From a new workplace to a New Way of Working: legitimizing organizational change

New Ways of Working; New Way of Working; NWoW; NWW; Organizational Change; Legitimation; Sociology of translation; Modernization; Change; Changement organisationnel; Changement managérial; Légitimation; NFO; Nouvelles formes d'organisation; Changement

Abstract :

[en] Several studies have recently documented projects of organizational transformation and modernization which, commonly clustered under the umbrella term “New Ways of Working” (NWoW), simultaneously entail material, technological, cultural and managerial dimensions. Academic contributions, however, have paid little attention to the mechanisms allowing such projects to progressively become legitimized in organizational discourses and practices. The paper aims to investigate the distinctive features of the legitimation process underlying the implementation of NWoW projects.

Research Center/Unit :

CRIS
LENTIC - Laboratoire d'Études sur les Nouvelles Formes de Travail, l'Innovation et le Changement - ULiège

Disciplines :

General management, entrepreneurship & organizational theory
Sociology & social sciences

Author, co-author :

Jemine, Grégory ; Université de Liège - ULiège > Département des sciences sociales > Département des sciences sociales

Dubois, Christophe ; Université de Liège - ULiège > Département des sciences sociales > Socio. proc. de gouv. et de digi. des orga. et des marchés

Pichault, François ; Université de Liège - ULiège > HEC Liège : UER > Gestion des ressources humaines

Language :

English

Title :

From a new workplace to a New Way of Working: legitimizing organizational change

Publication date :

2020

Journal title :

Qualitative Research in Organizations and Management

ISSN :

1746-5648

eISSN :

1746-5656

Publisher :

Emerald Group Publishing, United Kingdom

Volume :

Issue :

Pages :

257-278

Peer reviewed :

Peer Reviewed verified by ORBi

Available on ORBi :

since 27 June 2019

Statistics

Number of views

417 (111 by ULiège)

Number of downloads

394 (57 by ULiège)

