Skip to main content Accessibility help
×
Hostname: page-component-586b7cd67f-2brh9 Total loading time: 0 Render date: 2024-11-23T05:07:58.175Z Has data issue: false hasContentIssue false

7 - Future Work

Toward a Practice Perspective

from Part II - Re-orienting Critique in Organization Studies? Exploring Jointly Time and Politics

Published online by Cambridge University Press:  22 June 2023

François-Xavier de Vaujany
Affiliation:
Universite Paris Dauphine-PSL
Robin Holt
Affiliation:
Copenhagen Business School
Albane Grandazzi
Affiliation:
Grenoble Ecole de Management
Get access

Summary

In the ‘future of work’ in particular and organizations more generally, the future is a ubiquitous companion and serves as a key point of orientation for actions. However, at the same time, the future is elusive, as its open-endedness undermines attempts to fully predict and ‘manage’, but also examine this temporal mode. In response to the intricate challenge of exploring the role of the future in organizations, we argue that practice theory can help us gain a deeper understanding of how organizational actors engage with the future. By revisiting key principles of practice theory and their relationships with time and the future, we propose to explore ‘future work’, i.e., the situationally enacted, performative, heterogeneous, and relationally entwined bundle of practices through which organizational actors engage with events that are to come. We conclude by discussing the implications of gaining a practice-based understanding of the future in organizations and suggest avenues for future research.

Type
Chapter
Information
Organization as Time
Technology, Power and Politics
, pp. 136 - 155
Publisher: Cambridge University Press
Print publication year: 2023

