Talking About Organizations Podcast

For this episode, we read the widely cited article, “Exploration and Exploitation in Organizational Learning,” published in 1991 in the journal Organization Science. In the paper, James March considered the relationships between exploration of new ways of doing things and the exploitation of accepted, standard practices for organizational learning. He did so in order to show that learning in organizations is still possible even in the presence of causal ambiguity. While the paper has been criticized for its very simplistic model of organizational learning and lack of empirical data, a strong point of the paper may be the general insight in provides about collective learning under ambiguous conditions.What are the trade-offs and challenges associated with balancing exploitation and exploration? What does it mean for organizational learning? Read the paper and listen to your intrepid podcasters, as we grapple with March’s ideas in Episode 19.

Once again joined by the lovely Arianna, we summarize Episode 18 on Gig Economy and Algorithmic Management.

In the second part of our discussion we delve deeper into how management by algorithms impacts individual employees, what are the principles and potential implications of the proliferation of algorithmic management on industrial relations, and whether this can be justifiably called 'Taylorism on Steroids'. Our Special Guest, Arianna Tassinari, brings a unique industrial relations flavour to this episode and contributes many excellent points we would probably not surface in our own accord. So listen to this! It is a real gem!

In this episode we are joined by the wonderful Arianna Tassinari to discuss a recent Financial Times article by Sarah O'Connor on gig economy, algorithmic management and labour relations! Gig economy, as well as its benefits and limitations, has been subject to much debate in social policy and labour relations lately. Facilitated by management via algorithms, gig economy can be seen as symptomatic of another reincarnation of scientific management (initially outlined by F.W. Taylor - see Episode 1). Some notable differences/evolutions include separation of people by means of technology, as well as uncertain conditions of employment. Join us as we (possibly) contribute to the current debate and attempt to make clearer sense of the relevant key concepts leveraging our collective experience and knowledge. This episode is a direct inspiration for a later series of LIVE episodes from our very first event (Episode 30).

Join Dmitrijs and Pedro for a first summary duo! as they highlight the key points from Episode 17 on Tokenism by Rosabeth Moss Kanter. If you haven't listened to the episode yet, we really encourage you to do so as this is an important topic and our guest, Dr Deborah Brewis, was absolutely great at explaining the nuances of gender relations in organizations.

More on gender, tokenism, sexuality, and all things different in organizations! Join us and our Special Guest Dr Deborah Brewis for the conclusion of Episode 17 on “Some Effects of Proportions on Group Life: Skewed Sex Ratios and Responses to Token Women” (1977) by Rosabeth Moss Kanter!

In this episode we are joined by Dr Deborah Brewis to discuss a classic paper by Rosabeth Moss Kanter on gender in organizations - “Some Effects of Proportions on Group Life: Skewed Sex Ratios and Responses to Token Women” (1977). In this article, Kanter explores how interactions within a group or an organization are affected by the different numbers of people from distinct social types. In particular, she focuses on groups with skewed gender ratios: a high proportion of men and a small number of women – the tokens. The study is based on observations and interviews with sales teams that recently began to incorporate women in their workforce, and shows how structural factors stifled the potential of their female members.We discuss challenges of gender integration, the theoretical underpinnings of Kanter’s framework and the relevance of the concept of tokenism in contemporary research and practice, among other things.

Another convenient featurette to introduce people to this management classic - contingency theory! Join Ralph as he summarizes our reading by Lawrence and Lorsch, covers key points from the discussion and even adds some (more) of his experience-based insight! Advocates of contingency theory for organizations argue that an optimum approach to structural differentiation depends – is contingent – on the external and local conditions where an organization functions. This represents a departure from assumptions from the scientific management theories of Taylor and Fayol that we discussed in previous episodes of the show. It shifts the focus of organizational scholars beyond strictly internal dynamics and structure and places greater emphasis on an organization’s alignment with its external environment. Lawrence and Lorsch used the data they collected to argue that the most economically successful organizations were the ones that managed to fulfil the dual goal of differentiation (to cope with environmental uncertainty) and integration (to align the work of highly differentiated departments).

In this episode, we read the classic article “Differentiation and Integration in Complex Organizations” published in 1967 in Administrative Science Quarterly. In this work, Lawrence and Lorsch investigate the relation between organizational characteristics and their environment, and stipulate that an organization’s economic performance is determined by its ability to meet integration and differentiation requirements according to their environment.The paper is based on a comparative study of six industrial organizations and data was obtained via questionnaires and interviews with senior executives. The researchers compare the degree of integration and differentiation between subgroups in each company (i.e., sales, production and research and development subsystems) as they attempt to meet requirements from their sub-environments (i.e., science, market and technical-economic). The paper shows that the most economic successful organizations were the ones that managed to fulfil the dual goal of differentiation and integration. Finally, the authors explore the conditions that lead to more or less effectiveness in integrative devices.So, how does integration and differentiation happen? And what does it mean to meet requirements from the environment? Join us as we explore these concepts and ideas in Episode 16!

What is it about research that makes it interesting? Or, rather, at which point does a study become interesting (or not)? The more common answer to these questions would most certainly place emphasis on the results and outcomes of a study - i.e. the research is interesting if the findings are interesting. In their 2013 book - Constructing Research Questions: Doing interesting research - Mats Alvesson and Jorgen Sandberg propose that the focal point of what contributes to something being interesting is found way before any results or implications - it is found in the assumptions that go into the design of the research. Join us as we sit down with Professor Jorgen Sandberg to talk about his book, interesting research and about how and why one might pursue it. This book is just as relevant for new researchers and research students as it is for more seasoned academics (albeit for different reasons). It highlights the importance of creativity and self-awareness when formulating research questions and gives the owner of the book practical tools for how to make their research more interesting!