‘The Production of Space’, in: Frans Jacobi, Imagine, Space Poetry, Copenhagen, 1996, unpaginated.

The Production of Space

Despite the importance to researchers, managers, and policy makers of how information technology (IT) contributes to organizational performance, there is uncertainty and debate about what we know and don't know. A review of the literature reveals that studies examining the association between information technology and organizational performance are divergent in how they conceptualize key constructs and their interrelationships. We develop a model of IT business value based on the resource-based view of the firm that integrates the various strands of research into a single framework. We apply the integrative model to synthesize what is known about IT business value and guide future research by developing propositions and suggesting a research agenda. A principal finding is that IT is valuable, but the extent and dimensions are dependent upon internal and external factors, including complementary organizational resources of the firm and its trading partners, as well as the competitive and macro environment. Our analysis provides a blueprint to guide future research and facilitate knowledge accumulation and creation concerning the organizational performance impacts of information technology.

Review: information technology and organizational performance: an integrative model of it business value

This 1966 paperback edition of a publication which first appeared in 1963 has by now been widely reviewed as a worthy contribution to the sociological study of deviant behavior. Its current appearance as a paperback is a testimonial both to the quality of the work and to the prominence of deviant behavior in this generation. In general the author places deviance in perspective, identifies types of deviant behavior, considers the role of rule makers and enforcers, and some of the problems in studying deviance. In addition, he develops a sequential model of deviance relying on the concept of career, a concept originally developed in studies of occupations. In his study of a particular kind of deviance, the use of marihuana, the author posits and tests systematically an hypothesis about the genesis of marihuana use for pleasure. The hypothesis traces the sequence of changes in individual attitude

Outsiders Studies in the Sociology of Deviance.

Organizational learning II: Theory, method and practice

Knowledge Management

Situated learning theory offers a radical critique of cognitivist theories of learning, emphasizing the relational aspects of learning within communities of practice in contrast to the individualist assumptions of conventional theories. However, although many researchers have embraced the theoretical strength of situated learning theory, conceptual issues remain undeveloped in the literature. Roberts, for example, argues in this issue that the notion of 'communities of practice' - a core concept in situated learning theory - is itself problematic. To complement her discussion, this paper explores the communities of practice concept from several perspectives. Firstly, we consider the perspective of the individual learner, and examine the processes which constitute 'situated learning'. Secondly, we consider the broader socio-cultural context in which communities of practice are embedded. We argue that the cultural richness of this broader context generates a fluidity and heterogeneity within and beyond communities. Finally, we argue that it is sometimes difficult to distinguish conceptually between the terms 'participation' and 'practice' because of occasional duplication of meaning. We propose, instead, a refinement of the definition to allow for greater conceptual clarity.

/pdf/within-and-beyond-communities-of-practice-making-sense-of-1jv9fl43ng.pdf

Within and beyond communities of practice : making sense of learning through participation, identity and practice.

The management consultancy industry is attracting more and more attention. The critical literature in particular has questioned how a non-codified body of knowledge like ‘consultancy’ could become so apparently influential. The answering emphasis has been on the symbolic nature of consultant strategies and consultancy as a powerful system of persuasion. However, an emerging structural perspective has developed a rather different view, focusing on the limits of the industry discourse, and the constraints of a consultancy role defined largely by external forces. While it is useful to contrast the two perspectives – strategic and structural – they can also be viewed as complementary, and indeed a number of writers have been well aware both of the importance of consultant strategies and the context of consultancy work. In particular, they have explored the interaction between consultant and client, and called attention to factors like the countervailing power of client organizations and the uncertainty of the management task. The paper aims to contribute to this debate and draws on case studies of consultants' role in the management of organizational change – one of clients with considerable market power, and another of interdependency between consultant and client. The point stressed is that the consultancy process contains no ‘necessary’ structures (which may be implied by pairings such as the dependent client and indispensable consultant, or alternatively the resistant client and vulnerable consultant). Instead the consultant–client relationship is best regarded as part of an overarching managerial structure and a contingent exchange that assumes a variety of forms.

