沟通归属感?组织变革研究的双重民族志

IF 0.9 Q4 MANAGEMENT
Ivana Crestani, J. Taylor
{"title":"沟通归属感?组织变革研究的双重民族志","authors":"Ivana Crestani, J. Taylor","doi":"10.1108/JOE-01-2019-0004","DOIUrl":null,"url":null,"abstract":"PurposeThis duoethnography explores feelings of belonging that emerged as being relevant to the participants of a doctoral organisational change study. It challenges the prolific change management models that inadvertently encourage anti-belonging.Design/methodology/approachA change management practitioner and her doctoral supervisor share their dialogic reflections and reflexivity on the case study to open new conversations and raise questions about how communicating belonging enhances practice. They draw on Ubuntu philosophy (Tutu, 1999) to enrich Pinar's currere (1975) for understandings of belonging, interconnectedness, humanity and transformation.FindingsThe authors show how dialogic practice in giving employees a voice, communicating honestly, using inclusive language and affirmation contribute to a stronger sense of belonging. Suppressing the need for belonging can deepen a communication shadow and create employee resistance and alienation. Sharing in each other's personal transformation, the authors assist others in better understanding the feelings of belonging in organisational change.Practical implicationsPractitioners will need to challenge change initiatives that ignore belonging. This requires thinking of people as relationships, rather than as numbers or costs, communicating dialogically, taking care with language in communicating changes and facilitating employees to be active participants where they feel supported.Originality/valueFor both practice and academy, this duoethnography highlights a need for greater humanity in change management practices. This requires increasing the awareness and understanding of an interconnectedness that lies at the essence of belonging or Ubuntu (Tutu, 1999).","PeriodicalId":44924,"journal":{"name":"Journal of Organizational Ethnography","volume":null,"pages":null},"PeriodicalIF":0.9000,"publicationDate":"2021-03-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"2","resultStr":"{\"title\":\"Communicate belonging? Duoethnography of an organisational change study\",\"authors\":\"Ivana Crestani, J. Taylor\",\"doi\":\"10.1108/JOE-01-2019-0004\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"PurposeThis duoethnography explores feelings of belonging that emerged as being relevant to the participants of a doctoral organisational change study. It challenges the prolific change management models that inadvertently encourage anti-belonging.Design/methodology/approachA change management practitioner and her doctoral supervisor share their dialogic reflections and reflexivity on the case study to open new conversations and raise questions about how communicating belonging enhances practice. They draw on Ubuntu philosophy (Tutu, 1999) to enrich Pinar's currere (1975) for understandings of belonging, interconnectedness, humanity and transformation.FindingsThe authors show how dialogic practice in giving employees a voice, communicating honestly, using inclusive language and affirmation contribute to a stronger sense of belonging. Suppressing the need for belonging can deepen a communication shadow and create employee resistance and alienation. Sharing in each other's personal transformation, the authors assist others in better understanding the feelings of belonging in organisational change.Practical implicationsPractitioners will need to challenge change initiatives that ignore belonging. This requires thinking of people as relationships, rather than as numbers or costs, communicating dialogically, taking care with language in communicating changes and facilitating employees to be active participants where they feel supported.Originality/valueFor both practice and academy, this duoethnography highlights a need for greater humanity in change management practices. This requires increasing the awareness and understanding of an interconnectedness that lies at the essence of belonging or Ubuntu (Tutu, 1999).\",\"PeriodicalId\":44924,\"journal\":{\"name\":\"Journal of Organizational Ethnography\",\"volume\":null,\"pages\":null},\"PeriodicalIF\":0.9000,\"publicationDate\":\"2021-03-10\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"\",\"citationCount\":\"2\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"Journal of Organizational Ethnography\",\"FirstCategoryId\":\"1085\",\"ListUrlMain\":\"https://doi.org/10.1108/JOE-01-2019-0004\",\"RegionNum\":0,\"RegionCategory\":null,\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"Q4\",\"JCRName\":\"MANAGEMENT\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"Journal of Organizational Ethnography","FirstCategoryId":"1085","ListUrlMain":"https://doi.org/10.1108/JOE-01-2019-0004","RegionNum":0,"RegionCategory":null,"ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q4","JCRName":"MANAGEMENT","Score":null,"Total":0}
引用次数: 2

