Convenors:

 

 

Ricardo Pimentel

Associate Professor at the Higher Institute of Administration and Economics, ISAE, Paraná, Brazil.

pimentel.ric@uol.com.br

 

Marcio Cassandre

Associate Professor at the Departament of Administration, State University of Maringa  PPA/UEM – Brazil.

mpcassandre@uem.br

 

Bente Elkjær

Professor at the Danish School of Education, Aarhus University, Copenhagen, Denmark.

elkjaer@edu.au.dk

 

 

Call for Papers

 

            In this sub-theme, we explore different forms of resilience as socio-material practices in a non-representational perspective (Rouse, 2007; Nicolini 2013; Schatzki, 2006; 2012; 2015; Sannino, Daniels and Gutiérrez, 2009; Engeström, 1987; 2001; Sandberg & Tsoukas, 2011; Dall’alba & Sandberg, 2014). Examples could be interventions on how enterprises may deal with waste for sustainability and survival; it could be to look at how enterprises create learning practices for it to recruit and induct many new employees and still maintain resilient working practices; and it could be looking at organizational changes considering passions and tensions as paving the way for continuous learning (Pimentel, 2015; Cassandre, Senger & Pereira-Querol, 2016; Pimentel, Nogueira & Elkjaer, 2017). These are just examples, and many more could be mentioned. The idea is to connect resilience in its many expressions and related to different concrete working practices and to explore these as different processes and ways to create resilience in order for us to see the variety of the meaning of resilience related to different organization studies.

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            Resilience has been addressed at the individual and community level, emphasizing aspects such as adaptability to external changes, dynamic capacities, resources management and outcomes, apart from institutionalism and the emphasis on isomorphism and the large scale research on population ecology of organizations (Roth, 1996; Hamel & Valikangas, 2003; Dalziel & Mcmanus, 2004; Gittel, Cameron & Lin, 2005; Vieira, 2006; Langvardt, 2007; Sachuk & Cangussu, 2008; Burnard & Bhamra,  2011;  Lengnick-Hall, Beck, & Lengnick-Hall, 2011).

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            However, it is not well explored as socio-material practices in enterprises. Then, we wish to connect actual organizational socio-material practices with wider social theories on the social sciences as we find them in e.g. practice-theory, pragmatism and activity-theory as well as actor-network theory. The proposed approach values studies that seek to bridge these discussions, and consider that the approach of practice can shed light on resilience as an element in continuous (re-)construction.

 

Questions.

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If resilience is a practice, how can it be described and understood? How do the different theories of practice focus on their role in the constitution of social organization? What role resilience plays in the practice approach? How does one go about resilience taking the practice as unit of analysis? What aspects of resilience are possible to reveal with a practice-based approach that other approaches do not capture? We invite all submissions to reflect on these questions and others related.

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In this sense, we invite authors to submit papers about organizations in their diverse conceptions as a social, concrete, historical and dialectical phenomenon, proposing analysis of theories, methodologies, methods and research techniques of the various areas of knowledge and of those who present experiences based on a reflexive, expansive and engaged, making the confrontation of the dichotomy between the subject who thinks and who executes the practices.

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References.

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• Burnard, K. & Bhamra, R. Organisational resilience: development of a conceptual framework for organisational responses. International Journal of Production Research, v. 49, n. 18, p. 5581-5599, 2011.

• Cassandre, M. P.; Senger, C. M. & Pereira-Querol, M.A (2016). Contributions of the Activity Theory to Analyze Disturbances in Organizations. European Group on Organizational Studies (EGOS 2016). Naples, Italy.

• Dall’Alba, G. & Sandberg, J. A (2014) Phenomenological Perspective on Researching Work and Learning. In: Billet, S. et. al. (eds.) International Handbook of Research in Professional and Practice-based Learning. Springer Science.

• Dalziell, E. P., & McManus, S.T. (2004). Resilience, vulnerability, and adaptive capacity: implications for system performance. International Forum for Engineering Decision Making (IFED), University of Canterbury, Christchurch.

• Engeström, Y. (1987). Learning by expanding. Helsinki: Orienta-Konsultit Ou.

• Engeström, Y. (2001). Expansive learning at work: Toward an activity theoretical reconceptualization. Journal of education and work, 14(1), 133-156.

• Gittel, J. H.; Camerom, K. & Lim, S. (2006) Relationships, layoffs and organizational resilience: airline industry responses to September 11. Journal of Applied Behavioral Science, 42(3), p. 300-329.

• Hamel, G., & Valikangas, L. (2003). The quest for resilience. Harvard Business Review, 81(9), 52-65.

• Langvardt, G. D. (2007). Resilience and commitment to change: a case study of a nonprofit organization. Dissertation, Minneapolis: Capella University.

• Lengnick-Hall, C. A., Beck, T. E., & Lengnick-Hall, M. L. (2011). Developing a capacity for organizational resilience through strategic human resource management. Human Resource Management Review, 21(3), 243-255.

• Nicolini, D. (2013) Practice, Theory, Work and organization – an introduction. Oxford university Press.

• Pimentel, R. Group learning: the construction of the intelligibility of the management practice of a educational organization. (Doctoral dissertation). Organizations and Changing Research. Master and Doctoral Programme. Universidade Positivo, Curitiba, Brazil.

• Pimentel, R.; Nogueira, E. E. S. & Elkjær, B. (2017, forthcoming). Group learning, practice theory, phenomenology and ethnography: Unveiling an unseen organizational phenomenon. European Group on Organizational Studies (EGOS 2017), Copenhagen, Denmark.

• Roth, A. V. (1996). Achieving strategic agility through economies of knowledge. Strategy & Leadership, 24(2), 30-37.

• Rouse, J. Social practices and normativity. Philosophy of the Social Sciences. 37(1), p. 46-56

• Sachuk, M. I. & Cangussu, E. (2008) Apontamentos iniciais sobre o conceito de resiliência. Serviço Social em Revista, 11(1).

• Sandberg, J. & Tsoukas, H. (2011) Grasping the logic of practice: Theorizing through practical rationality. Academy of Management Review, 36, p. 338-360.

• Sannino, A.; Daniels, H. & Gutierrez, K. D. (eds.) (2009). Learning and Expanding with Activity Theory. Cambridge University Press.

• Schatzki, T. R. (2006) On Organizations as they happen. Organizations Studies. 27(12), p.1863–1873.

• Schatzki, T. R. (2012) A Primer on Practices. In: J. Higgs et. al.., (eds.), Practice-Based Education: Perspectives and Strategies, Sense Publishers.

• Schatzki, T. R. (2015) Practices, governance and sustainability. In: Strengers, Y. & Maller, C. (eds.), Social Practices, Intervention and Sustainability: beyond behaviour change, Routledge.

• Vieira, L. (2006). A nova ordem da resiliência. HSM Management Update, 38, 1-3.