The Consultant–Client Relationship: Critical Perspectives on the Management of Organizational Change

The measurement and reporting of intellectual capital has recently attracted a growing interest from accounting researchers, promoting a lively and far‐reaching debate. Two related issues have informed this debate. It is possible to identify these issues as exemplifying financial reporting and management accounting perspectives on the emergence of intellectual capital. Provides a commentary on the progress of the debate to date, while also attempting to contextualise some of the issues it entails in both earlier and wider debates. In an effort to progress the project of accounting for intellectual capital, suggests the adoption of a critical accounting perspective. This would entail exploring the possibilities of intellectual capital providing its own accounts, rather than remaining imprisoned within accounts devised by others.

Thinking critically about intellectual capital accounting

List of Figures and Tables. Notes on Contributors. Introduction: The Emergence of Critical Perspectives on Consulting: Robin Fincham (Stirling University) and Timothy Clark (King's College). Part I: Setting the Scene: The Nature of Management Consultancy and Management Advice:. 1. Consulting: What Should it Mean?: Edgar H Schein (MIT Sloan School of Management). 2. Trapped in their Wave: The Evolution of Management Consultancies: Matthias Kipping (University of Reading). 3. The Rise of Consultancy and the Prospect for Regions: Peter Wood (University College London). 4. On Knowledge, Business Consultants and the Selling of TQM: Karen Legge (University of Warwick). Part II: The Contexts of Management Consultancy and Management Advice:. 5. Virtual Stories of Virtual Working: Critical Reflections on CTI Consultancy Discourse: Peter Case (Oxford Brookes University). 6. The Vision Thing: Constructing Technology and the Future in Management Advice: Brian P Bloomfield (Lancaster University Management School) and Theo Vurdubakis (Manchester School of Management). 7. Front-Line Diffusion: The Production and Negotiation of Knowledge Through Training Interactions: Andrew Sturdy (University of Melbourne). 8. Knowledge Legitimation and Audience Affiliation Through Storytelling: The Example of Management Gurus: Timothy Clark (King's College) and David Greatbatch (Independent Social Scientist). 9. A Fantasy Theme Analysis of Three Guru-Led Management Fashions: Brad Jackson (Victoria University of Wellington). Part III: Critical Reflections on Management Consultancy and Management Advice:. 10. Charisma versus Technique: Differentiating the Expertise of Management Gurus and Management Consultants: Robin Fincham (Stirling University). 11. On Communication Barriers between Management Science, Consultancies and Business Companies: Alfred Kieser (University of Mannheim). 12. Professionalism and Politics in Management Consultancy Work: Mats Alvesson (Lund University) and Anders W Johansson (Jonkoping International Business School, Sweden). 13. Understanding Advice: Towards a Sociology of Management Consultancy: Graeme Salaman (Open University). 14. What Next? More Critique of Consultants, Gurus and Managers: Frank Heller (Centre for Decision Making Studies). Index.

Critical consulting : new perspectives on the management advice industry

This paper explores a narrative perspective on "success" and "failure" in computer systems development. Organizational narratives can be seen as sense-making devices and as having a purposive aspect in the ways in which they evolve and change and influence behaviour. Narratives like success and failure in particular can be seen as persuasive rhetorics used in legitimizing particular courses of action. The narrative approach challenges more accepted notions, particularly rationalist views that see computer success/failure as outcomes brought about by simple causation. It also reveals the limitations of process models of IT success/failure, though these stress a more complex form of decision making around IT. In the paper, these issues are explored in contrasting projects in financial services firms. In two case studies, computer success and failure emerge not as discrete conditions, but as interacting themes employed by organizational members in response to the circumstances they confront. The corporate capacity to build success out of failure, and to distance the new from the old, discriminated between successful and unsuccessful projects.

https://papers.ssrn.com/sol3/Delivery.cfm/BJOM219.pdf?abstractid=316046&mirid=5

Robin Fincham

Papers

Within and beyond communities of practice : making sense of learning through participation, identity and practice.

The Consultant–Client Relationship: Critical Perspectives on the Management of Organizational Change

Thinking critically about intellectual capital accounting

Critical consulting : new perspectives on the management advice industry

Narratives of Success and Failure in Systems Development