The Timefulness of Creativity in an Accelerating World

Simpson, Barbara; Tracey, Rory; Weston, Alia

doi:10.1093/oso/9780198870715.003.0006

Cited by 8 publications

(8 citation statements)

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“…Mead (1932) developed this quite radical alternative for thinking about temporality in relation to the Pragmatist commitment to ongoing living experience. His argument resonates with the temporalities of Bergson (1911) and Heidegger (2010), in which socially constructed pasts and futures interpenetrate to create movements of change in the living present (Simpson, Tracey, & Weston, 2021).…”

Section: Pragmatism's Future Orientationmentioning

confidence: 84%

The Contemporary Resonances of Classical Pragmatism for Studying Organization and Organizing

Simpson¹,

Hond

2021

Organization Studies

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The legacy of classical American Pragmatism—Peirce, James, Dewey, Addams, Mead, Follett, and others—in organization theory is significant, albeit that much of its influence has come through implicit and indirect routes. In light of recent calls for an empirical stance as an alternative to the prevailing metaphysical stance in organizational research, we re-read Pragmatism as a process philosophy that can profoundly inform process views of organization and organizing. Our particular reading highlights Pragmatism’s emphasis on process and emergence, its theory of knowing as fallible and experimental, its denouncing of dualisms, its future-oriented meliorism, its sensitivity to ethics and democracy, and its positioning of experience as both the start and end of inquiry, arguing that these features lay invaluable groundwork for the study of organization and organizing. We advocate a reappraisal of this legacy, mobilising seven articles from the back catalogue of this journal in a virtual special issues that demonstrates how classical American Pragmatism can reinvigorate the field while also opening up new questions and new ways of questioning.

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Section: Pragmatism's Future Orientationmentioning

confidence: 84%

The Contemporary Resonances of Classical Pragmatism for Studying Organization and Organizing

Simpson¹,

Hond

2021

Organization Studies

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“…Scholars could also usefully examine the specific challenges of digital work and the role of temporality in these sites. For example, as Simpson, Tracey, and Weston (2020) note, hi-tech firms such as Apple and Google not only realize that new ideas take time to develop and mature, but they need to protect employee's time to be creative in developing and implementing innovations for digital transformation. Barrett, Vaast, Tsoukas, and Langley (2022) highlight the importance of connecting temporality, digital work and creative agency for understanding digital transformation.…”

Section: Digital Work and Sites Of Technological (Re-)productionmentioning

confidence: 99%

Institutional Perspectives on Digital Transformation

Gegenhuber¹,

Logue²,

Hinings³

et al. 2022

Digital Transformation and Institutional Theory

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Undoubtedly, digital transformation is permeating all domains of business and society. We envisage this volume as an opportunity to explore how manifestations of digital transformation require rethinking of our understanding and theorization of institutional processes. To achieve this goal, a collaborative forum of organization and management theory scholars and information systems researchers was developed to enrich and advance institutional theory approaches in understanding digital transformation. This volume's contributions advance the three institutional perspectives. The first perspective, institutional logics, technological affordances and digital transformation, seeks to deepen our understanding of the pervasive and increasingly important relationship between technology and institutions. The second perspective, digital transformation, professional projects and new institutional agents, explores how existing professions respond to the introduction of digital technologies as well as the emergence of new professional projects and institutional agents in the wake of digital transformation. The third perspective, institutional infrastructure, field governance and digital transformation, inquires how new digital organizational forms, such as platforms, affect institutional fields, their infrastructure and thus their governance. For each of these perspectives, we outline an agenda for future research, complemented by a brief discussion of new research frontiers (i.e., digital work and sites of technological (re-)production; artificial intelligence (AI) and actorhood; digital transformation and grand challenges) and methodological reflections.

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“…Apart from a few attempts at studying the issue of pace and speed (Perlow et al. , 2002; Grey, 2009; Czarniawska, 2013; Simpson et al. , 2020), however, the practice turn has yet to explore the motion of these temporal spaces.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Moving ahead: how time is compressed and stretched in strategy work

Thygesen

2022

JOCM

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PurposeTo contribute the process perspective on strategy the systems theoretical concept of time binding and show how time, when unfolded and linked, is compressed or stretched, thereby demonstrating the motion of temporal spaces within organizations.Design/methodology/approachCase approach and with emphasis on communicative events.FindingsThe finding of three different time bindings in strategy work showing not only how time is unfolded and multiplied but also how these bindings were unexpectedly found to be experienced simultaneously, thus turning a seemingly linear strategy based on goal achievement into a complex of interrelated motions driven by performativity, potentiality and reiteration.Research limitations/implicationsThe research implications are significant to the process perspective on strategy as time should not only be understood and investigated as different unfoldings and time-links within organizations, but also on the motion of these temporal spaces, which is to say, how they move the organization ahead.Practical implicationsFrom a practical perspective, when taking both the existing and future research on strategy into account, one notices that most management literature and the mainstream courses held at business schools tend to draw on one-dimensional casualities and chronological timelines in order to combine accurate forecasts with predicted end-results. Such attempts reflect one unfolding, one binding, one temporal space and one way of moving, but if managers want to improve knowledge on deliberate change, temporal awareness should be part of their strategic change repertoire alongside the ability to match different motions to the skills and capacity of an organization.Social implicationsThe concept of time binding is a way to extend the ways by which we seek to comprehend the temporal nature of social relations and structures within organizations and in particular those practices that are considered strategic. In particular, it offers ways of understanding how strategy is a temporal exercise that provides organizations with different temporal spaces within single events and hence different motions – all of which simultaneously move the organization differently ahead in time.Originality/valueBy providing the system theoretical concept of time binding it brings new and original value into the process and practice field of strategy research. The empirical findings demonstrate how unusual and not yet seen unfoldings and bindings between before and after appears and how such bindings take the form of temporal spaces that simultaneously and differently moves the organizations ahead in time.

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The Timefulness of Creativity in an Accelerating World

Cited by 8 publications

References 0 publications

The Contemporary Resonances of Classical Pragmatism for Studying Organization and Organizing

The Contemporary Resonances of Classical Pragmatism for Studying Organization and Organizing

Institutional Perspectives on Digital Transformation

Moving ahead: how time is compressed and stretched in strategy work

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