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Karunakaran A, Orlikowski WJ, Scott SV. Crowd-Based Accountability: Examining How Social Media Commentary Reconfigures Organizational Accountability. Organization Science 2021. [DOI: 10.1287/orsc.2021.1546] [Citation(s) in RCA: 5] [Impact Index Per Article: 1.7] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/20/2022]
Abstract
Organizational accountability is considered critical to organizations’ sustained performance and survival. Prior research examines the structural and rhetorical responses that organizations use to manage accountability pressures from different constituents. With the emergence of social media, accountability pressures shift from the relatively clear and well-specified demands of identifiable stakeholders to the unclear and unspecified concerns of a pseudonymous crowd. This is further exacerbated by the public visibility of social media, materializing as a stream of online commentary for a distributed audience. In such conditions, the established structural and rhetorical responses of organizations become less effective for addressing accountability pressures. We conducted a multisite comparative study to examine how organizations in two service sectors (emergency response and hospitality) respond to accountability pressures manifesting as social media commentary on two platforms (Twitter and TripAdvisor). We find organizations responding online to social media commentary while also enacting changes to their practices that recalibrate risk, redeploy resources, and redefine service. These changes produce a diffractive reactivity that reconfigures the meanings, activities, relations, and outcomes of service work as well as the boundaries of organizational accountability. We synthesize these findings in a model of crowd-based accountability and discuss the contributions of this study to research on accountability and organizing in the social media era.
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Affiliation(s)
- Arvind Karunakaran
- Desautels Faculty of Management, Strategy & Organization, McGill University, Montreal, Quebec H3A 1G5, Canada
| | - Wanda J. Orlikowski
- Sloan School of Management, Information Technology and Organization Studies, Massachusetts Institute of Technology, Cambridge, Massachusetts 02142
| | - Susan V. Scott
- Information Systems Faculty, Department of Management, The London School of Economics and Political Science, London, WC2A 2AE, United Kingdom
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Abstract
In this essay, I begin with the premise that everyday organizing is inextricably bound up with materiality and contend that this relationship is inadequately reflected in organizational studies that tend to ignore it, take it for granted, or treat it as a special case. The result is an understanding of organizing and its conditions and consequences that is necessarily limited. I then argue for an alternative approach, one that posits the constitutive entanglement of the social and the material in everyday life. I draw on some empirical examples to help ground and illustrate this approach in practice and conclude by suggesting that a reconfiguration of our conventional assumptions and considerations of materiality will help us more effectively recognize and understand the multiple, emergent, and shifting sociomaterial assemblages entailed in contemporary organizing.
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Orlikowski WJ, Scott SV. What Happens When Evaluation Goes Online? Exploring Apparatuses of Valuation in the Travel Sector. Organization Science 2014. [DOI: 10.1287/orsc.2013.0877] [Citation(s) in RCA: 199] [Impact Index Per Article: 19.9] [Reference Citation Analysis] [What about the content of this article? (0)] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/20/2022]
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Mazmanian M, Orlikowski WJ, Yates J. The Autonomy Paradox: The Implications of Mobile Email Devices for Knowledge Professionals. Organization Science 2013. [DOI: 10.1287/orsc.1120.0806] [Citation(s) in RCA: 449] [Impact Index Per Article: 40.8] [Reference Citation Analysis] [What about the content of this article? (0)] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/20/2022]
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Carlile PR, Nicolini D, Langley A, Tsoukas H, Barad K, Orlikowski WJ, Suchman L. Organisation Studies. Organization Studies 2010. [DOI: 10.1177/0170840610394099] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/16/2022]
Affiliation(s)
| | | | | | | | - Karen Barad
- Feminist Studies, Philosophy, and History of Consciousness, University of California at Santa Cruz, USA
| | - Wanda J. Orlikowski
- The Eaton-Peabody Professor of Communication Sciences and Professor of Information Technologies and Organization Studies, Sloan School of Management, MIT, USA
| | - Lucy Suchman
- Professor of Anthropology of Science and Technology, Department of Sociology and Co-Director, Centre for Science Studies, Lancaster University, UK
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Schultze U, Orlikowski WJ. Research Commentary—Virtual Worlds: A Performative Perspective on Globally Distributed, Immersive Work. Information Systems Research 2010. [DOI: 10.1287/isre.1100.0321] [Citation(s) in RCA: 65] [Impact Index Per Article: 4.6] [Reference Citation Analysis] [What about the content of this article? (0)] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/20/2022]
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Carlile PR, Nicolini D, Langley A, Tsoukas H, Barad K, Orlikowski WJ, Suchman L. Organization Studies. Organization Studies 2010. [DOI: 10.1177/0170840610389979] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Affiliation(s)
| | | | | | | | | | | | - Lucy Suchman
- Department of Sociology, Centre for Science Studies, Lancaster University, UK
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Carlile PR, Nicolini D, Langley A, Tsoukas H, Barad K, Orlikowski WJ, Suchman L. Organization Studies. Organization Studies 2010. [DOI: 10.1177/0170840610379078] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Affiliation(s)
| | | | | | | | - Karen Barad
- Philosophy, and History of Consciousness, University
of California at Santa Cruz, USA
| | | | - Lucy Suchman
- Department of Sociology and Co-Director, Centre for
Science Studies, Lancaster University, UK
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Ancona D, Malone TW, Orlikowski WJ, Senge PM. In praise of the incomplete leader. Harv Bus Rev 2007; 85:92-100, 156. [PMID: 17345683] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [MESH Headings] [Subscribe] [Scholar Register] [Indexed: 05/14/2023]
Abstract
Today's top executives are expected to do everything right, from coming up with solutions to unfathomably complex problems to having the charisma and prescience to rally stakeholders around a perfect vision of the future. But no one leader can be all things to all people. It's time to end the myth of the complete leader, say the authors. Those at the top must come to understand their weaknesses as well as their strengths. Only by embracing the ways in which they are incomplete can leaders fill in the gaps in their knowledge with others' skills. The incomplete leader has the confidence and humility to recognize unique talents and perspectives throughout the organization--and to let those qualities shine. The authors' work studying leadership over the past six years has led them to develop a framework of distributed leadership. Within that model, leadership consists of four capabilities: sensemaking, relating, "visioning," and inventing. Sensemaking involves understanding and mapping the context in which a company and its people operate. A leader skilled in this area can quickly identify the complexities of a given situation and explain them to others. The second capability, relating, means being able to build trusting relationships with others through inquiring (listening with intention), advocating (explaining one's own point of view), and connecting (establishing a network of allies who can help a leader accomplish his or her goals). Visioning, the third capability, means coming up with a compelling image of the future. It is a collaborative process that articulates what the members of an organization want to create. Finally, inventing involves developing new ways to bring that vision to life. Rarely will a single person be skilled in all four areas. That's why it's critical that leaders find others who can offset their limitations and complement their strengths. Those who don't will not only bear the burden of leadership alone but will find themselves at the helm of an unbalanced ship.