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Adler, P. S. (ed.) (1992). Technology and the Future of Work. Oxford: Oxford University Press.Google Scholar
Arend, R. J. (2015). Mobius’ edge: infinite regress in the resource-based and dynamic capabilities views. Strategic Organization, 13(1), 7585. DOI: 10.1177/1476127014563051.Google Scholar
Arend, R. J., Zhao, Y. L., Song, M., & Im, S. (2017). Strategic planning as a complex and enabling managerial tool. Strategic Management Journal, 38(8), 1741–53.Google Scholar
Augier, M. & Teece, D. J. (2008). Strategy as evolution with design: The foundations of dynamic capabilities and the role of managers in the economic system. Organization Studies, 29(8&9), 1187–208. DOI: 10.1177/0170840608094776.Google Scholar
Bacon-Gerasymenko, V., Coff, R. W., & Durand, R. (2016). Taking a second look in a warped crystal ball: Explaining the accuracy of revised forecasts. Journal of Management Studies, 53(8), 1292–319.Google Scholar
Bakken, T., Holt, R., & Zundel, M. (2013). Time and play in management practice: An investigation through the philosophies of McTaggart and Heidegger. Scandinavian Journal of Management, 29(1), 1322.Google Scholar
Barney, J. B. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99120.Google Scholar
Barry, D. & Elmes, M. (1997). Strategy retold: Toward a narrative view of strategic discourse. Academy of Management Review, 22(2), 429–52.Google Scholar
Beckert, J. (2016). Imagined Futures: Expectations and Capitalist Dynamics. Cambridge, MA: Harvard University Press.Google Scholar
Beckert, J. (2021). The firm as an engine of imagination: Organizational prospection and the making of economic futures. Organization Theory, 2(2). DOI: 10.1177/26317877211005773.Google Scholar
Bourdieu, P. (1980). Le Sens Pratique. Paris: Les Éditions de Minuit.Google Scholar
Brinckmann, J., & Sung, M. K. (2015). Why we plan: The impact of nascent entrepreneurs’ cognitive characteristics and human capital on business planning. Strategic Entrepreneurship Journal, 9(2), 153–66.Google Scholar
Bromiley, P., Rau, D., & Yu, Z. (2017). Is R&D risky? Strategic Management Journal, 38(4), 876–91.CrossRefGoogle Scholar
Chia, R. & Holt, R. (2009). Strategy without Design: The Silent Efficacy of Indirect Action. Cambridge: Cambridge University Press.Google Scholar
Comi, A. & Whyte, J. (2018). Future making and visual artefacts: An ethnographic study of a design project. Organization Studies, 39(8), 1055–83.Google Scholar
Costas, J. & Grey, C. (2014). The temporality of power and the power of temporality: Imaginary future selves in professional service firms. Organization Studies, 35(6), 909–37.Google Scholar
Crilly, D. (2017). Time and space in strategy discourse: Implications for temporal choice. Strategic Management Journal, 38(12), 2370–89.Google Scholar
Donkin, R. (2010). The Future of Work. London: Palgrave Macmillan.Google Scholar
Feldman, M. S. & Orlikowski, W. J. (2011). Theorizing practice and practicing theory. Organization Science, 22(5), 1240–53. DOI: 10.1287/orsc.1100.0612.Google Scholar
Flyverbom, M. & Reinecke, J. (2017). The spectacle and organization studies. Organization Studies, 38(11), 1625–43.Google Scholar
Garfinkel, H. (1967). Studies in Ethnomethodology. Englewood Cliffs, NJ: Prentice-Hall.Google Scholar
Garfinkel, H. (2002). Ethnomethodology’s Program: Working Out Durkheim’s Aphorism. Lanham, MD: Rowman and Littlefield.Google Scholar
Garud, R., Schildt, H., & Lant, T. K. (2014). Entrepreneurial storytelling, future expectations, and the paradox of legitimacy. Organization Science, 25(5), 1287–571.Google Scholar
Gavetti, G. & Menon, A. (2016). Evolution cum agency: Toward a model of strategic foresight. Strategy Science, 1(3), 207–33.Google Scholar
Gherardi, S. (2000). Practise-based theorizing on learning and knowing in organizations. Organization, 7(2), 211–23.Google Scholar
Giddens, A. (1984). The Constitution of Society: Outline of a Theory of Structuration. Berkeley, CA: University of California Press.Google Scholar
Gilbreth, F. B. & Gilbreth, L. M. (1917). Applied Motion Study: A Collection of Papers on the Efficient Method to Industrial Preparedness. New York: Sturgis & Walton.Google Scholar
Gioia, D. A., Corley, K. G., & Fabbri, T. (2002). Revising the past (while thinking in the future perfect tense). Journal of Organizational Change Management, 15(6), 622–34.Google Scholar
Godfrey, P. C., Hassard, J., O’Connor, E. S., Rowlinson, M., & Ruef, M. (2016). What is organizational history? Toward a creative synthesis of history and organization studies. Academy of Management Review, 41(4), 590608.Google Scholar
Hannay, A. (1996). Søren Kierkegaard – Papers and Journals: A Selection. London: Penguin.Google Scholar
Hatch, M. J. & Schultz, M. (2017). Toward a theory of using history authentically: Historicizing in the Carlsberg Group. Administrative Science Quarterly, 62(4), 657–97.Google Scholar
Hernes, T. (2014). A Process Theory of Organization. Oxford: Oxford University Press.Google Scholar
Hjorth, D. (2004). Creating space for play/invention: Concepts of space and organizational entrepreneurship. Entrepreneurship & Regional Development, 16(5), 413–32.Google Scholar
