collaborationmentioning

confidence: 99%

Designing Tools for Collectively Solving Ill-Structured Problems

Avdiji¹,

Elikan²,

Missonier³

et al. 2018

Proceedings of the 51st Hawaii International Conference on System Sciences

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Ill-structured management problems are of paramount importance for organizations today. As they are complex to solve, they are undertaken by teams of diverse individuals who make use of tools to help them in solving such problems. Most tools either focus on supporting collaborative practices or are dedicated to solving specific ill-structured problems. In this paper, we bridge these two perspectives and provide design principles for tools that both support collaboration and are tailored for specific ill-structured problems. We derived these design principles from our participant observation of two critical cases of such collaborative tools: the Business Model Canvas and the Team Alignment Map. We lay the theoretical and design foundations for future developments of similar collaborative tools. Our paper illustrates the value that the IS discipline can bring to the increasing call for a design approach to management by rigorously developing tools for co-design.

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The role of materiality: Knowing through objects in work practice

Cited by 16 publications

References 88 publications

27 Days of Managerial work in the police service

27 Days of Managerial work in the police service

Toolkit‐Based Modelling and Serious Play as Means to Foster Creativity in Innovation Processes

Designing Tools for Collectively Solving Ill-Structured Problems

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