Ei ole vist uudis, et “mõelge kastist välja”-retoorika on organisatsioonides levinud. Ei ole harvad olukorrad, kus kõrged ametnikud seda tüdinud nägudega kordavad. Aga uudis ei ole ka see, et uued ideed põrkuvad keerukas institutsionaalses keskkonnas väga erinevatele takistustele ning nii võibki “kastist välja”-mõtleja leida ennast autsaideri olukorras. Olukord ei ole tingimata lootusetu, kuid eeldab kõikide osaliste mõtestatud käitumist.

Siinviidatud vabalevis olev tekst võib huvi pakkuda nii juhtidele, kõikidele töötajatele kui lihtsalt igaühele ja kuulub kindlasti juhtimiskursuste seminaritekstide kandidaatide nimekirja nii BA kui MA õppes.

Kontekstiks:

In these hybrid organizations, however, it is increasingly difficult to create and implement new ideas because various dominant institutional forces impede and delegitimize novelty (Dougherty and Heller 1994; Van Dijk et al. 2011; Jay 2013; Csikszentmihalyi 2014).

“Kastist välja”-mõtlejate väljakutsed:

One of the core challenges for these professionals is thus to establish a novel and valuable idea that projects legitimacy within both profession and hybrid organization. Creative approaches which aim to simultaneously incorporate and synthesize various institutional logics (see Stark 2009; Harvey 2014) often struggle to rise to this challenge since they regularly contest some institutional demands, which in turn can cause organizational paralysis (Pache and Santos 2010).

Autor fokuseerib eesmärgi:

This article, therefore, aims to investigate how professionals tasked with innovation can navigate institutional complexity in hybrid organizations without contesting the various institutionalized expectations about what constitutes appropriate and beneficial new ideas?

Institutsiooniteooria panus:

Institutional theory builds on the core premise that interests, identities, values, and assumptions of individuals and organizations are embedded within prevailing institutional logics (Thornton et al. 2012). These logics are defined as ‘socially constructed, historical patterns of material practices, assumptions, values, beliefs, and rules by which individuals produce and reproduce their material subsistence, organize time and space, and provide meaning to their social reality’ (Ocasio and Thornton 1999: 804 ).

Eeldused legitiimsuseks:

This is a rather straightforward connection: to project legitimacy, one must meet the demands for conformity exerted by dominant institutional referents. For instance, to be considered a legitimate scientist, one’s actions must conform to the institutional demands in academia (e.g. accuracy, transparency, and restrain) exerted by the epistemic community and specifically enforced by editors and reviewers (e.g. thorough reading of existing research, proper citation of other authors’ thoughts, transparent and unbiased analysis of genuine data, clear illustration of limitations and ignorance).

Professionaal siinse artikli tähenduses:

Professions are defined here as ‘exclusive occupational groups applying somewhat abstract knowledge to particular cases’ (Abbott 1988: 8). Professionals require a high amount of abstract knowledge acquired through extensive training to carry out their work.

Töötaja otsivad lahendusi:

Thereby, professionals employ subversion as a distinct form of legitimacy work (Abbott 1988; Suddaby et al. 2019): they try to establish workarounds to subvert dominant institutional demands present in their organization and hence dodge obstacles presented by institutional complexity, while maintaining both their professional legitimacy and convictions of quality (Tweedie and Holley 2016).

… juhid ei ole pealtvaatajad

Without any managerial effort, however, the potential for creativity provided by institutional multiplicity turns into severe pragmatic obstacles for professionals to maintain their legitimacy.

Lukas Vogelgsang (2022) ‘When creativity gets you fired—why professionals tasked with innovation employ subversion when facing competing institutional demands in hybrid organizations’, Journal of Professions and Organization , 2022;, joac004, https://doi.org/10.1093/jpo/joac004