Change in organization - emerging situations, character and praxis

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dc.contributor Aalto-yliopisto fi
dc.contributor Aalto University en
dc.contributor.advisor Lamberg, Juha-Antti, Prof.
dc.contributor.author Keränen, Tapio
dc.date.accessioned 2012-08-28T11:34:23Z
dc.date.available 2012-08-28T11:34:23Z
dc.date.issued 2010
dc.identifier.isbn 978-952-248-112-2 (electronic)
dc.identifier.isbn 978-952-248-111-5 (printed) #8195;
dc.identifier.issn 1797-2515
dc.identifier.uri https://aaltodoc.aalto.fi/handle/123456789/4834
dc.description.abstract The purpose of this study is to analyze how change is constructed by local actions and interactions of an organization. Drawing on critical realism and assuming organizational change to be a practical and social performance, a mediating entity - organizational character - is postulated to account for relationship between structure, agency, and action. The empirical study addresses local transformation and organizational character through analyzing events that are related to the development of service business in the context of a large energy company. In the empirical study, the organizational character in context consists of prudence, and of the pursuit of technical excellence and operational efficiency. Prudence is an action disposition in context when encountering new situations. The pursuit of technical excellence was a result of the past construction era. The pursuit of operational efficiency is a typical characteristic in an industry context. Three modes of praxis were identified: the habitual mode of praxis consists of fragmentizing and ensuring, and is aimed at operational efficiency for maintaining the organization; the transformative mode is directed toward the future and consists of envisioning the future and searching for new alternatives; and the contingent mode entails judgments to cope with current problems in the present and is characterized by improvisation. The integration of the relationships identified in the empirical study results in a model of local change. The local changes continuously and recursively construct outcomes of praxis that result in new configurations. In emerging and evolving situations new actions become necessary. Human agents engage in creative and transformative actions that are affected by the organizational character. Organizational character, in the context of this study, overshadows creative and transformative capacities of human agents but does not prevent local changes to the context. With regard to the practical outcomes of the study, a suggestion for the management of organizational change is that attention must be paid to internalized action dispositions in which the organization, human agents, and social consciousness about context and action, are intertwined. en
dc.format.extent Verkkokirja (2349 KB, 225 s.)
dc.format.mimetype application/pdf
dc.language.iso en en
dc.publisher Aalto-yliopiston teknillinen korkeakoulu en
dc.relation.ispartofseries Helsinki University of Technology, Department of Industrial Engineering and Management doctoral dissertation series, 2010/12 en
dc.subject.other Organisations, Corporations
dc.subject.other Psychology
dc.subject.other Management
dc.title Change in organization - emerging situations, character and praxis en
dc.type G4 Monografiaväitöskirja fi
dc.contributor.school Aalto-yliopiston teknillinen korkeakoulu fi
dc.contributor.department Tuotantotalouden laitos fi
dc.contributor.department Department of Industrial Engineering and Management en
dc.subject.keyword organizational character en
dc.subject.keyword praxis en
dc.subject.keyword local transformation en
dc.subject.keyword critical realism en
dc.identifier.urn URN:ISBN:978-952-248-112-2
dc.type.dcmitype text en
dc.type.ontasot Väitöskirja (monografia) fi
dc.type.ontasot Doctoral dissertation (monograph) en
dc.contributor.supervisor Artto, Karlos, Prof.


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