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  • 1.
    Ekman, Marianne
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.).
    Huzzard, Tony
    Developmental magic? Two takes on a dialogue conference2007In: Journal of Organizational Change Management, ISSN 0953-4814, E-ISSN 1758-7816, Vol. 20, no 1, p. 8-25Article in journal (Refereed)
    Abstract [en]

    Purpose - This paper draws on the metaphor of magic to explore the role of dialogue conferences and subsequent activities as a tool for organizational development and change. The metaphor is introduced and elaborated as a means of allowing critical reflection on action research projects. Design/methodology/approach - In the empirical setting of a change project in a regional health authority in Sweden, researchers designed and facilitated a development coalition for introducing integrated care. This required an action research intervention that supported the establishment of new relationships and developmental practices across both organizational and professional boundaries. Findings - The unfolding of developmental processes set in train by dialogue conferences are shown as being a dynamic process of magic underpinned by the principles of democratic dialogue. Originality/value - By drawing attention to the three keywords of development, participation and dialogue three sites have been identified for critical reflection and reflexivity in action research. Magic is argued as an activity wherein the seemingly impossible is made to happen in these areas; equally it can be an activity of simple illusion whereby appearance is at odds with reality.

  • 2. Kira, Mari
    et al.
    Forslin, Jan
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.).
    Seeking regenerative work in the post-bureaucratic transition2008In: Journal of Organizational Change Management, ISSN 0953-4814, E-ISSN 1758-7816, Vol. 21, no 1, p. 76-91Article in journal (Refereed)
    Abstract [en]

    Purpose - This aim of the paper is to explore regenerative work supporting employees' personal development and, thus, sustainable coping capacity in the post-bureaucratic transition. Design/methodology/approach - A comprehensive literature review was carried out to build a theoretical framework on regenerative work. Two case studies with an interpretative, action research approach provide empirical examples. Qualitative semi-structured interviews and participative observations were carried out. Findings - The case studies indicate that the regenerative potential of work is threatened by the unbalanced nature of the post-bureaucratic transition. Confined bureaucratic work is changing into more complex and boundaryless post-bureaucratic work. However, organizational practices are still founded on the bureaucratic mentality emphasizing impersonality, pre-planning, and rigid top-down use of power. Post-bureaucratic work realities exist in bureaucratic work organizations; the clashes between the two mentalities lead to human resources consumption rather than their regeneration. Research limitations/implications - As the paper is founded on only two case studies, further research should be carried out on the inconsistencies between the nature of work and organizational practices regulating work. Practical implications - The paper outlines alternative post-bureaucratic approaches to organizing, post-bureaucratic organizational values and structures are depicted, employees' autonomy and interconnectedness are discussed as the elements of a post-bureaucratic organization. Originality/value - It is shown how the post-bureaucratic transition proceeds in an unbalanced manner such that daily work activities are more influenced by the post-bureaucratic approach while the solutions for organizing still rely on the bureaucratic mentality. The proposed theoretical model on regenerative work outlines the kind of work experiences leading to employees' sustainable well-being.

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