Time in organizations

Goddard, Robert

doi:10.1108/02621710110365023

Cited by 8 publications

(3 citation statements)

References 4 publications

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“…Organizations' increasing complexity [20,21], professionalization [22], and globalization [23] make temporal reckonings acute, especially as they differ between and within societies and consequently in organizations [13,16,20]. As a result, several dichotomies of time have emerged in the organizational literature [24]. At the core of these dualisms is the distinction between an objective and subjective perception of time [25].…”

Section: Time In Mosmentioning

confidence: 99%

Temporality in Organization Studies: Implications for Strategic Project Management

Biesenthal¹,

Sankaran²,

Pitsis³

et al. 2015

Open Economics and Management J.

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Project managers require temporal skills and the ability to improvise when linear assumptions confront the complexities of managing projects within a context of strategic calculation. While the management and organization (MOS) literature emphasizes the importance of temporal skills for managing uncertainty, ambiguity and complexity, a dearth of project management literature contributes to this discussion. By reviewing literature on time in MOS and linking it to the field of project management we seek to make an initial bridge of this gap and argue that in order to improvise project managers need temporal skills. Project management practitioners and researchers work with assumptions of what constitutes normal time and linearity in projects, despite the variety of situations and events faced in projects. Practitioners, students and researchers in project management need to develop more sophisticated temporal skills to deal with a variety of projects, situations and events strategically.

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Section: Time In Mosmentioning

confidence: 99%

Temporality in Organization Studies: Implications for Strategic Project Management

Biesenthal¹,

Sankaran²,

Pitsis³

et al. 2015

Open Economics and Management J.

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“…As Gersick's (1991) work shows "time" acts as a coordination mechanism for change, it creates a shared calendar for change and, thus, serves to schedule activities and to maximise their synchronisation. Time is a relevant consideration not only for activities that are readily observable and measurable, such as completing tasks, but also those that are not readily seen, such as thinking and reflecting on problems (Goddard, 2001).…”

Section: Theoretical Frameworkmentioning

confidence: 99%

How entrepreneurial actions transform customer capital through time

Wensley

Cegarra‐Navarro

Cepeda‐Carrión

et al. 2011

International Journal of Manpower

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Purpose -Today, in small and medium-sized enterprises (SMEs), entrepreneurs must take a more strategic perspective that is evidenced by the need to scan the enterprise to discover how they might improve customer relations as well as promote improved entrepreneurial actions. The paper aims to focus on this issue. Design/methodology/approach -This study examines the impact of the existence of an "open-minded context" in an organisation at time (T) on actions that concern the challenging of entrepreneurial actions at time (T þ 1). It also examines the relationship between explorative and exploitation processes and customer relations. These relationships are examined through an empirical investigation of data obtained from 107 SMEs from the Spanish telecommunications industry, using partial least squares (PLS). Findings -The results indicate that the effects of an "open-minded context" at time (T) on customer relations at time (T þ 1) are mediated through the existence of explorative and exploitation knowledge processes at time (T þ 1). Research limitations/implications -Practices which may be based on explicit knowledge or on tacit knowledge in the form of processes and routines need to be challenged prior to the adoption of new knowledge by the organisation. In such situations, it will be necessary to modify or even delete some knowledge in order to ensure that employees have access to the up-to-date explorative and exploitative knowledge processes necessary to maintain or enhance customer relations. Practical implications -In situations where organisations and their members face rapidly changing environments it is necessary to challenge the entrepreneurial actions which have been derived from the founding entrepreneurs. Originality/value -The paper examines how the nature and existence of an open-mindedness context is linked to the nature and existence of knowledge exploration and exploitation processes enacted by the workforce of an organisation.

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“…Likewise, there are differences in the way that social status, the family situation and the type of professional activity they do interfere in the shortness and the degree of stratification of time for individuals. Goddard (2001) highlights the fact that, also in the sphere of management in organizations, the changes that have taken place in recent decades have required a reconfiguration of the notion of time. Traditionally, work was defined in terms of hours spent within organizational space on carrying out tasks.…”

Section: Modern Society Organizational Changes and Matters That Affementioning

confidence: 99%

Organizational change and the meaning of time

Silva

Wetzel

2007

BAR, Braz. Adm. Rev.

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This paper probes into the social process of sense making in changing organizations, trying to observe how participant individuals interpret contextual events and configure their notion of time. This notion of time then interacts with the dynamics of the lives of individuals and contributes to the adaptation to the new reality they are facing. The study was conducted in eight organizations and data were collected by means of 133 in-depth interviews with participants in the change processes. Results indicate that individuals establish a reference to central events in their attempt to make sense out of changes and in their effort to adapt to the new situation. In accordance with Lewis and Weigert (1981), the results also indicate the dominance of institutional time over interaction time as well as over self time. Finally, the results suggest that such configurations of time are influenced by official organizational rhetoric and by actions in change management.

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Time in organizations

Cited by 8 publications

References 4 publications

Temporality in Organization Studies: Implications for Strategic Project Management

Temporality in Organization Studies: Implications for Strategic Project Management

How entrepreneurial actions transform customer capital through time

Organizational change and the meaning of time

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