More statistics

Scopus citations^®

Scopus citations^®
without self-citations

OpenCitations

OpenAlex citations

Bibliography

Abrahamson, E. (1996), “Management fashion”, The Academy of Management Review, Vol. 21 No. 1, pp. 254-285.
Ajzen, M., Donis, C. and Taskin, L. (2015), “Kaléidoscope des Nouvelles Formes d’Organisation du Travail: L’instrumentalisation stupide d’un idéal collaboratif et démocratique”, Gestion 2000, Vol. 32 No. 3, pp. 125-148.
Akrich, M., Callon, M. and Latour, B. (2002), “The key to success in innovation Part I: the art of interessement”, International Journal of Innovation Management, Vol. 22 No. 2, pp. 187-206.
Assarlind, M., Eriksson, H., Gremyr, I. and Jakobsson, T. (2013), “Adopting new ways of working in small and medium-sized enterprises: findings from interventions in 12 European companies”, Total Quality Management and Business Excellence, Vol. 24 No. 8, pp. 945-958.
Baane, R., Houtkamp, P. and Knotter, M. (2010), Het nieuwe werken ontrafeld. Over Bricks, Bytes and Behavior, Koninklijke Van Gorcum, Assen.
Bergström, O. and Diedrich, A. (2011), “Exercising social responsibility in downsizing: enrolling and mobilizing actors at a Swedish high-tech company”, Organization Studies, Vol. 32 No. 7, pp. 897-919.
Bijl, D.W. (2011), Journey Towards The New Way of Working. Creating Sustainable Performance and Joy at Work, Par CC, Zeewolde.
Blondeau, C. (2005), “Banque, assurance, bancassurance, assurfinance, lignes de partages: une spécificité française?”, Entreprises et histoire, Vol. 39 No. 2, pp. 91-114.
Brunia, S., De Been, I. and van der Voordt, T. (2016), “Accommodating new ways of working: lessons from best practices and worst cases”, Journal of Corporate Real Estate, Vol. 18 No. 1, pp. 30-47.
Callon, M. (1986), “Some elements of a sociology of translation: domestication of the scallops and the fishermen of St Brieuc Bay”, in Law, J. (Ed.), Power, Action and Belief: A New Sociology of Knowledge?, Routledge and Kegan Paul, London, pp. 196-229.
Callon, M. (1998), “An essay on framing and overflowing: economics externalities revisited by sociology”, The Sociological Review, Vol. 46 No. 1, pp. 244-269.
Callon, M. and Latour, B. (1981), “Unscrewing the big Leviathan: how actors macro-structure reality and how sociologists help them to do so”, in Knorr-Cetina, K. and Cicourel, A.V. (Eds), Advances in Social Theory and Methodology: Toward an Integration of Micro-and Macro-sociologies, Routledge, Boston, MA, pp. 276-303.
Callon, M. and Law, J. (1982), “On interests and their transformation: enrolment and counter-enrolment”, Social Studies of Science, Vol. 12 No. 4, pp. 615-625.
Crozier, M. and Friedberg, E. (1980), Actors and Systems: The Politics of Collective Action, The University of Chicago Press, Chicago.
Czarniawska, B. (1995), “Narration or science? Collapsing the division in organization studies”, Organization, Vol. 2 No. 1, pp. 11-33.
Czarniawska, B. (1996), “Travel of ideas”, in Sevón, G. and Czarniawska, B. (Eds), Translating Organizational Change, de Gruyter, Berlin, pp. 13-48.
Czarniawska, B. (2003), “Constructionism and organization studies”, in Westwood, R.I. and Clegg, S. (Eds), Debating Organization: Point-Counterpoint in Organization Studies, Blackwell, Malden, MA, pp. 128-139.
Dacin, M., Goodstein, J. and Scott, W. (2002), “Institutional theory and institutional change: introduction to the special research forum”, Academy of Management Journal, Vol. 45 No. 1, pp. 45-56.
De Bruyne, E. and Gerritse, D. (2018), “Exploring the future workplace: results of the futures forum study”, Facilities, Vol. 20 No. 3, pp. 196-213.
De Leede, J. (2017), New Ways of Working Practices: Antecedents and Outcomes, Emerald Group Publishing Limited, Bingley.
Demerouti, E., Derks, D., Ten Brummelhuis, L. and Bakker, A. (2014), “New ways of working: impact on working conditions, work-family balance, and well-being”, in Korunka, C. and Hoonakker, P. (Eds), The Impact of ICT on Quality of Working Life, Springer, Dordrecht, pp. 123-141.
Demers, C. (2007), Organizational Change Theories: A Synthesis, Sage, Thousand Oaks, CA.
Di Maggio, P. and Powell, W. (1983), “The iron cage revisited: institutional isomorphism and collective rationality in organizational fields”, American Sociological Review, Vol. 48 No. 2, pp. 147-160.
Donaldson, L. (2001), The Contingency Theory of Organizations, Sage, Thousand Oaks.
Dowling, J. and Pfeffer, J. (1975), “Organizational legitimacy: social values and organizational behaviour”, Pacific Sociological Review, Vol. 18 No. 1, pp. 122-136.
Garud, R., Hardy, C. and Maguire, S. (2007), “Institutional entrepreneurship as embedded agency: an introduction to the special issue”, Organization Studies, Vol. 28 No. 7, pp. 957-969.
Gates, B. and Rasmus, D. (2005), “Digital workstyle: the new world of work”, white paper.
