Go to the Students section
Go to the Staff section
Go to the Alumni section
Go to the Study here section
Go to the International section
Go to the About section
Go to the Research section
Go to the Business and Employers section
Go to the Support us section
Business and Management
Oxford Brookes Business School
Phone number: +44 (0) 1865 485814
Location: CLC.1.19, Clerici Building, Headington Campus
-leadership (in particular leader-followers dynamics and expatriate leadership)
-organizational identity (change)
-qualitative research methods
Why is resistance a pervasive feature of organisations? We seek to add to the established ways of understanding resistance by arguing that it may emerge due to the rationality and irrationality, order and disorder that imbues organisations. We explore how such conditions create ambivalent situations that can generate resistance which is ambivalent itself as it can both facilitate and hinder the operation of organisations. Drawing on ethnographic research conducted in a manufacturing organisation, we introduce the concept of pragmatic resistance as a means to grasp the everyday resistance that emerges through and reflects cracks in the rational model of organisations. Rather than being anti-work, we demonstrate how pragmatic resistance is bound up with organisational disorder/irrationality, competing work demands and the prioritisation of what is interpreted as 'real-work'. Overall, the concept of pragmatic resistance indicates that resistance may be far more pervasive and organisations more fragile and vulnerable to disruption than is often assumed to be the case.
Purpose. The purpose of this paper is to contribute to cross culture training (CCT) literature by exploring the HR managers roles in CCT provision and the reasons affecting the given role enactment. Design/methodology/approach. This exploratory study is based on in-depth interviews with 15 Israeli HR managers in charge of the provision of CCT in their respective companies and five interviews with CCT professionals who provide CCT training for a wide range of companies operating in Israel. Findings. The study highlights the significant impact of HR managers’ awareness and perceptions of CCT on its provision and discusses a related self-perpetuating cycle of current practice reinforcement that limits the likelihood of practice improvement. Research limitations/implications. The limitations of the exploratory design of the study call for further research on HR roles in CCT provision. Practical implications. The findings suggest that HR managers partly design and implement practice according to what they believe are unmet expatriate needs and what they perceive as effective HR tools. The authors discuss the practical value of raising their awareness not only of CCT designs and methodologies, but also of the complexities of expatriate adjustment and the opportunities offered by rigorous evaluation of current practice. Originality/value. The study departs from the dominant focus in the literature on the content and methodologies of CCT and instead explores the neglected role of HR managers in CCT provision.
Against the background of a marked lack of studies exploring the role of language and more particularly interlingual translation in the travel of ideas and practices across organisational contexts, this article provides an analysis of an attempt by a group of managers to translate a set of corporate values into Polish from English. The findings reported serve to demonstrate the relevance of such translation processes to the transfer of knowledge and practices within multinationals. By prompting sensemaking around a value-laden text, the studied translation exercise is shown to have encouraged discussions around understandings of local needs and preferred meanings which served to trigger debates and reflections around local identity and affinities with the parent company. In doing so, it provided a ‘situated platform’ through which participants exercised a collective agency aimed at establishing what were perceived to constitute appropriate and productive accommodations between local and extra-local pressures. At the same time, the translation is shown to have been very much shaped by material interests and priorities, notably the performance expectations embedded in the subsidiary’s relationship with its parent. As a result, care needs to be taken not to overstate the role of such translations in facilitating locally driven cultural adaptations.
This article is a reflection on organizational oblivion, viewed as an archetypical antonym of learning. The consequences of this kind of forgetting for organizational identity construction are described as a narrative project. We refer to the image of Lethe, an archetype of forgetting, to depict how forgetting directly affects the process of identity narrative construction. In this perspective, drinking from the waters of Lethe implies not just the loss of knowledge or memories of how things are done, but the loss of identity so that the individuals do not know who they are anymore. In this context, forgetting disrupts organizational narrative which ceases to be a coherent story and results in organizational identity loss.
PhD in Management Studies
MA in sociology, Institute of Applied Social Sciences, Warsaw University
MA in applied linguistics, Institute of Applied Linguistics, Warsaw University