Hjorth, D. (2005). Organizational entrepreneurship: With de Certeau on creating heterotopias (or spaces for play). Journal of Management Inquiry, 14(4), 386–98.Google Scholar
Hjorth, D., Holt, R., & Steyaert, C. (2015). Entrepreneurship and process studies. International Small Business Journal, 33(6), 599611.Google Scholar
Hjorth, D., Strati, A., Drakopoulou Dodd, S., & Weik, E. (2018). Organizational creativity, play and entrepreneurship: Introduction and framing. Organization Studies, 39(2–3), 155–68.Google Scholar
Holt, R. (2004). Risk management: The talking cure. Organization, 11(2), 251–70.CrossRefGoogle Scholar
Holt, R. & Johnsen, R. (2019). Time and organization studies. Organization Studies, 40(10), 1557–72. DOI: 10.1177/0170840619844292.Google Scholar
Honig, B. & Karlsson, T. (2004). Institutional forces and the written business plan. Journal of Management, 30(1), 2948.Google Scholar
Hopp, C. & Greene, F. J. (2018). In pursuit of time: Business plan sequencing, duration and intraentrainment effects on new venture viability. Journal of Management Studies, 55(2), 320–51.Google Scholar
Jarzabkowski, P. & Seidl, D. (2008). The role of meetings in the social practice of strategy. Organization Studies, 29(11), 1391–426.Google Scholar
Johnson, G., Prashantham, S., Floyd, S. W., & Bourque, N. (2010). The ritualization of strategy workshops. Organization Studies, 31(12), 1589–618.Google Scholar
Kaplan, S. & Orlikowski, W. J. (2013). Temporal work in strategy making. Organization Science, 24(4), 965–95.Google Scholar
Kierkegaard, S. (1843). Søren Kierkegaards Skrifter (Vol. 18). Copenhagen: Søren Kierkegaard Research Center.Google Scholar
Koch, J. (2011). Inscribed strategies: Exploring the organizational nature of strategic lock-in. Organization Studies, 32(3), 337–63.Google Scholar
Koch, J., Wenzel, M., Senf, N. N., & Maibier, C. (2018). Organizational creativity as an attributional process: The case of haute cuisine. Organization Studies, 39(2–3), 251–70. DOI: 10.1177/0170840617727779.CrossRefGoogle Scholar
Koselleck, R. (1989). Vergangene Zukunft der frühen Neuzeit. In Koselleck, R. (ed.), Vergangene Zukunft: Zur Semantik geschichtlicher Zeiten (pp. 1737). Frankfurt: Suhrkamp.Google Scholar
Langley, A., Smallman, C., Tsoukas, H., & Van de Ven, A. H. (2013). Process studies of change in organization and management: Unveiling temporality, activity, and flow. Academy of Management Journal, 56(1), 113. DOI: 10.5465/amj.2013.4001.Google Scholar
, J. K. (2013). How constructions of the future shape organizational responses: Climate change and the Canadian oil sands. Organization, 20(5), 722–42.Google Scholar
Levine, S. S., Bernard, M., & Nagel, R. (2017). Strategic intelligence: The cognitive capability to anticipate competitor behavior. Strategic Management Journal, 38(12), 2390–423.Google Scholar
Luhmann, N. (1976). The future cannot begin: Temporal structures in modern society. Social Research, 43(1), 130–53.Google Scholar
Maielli, G. (2015). Explaining organizational paths through the concept of hegemony: Evidence from the Italian car industry. Organization Studies, 36(4), 491511.Google Scholar
Malhotra, A. (2021). The postpandemic future of work. Journal of Management, 47(1), 1091–102.Google Scholar
March, J. G. (1995). The future, disposable organizations and the rigidities of imagination. Organization, 2(3–4), 427–40.Google Scholar
Mead, G. H. (1932). The Philosophy of the Present. London: Open Court Company.Google Scholar
Meyer, J. W. & Rowan, B. (1977). Institutionalized organizations: Formal structure as myth and ceremony. American Journal of Sociology, 83(2), 340–63.Google Scholar
Mintzberg, H. (1994). The Rise and Fall of Strategic Planning: Reconceiving Roles of Planning, Plans, Planners. New York: Free Press.Google Scholar
Nicolini, D. (2013). Practice Theory, Work and Organization: An Introduction. Oxford: Oxford University Press.Google Scholar
Orlikowski, W. J. & Yates, J. (2002). It’s about time: Temporal structuring in organizations. Organization Science, 13(6), 684700.Google Scholar
Pitsis, T. S., Clegg, S. R., Marosszeky, M., & Rura-Polley, T. (2003). Constructing the Olympic dream: A future perfect strategy of project management. Organization Science, 14(5), 574–90.Google Scholar
Rasche, A. & Chia, R. (2009). Researching strategy practices: A genealogical social theory perspective. Organization Studies, 30(7), 713–34.Google Scholar
Reckwitz, A. (2002). Toward a theory of social practices: A development in culturalist theorizing. European Journal of Social Theory, 5(2), 243–63. DOI: 10.1177/13684310222225432.Google Scholar
Reckwitz, A. (2016). Zukunftspraktiken. Die Zeitlichkeit des Sozialen und die Krise der modernen Rationalisierung der Zukunft. In Reckwitz, A. (ed.), Kreativität und soziale Praxis. Studien zur Sozial- und Gesellschaftstheorie (pp. 115–35). Bielefeld, Germany: transcript.Google Scholar
Reckwitz, A. (2017). The Invention of Creativity: Modern Society and the Culture of the New. Hoboken, NJ: Wiley.Google Scholar
Reinecke, J. & Ansari, S. (2017). Time, temporality, and process studies. In Langley, A. & Tsoukas, H. (eds.), Sage Handbook of Process Organization Studies (pp. 402–16). London: Sage.Google Scholar