Gerards, R., Grip, A. and Baudewijns, C. (2018), “Do new ways of working increase work engagement?”, Personnel Review, Vol. 47 No. 2, pp. 1-33.
Greenwood, R., Suddaby, R. and Hinings, C. (2002), “Theorizing change: the role of professional associations in the transformation of institutionalized fields”, The Academy of Management Journal, Vol. 45 No. 1, pp. 58-80.
Hansen, P. and Clausen, C. (2017), “Management concepts and the navigation of interessement devices: the key role of interessement devices in the creation of agency and the enablement of organizational change”, Journal of Change Management, Vol. 17 No. 4, pp. 344-366.
Hwang, H. and Colyvas, J. (2011), “Problematizing actors and institutions in institutional work”, Journal of Management Inquiry, Vol. 20 No. 1, pp. 62-66.
Kingma, S. (2018), “New ways of working (NWW): work space and cultural change in virtualizing organizations”, Culture and Organization, pp. 1-24, doi: 10.1080/14759551.2018.1427747.
Kok, A., Esten, R. and Helms, R. (2015), “Knowledge sharing in the new world of work: effects of the new way of working”, Journal of Information Technology Services, Vol. 14 No. 2, pp. 315-335.
Laihonen, H., Jääskeläinen, A., Lönnqvist, A. and Ruostela, J. (2012), “Measuring the productivity impacts of new ways of working”, Facilities, Vol. 35 No. 6, pp. 925-945.
Langley, A., Smallman, C., Tsoukas, H. and Van de Ven, A. (2013), “Process studies of change in organization and management: unveiling temporality, activity, and flow”, Academy of Management Journal, Vol. 56 No. 1, pp. 1-13.
Law, J. and Callon, M. (1988), “Engineering and sociology in a military aircraft project: a network analysis of technological change”, Social Problems, Vol. 35 No. 3, pp. 284-297.
Lawrence, T. and Suddaby, R. (2006), “Institutions and institutional work”, in Clegg, S., Hardy, C., Lawrence, T. and Nord, W. (Eds), Handbook of Organization Studies, Sage, London, pp. 215-254.
Leca, B., Gond, J., Déjean, F. and Huault, I. (2006), “Institutional entrepreneurs as competing translators: a comparative study in an emerging activity”, paper presented at the XVeme Conference Internationale de Management Stratégique, Genève, June 13-16.
Lounsbury, M. (2008), “Institutional rationality and practice variation: new directions in the institutional analysis of practice”, Accounting, Organizations and Society, Vol. 33 Nos 4-5, pp. 349-361.
Mintzberg, H. (1979), The Structuring of Organizations, Prentice-Hall, Englewood Cliffs, NJ.
Nubiola, J. (2005), “Abduction or the logic of surprise”, Semiotica, Vol. 153 Nos 1-4, pp. 117-130.
O’Mahoney, J., O’Mahoney, H. and Al-Amoudi, I. (2017), “How can the loggerhead sea-turtle survive? Exploring the journeys of the Caretta caretta using ANT and critical realism”, Organization, Vol. 24 No. 6, pp. 781-799.
Pedersen, J. and Dobbin, F. (2006), “In search of identity and legitimation”, American Behavioral Scientist, Vol. 49 No. 7, pp. 897-907.
Perkmann, M. and Spicer, A. (2008), “How are management fashions institutionalized? The role of institutional work”, Human Relations, Vol. 61 No. 6, pp. 811-844.
Peters, P., Poutsma, E., van der Heijden, B., Bakker, A. and De Bruijn, T. (2014), “Enjoying new ways to work: an HRM-process approach to study flow”, Human Resource Management, Vol. 53 No. 2, pp. 271-290.
Salancik, G. and Pfeffer, J. (1977), “Who gets power and how they hold on to it: a strategic contingency model of power”, Organizational Dynamics, Vol. 5 No. 3, pp. 3-21.
Sarker, S., Sarker, S. and Sidorova, A. (2006), “Understanding business process change failure: an actor-network perspective”, Journal of Management Information Systems, Vol. 23 No. 1, pp. 51-86.
Sewell, G. and Taskin, L. (2015), “Out of sight, out of mind in a new world of work? Autonomy, control, and spatiotemporal scaling in telework”, Organization Studies, Vol. 36 No. 11, pp. 1507-1529.
Suchman, M. (1995), “Managing legitimacy: strategic and institutional approaches”, The Academy of Management Review, Vol. 20 No. 3, pp. 571-610.
Ten Brummelhuis, L., Bakker, A., Hetland, J. and Keulemans, L. (2012), “Do new ways of working foster work engagement?”, Psicothema, Vol. 24 No. 1, pp. 113-120.
Veldhoen, E. (2005), The Art of Working, Academic Service, Den Haag.
Vink, P., Blok, M., Formanoy, M., de Korte, E. and Groenesteijn, L. (2012), “The effects of new ways of work in the Netherlands: national data and a case study”, Work, Vol. 41, Supplement 1, pp. 5081-5085.
Weick, K. (1979), The Social Psychology of Organizing, McGraw-Hill Humanities, Columbus, OH.
Yin, R.K. (2011), Applications of Case Study Research, Sage, Thousand Oaks.
Zietsma, C. and Lawrence, T. (2010), “Institutional work in the transformation of an organizational field: the interplay of boundary work and practice work”, Administrative Science Quarterly, Vol. 55 No. 2, pp. 189-221.