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Affiliation(s)
- Deborah Ancona
- MIT Sloan School of Management, MIT Leadership Center, Cambridge, Massachusetts, USA
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Kellogg KC, Orlikowski WJ, Yates J. Life in the Trading Zone: Structuring Coordination Across Boundaries in Postbureaucratic Organizations. Organization Science 2006. [DOI: 10.1287/orsc.1050.0157] [Citation(s) in RCA: 449] [Impact Index Per Article: 24.9] [Reference Citation Analysis] [What about the content of this article? (0)] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/20/2022]
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Schultze U, Orlikowski WJ. A Practice Perspective on Technology-Mediated Network Relations: The Use of Internet-Based Self-Serve Technologies. Information Systems Research 2004. [DOI: 10.1287/isre.1030.0016] [Citation(s) in RCA: 203] [Impact Index Per Article: 10.2] [Reference Citation Analysis] [What about the content of this article? (0)] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/20/2022]
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Orlikowski WJ, Iacono CS. Research Commentary: Desperately Seeking the “IT” in IT Research—A Call to Theorizing the IT Artifact. Information Systems Research 2001. [DOI: 10.1287/isre.12.2.121.9700] [Citation(s) in RCA: 1144] [Impact Index Per Article: 49.7] [Reference Citation Analysis] [What about the content of this article? (0)] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/20/2022]
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Orlikowski WJ, Barley SR. Technology and Institutions: What Can Research on Information Technology and Research on Organizations Learn from Each Other? MIS QUART 2001. [DOI: 10.2307/3250927] [Citation(s) in RCA: 560] [Impact Index Per Article: 24.3] [Reference Citation Analysis] [What about the content of this article? (0)] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/10/2022]
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Yates J, Orlikowski WJ, Okamura K. Explicit and Implicit Structuring of Genres in Electronic Communication: Reinforcement and Change of Social Interaction. Organization Science 1999. [DOI: 10.1287/orsc.10.1.83] [Citation(s) in RCA: 149] [Impact Index Per Article: 6.0] [Reference Citation Analysis] [What about the content of this article? (0)] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/20/2022]
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Orlikowski WJ, Yates J, Okamura K, Fujimoto M. Shaping Electronic Communication: The Metastructuring of Technology in the Context of Use. Organization Science 1995. [DOI: 10.1287/orsc.6.4.423] [Citation(s) in RCA: 335] [Impact Index Per Article: 11.6] [Reference Citation Analysis] [What about the content of this article? (0)] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/20/2022]
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Beath CM, Orlikowski WJ. The Contradictory Structure of Systems Development Methodologies: Deconstructing the IS-User Relationship in Information Engineering. Information Systems Research 1994. [DOI: 10.1287/isre.5.4.350] [Citation(s) in RCA: 102] [Impact Index Per Article: 3.4] [Reference Citation Analysis] [What about the content of this article? (0)] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/20/2022]
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Abstract
In this article, we build on and extend research into the cognitions and values of users and designers by proposing a systematic approach for examining the underlying assumptions, expectations, and knowledge that people have about technology. Such interpretations of technology (which we call technological frames) are central to understanding technological development, use, and change in organizations. We suggest that where the technological frames of key groups in organizations—such as managers, technologists, and users— are significantly different, difficulties and conflict around the development, use, and change of technology may result. We use the findings of an empirical study to illustrate how the nature, value, and use of a groupware technology were interpreted by various organizational stakeholders, resulting in outcomes that deviated from those expected. We argue that technological frames offer an interesting and useful analytic perspective for explaining an anticipating actions and meanings that are not easily obtained with other theoretical lenses.
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Orlikowski WJ, Baroudi JJ. Studying Information Technology in Organizations: Research Approaches and Assumptions. Information Systems Research 1991. [DOI: 10.1287/isre.2.1.1] [Citation(s) in RCA: 1185] [Impact Index Per Article: 35.9] [Reference Citation Analysis] [What about the content of this article? (0)] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/20/2022]
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Orlikowski WJ. Integrated information environment or matrix of control? The contradictory implications of information technology. ACTA ACUST UNITED AC 1991. [DOI: 10.1016/0959-8022(91)90011-3] [Citation(s) in RCA: 223] [Impact Index Per Article: 6.8] [Reference Citation Analysis] [What about the content of this article? (0)] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/29/2022]
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