Rohrbeck, R., Battistella, C., & Huizingh, E. (2015). Corporate foresight: An emerging field with a rich tradition. Technological Forecasting and Social Change, 101, 19.Google Scholar
Rosa, H. (2013). Social Acceleration: A New Theory of Modernity. New York: Columbia University Press.Google Scholar
Schatzki, T. R. (1996). Social Practices: A Wittgensteinian Approach to Human Activity and the Social. Cambridge: Cambridge University Press.Google Scholar
Schatzki, T. R., Knorr Cetina, K., & von Savigny, E. (2001). The Practice Turn in Contemporary Theory. London: Routledge.Google Scholar
Schilling, M. A. (2017). The cognitive foundations of visionary strategy. Strategy Science, 3(1), 335–42.Google Scholar
Schultz, M. & Hernes, T. (2013). A temporal perspective on organizational identity. Organization Science, 24(1), 121. DOI: 10.1287/orsc.1110.0731.Google Scholar
Seidl, D. & Whittington, R. (2014). Enlarging the strategy-as-practice research agenda: Towards taller and flatter ontologies. Organization Studies, 35(10), 1407–21.Google Scholar
Sennett, R. (2012). Zusammenarbeit: Wie unsere Gesellschaft zusammenhält. Berlin: Hanser.Google Scholar
Sherden, W. A. (1998). The Fortune Sellers: The Big Business of Buying and Selling Predictions. New York: Wiley.Google Scholar
Stiegler, B. (1998). Technics and Time, 1: The Fault of Epimetheus. Stanford, CA: Stanford University Press.Google Scholar
Stjerne, I. S., Wenzel, M., & Svejenova, S. (2022). Commitment to grand challenges in fluid forms of organizing: The role of narratives’ temporality. Research in the Sociology of Organizations, 79, 129–60. https://doi.org/10.1108/S0733-558X20220000079012.Google Scholar
Streeck, J., Goodwin, C., & LeBaron, C. (2011). Embodied Interaction: Language and Body in the Material World. Cambridge: Cambridge University Press.Google Scholar
Suddaby, R. & Foster, W. M. (2017). History and organizational change. Journal of Management, 43(1), 1938.Google Scholar
Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal, 18(7), 509–33. DOI: 10.1002/1097-0266.Google Scholar
Thompson, N. A. & Byrne, O. (2022). Imagining futures: Theorizing the practical knowledge of future-making. Organization Studies, 43(2), 247–68.Google Scholar
Tsoukas, H. & Chia, R. (2002). On organizational becoming: Rethinking organizational change. Organization Science, 13(5), 567–82. DOI: 10.1287/orsc.13.5.567.7810.Google Scholar
Tsoukas, H. & Shepherd, J. (2004). Managing the Future: Foresight in the Knowledge Economy. Malden, MA: Blackwell.Google Scholar
Vaara, E. & Whittington, R. (2012). Strategy-as-practice: Taking social practices seriously. Academy of Management Annals, 6(1), 285336. DOI: 10.1080/19416520.2012.672039.Google Scholar
Wagner, P. (1994). A Sociology of Modernity: Liberty and Discipline. London: Routledge.Google Scholar
Wenzel, M. (2022). Taking the future more seriously: From corporate foresight to “future-making”. Academy of Management Perspectives, 36(2), 845–50. https://doi.org/10.5465/amp.2020.0126.Google Scholar
Wenzel, M. & Koch, J. (2018). Acceleration as process: A strategy process perspective on startup acceleration. In Drori, I. & Wright, M. (eds.), Accelerators (pp. 2136). Cheltenham, UK: Edward Elgar.Google Scholar
Wenzel, M., Krämer, H., Koch, J., & Reckwitz, A. (2020). Future and organization studies: On the rediscovery of a problematic temporal category in organizations. Organization Studies, 41(10), 1441–55. DOI: 10.1177/0170840620912977.Google Scholar
Whittington, R. (2006). Completing the practice turn in strategy research. Organization Studies, 27(5), 613–34.Google Scholar
Wolf, C. & Floyd, S. W. (2017). Strategic planning research: Toward a theory-driven agenda. Journal of Management, 43(6), 1754–88.Google Scholar

Save book to Kindle

To save this book to your Kindle, first ensure [email protected] is added to your Approved Personal Document E-mail List under your Personal Document Settings on the Manage Your Content and Devices page of your Amazon account. Then enter the ‘name’ part of your Kindle email address below. Find out more about saving to your Kindle.

Note you can select to save to either the @free.kindle.com or @kindle.com variations. ‘@free.kindle.com’ emails are free but can only be saved to your device when it is connected to wi-fi. ‘@kindle.com’ emails can be delivered even when you are not connected to wi-fi, but note that service fees apply.

Find out more about the Kindle Personal Document Service.

Available formats
×

Save book to Dropbox

To save content items to your account, please confirm that you agree to abide by our usage policies. If this is the first time you use this feature, you will be asked to authorise Cambridge Core to connect with your account. Find out more about saving content to Dropbox.

Available formats
×

Save book to Google Drive

To save content items to your account, please confirm that you agree to abide by our usage policies. If this is the first time you use this feature, you will be asked to authorise Cambridge Core to connect with your account. Find out more about saving content to Google Drive.

Available formats
×