摘要

目的:本多民族志探讨了与博士组织变革研究参与者相关的归属感。它挑战了无意中鼓励反归属感的多产变革管理模式。设计/方法/方法一位变革管理实践者和她的博士生导师分享他们对案例研究的对话和反思,以开启新的对话,并提出关于沟通归属感如何促进实践的问题。他们借鉴了Ubuntu哲学(Tutu, 1999)来丰富Pinar的曲线(1975),以理解归属、相互联系、人性和转变。研究结果表明,给员工发声的对话实践、诚实沟通、使用包容性语言和肯定有助于增强归属感。压抑归属感的需要会加深沟通的阴影,造成员工的抗拒和疏离。作者分享彼此的个人转变,帮助他人更好地理解组织变革中的归属感。实践意义实践者将需要挑战忽视归属的变更计划。这需要将人视为关系,而不是数字或成本,对话沟通,在沟通变化时注意语言,并在员工感到支持的情况下促进他们成为积极的参与者。原创性/价值对于实践和学术界来说,这多民族志都强调了在变革管理实践中需要更大的人性。这需要提高对归属感或Ubuntu本质上的相互联系的认识和理解(Tutu, 1999)。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
Communicate belonging? Duoethnography of an organisational change study
PurposeThis duoethnography explores feelings of belonging that emerged as being relevant to the participants of a doctoral organisational change study. It challenges the prolific change management models that inadvertently encourage anti-belonging.Design/methodology/approachA change management practitioner and her doctoral supervisor share their dialogic reflections and reflexivity on the case study to open new conversations and raise questions about how communicating belonging enhances practice. They draw on Ubuntu philosophy (Tutu, 1999) to enrich Pinar's currere (1975) for understandings of belonging, interconnectedness, humanity and transformation.FindingsThe authors show how dialogic practice in giving employees a voice, communicating honestly, using inclusive language and affirmation contribute to a stronger sense of belonging. Suppressing the need for belonging can deepen a communication shadow and create employee resistance and alienation. Sharing in each other's personal transformation, the authors assist others in better understanding the feelings of belonging in organisational change.Practical implicationsPractitioners will need to challenge change initiatives that ignore belonging. This requires thinking of people as relationships, rather than as numbers or costs, communicating dialogically, taking care with language in communicating changes and facilitating employees to be active participants where they feel supported.Originality/valueFor both practice and academy, this duoethnography highlights a need for greater humanity in change management practices. This requires increasing the awareness and understanding of an interconnectedness that lies at the essence of belonging or Ubuntu (Tutu, 1999).
求助全文
通过发布文献求助,成功后即可免费获取论文全文。 去求助
来源期刊
CiteScore
1.90
自引率
37.50%
发文量
17
期刊介绍: The Journal of Organizational Ethnography (JOE) has been launched to provide an opportunity for scholars, from all social and management science disciplines, to publish over two issues: -high-quality articles from original ethnographic research that contribute to the current and future development of qualitative intellectual knowledge and understanding of the nature of public and private sector work, organization and management -review articles examining the history and development of the contribution of ethnography to qualitative research in social, organization and management studies -articles examining the intellectual, pedagogical and practical use-value of ethnography in organization and management research, management education and management practice, or which extend, critique or challenge past and current theoretical and empirical knowledge claims within one or more of these areas of interest -articles on ethnographically informed research relating to the concepts of organization and organizing in any other wider social and cultural contexts.
×
引用
GB/T 7714-2015
复制
MLA
复制
APA
复制
导出至
BibTeX EndNote RefMan NoteFirst NoteExpress
×
提示
您的信息不完整,为了账户安全,请先补充。
现在去补充
×
提示
您因"违规操作"
具体请查看互助需知
我知道了
×
提示
确定
请完成安全验证×
copy
已复制链接
快去分享给好友吧!
我知道了
右上角分享
点击右上角分享
0
联系我们:info@booksci.cn Book学术提供免费学术资源搜索服务,方便国内外学者检索中英文文献。致力于提供最便捷和优质的服务体验。 Copyright © 2023 布克学术 All rights reserved.
京ICP备2023020795号-1
ghs 京公网安备 11010802042870号
Book学术文献互助
Book学术文献互助群
群 号:481959085
Book学术官方微信