LEADER 06741oam 2200829 c 450 001 9910513704203321 005 20260202090927.0 010 $a9783839458679 010 $a3839458676 024 3 $a9783839458679 035 $a(CKB)5590000000630340 035 $a(transcript Verlag)9783839458679 035 $a(MiAaPQ)EBC6956373 035 $a(Au-PeEL)EBL6956373 035 $a(DE-B1597)583080 035 $a(DE-B1597)9783839458679 035 $a(oapen)https://directory.doabooks.org/handle/20.500.12854/75018 035 $a(OCoLC)1294382698 035 $a(ScCtBLL)98dd55b4-10a3-40fc-a794-ea2e6c9dbb80 035 $a(oapen)doab75018 035 $a(EXLCZ)995590000000630340 100 $a20260202d2021 uy 0 101 0 $aeng 135 $aurnnunnnannuu 181 $ctxt$2rdacontent 182 $cc$2rdamedia 183 $acr$2rdacarrier 200 10$aWorking Misunderstandings$eAn Ethnography of Project Collaboration in a Multinational Corporation in India$fFrauke Mörike 205 $a1st ed. 210 $aBielefeld$ctranscript Verlag$d2021 215 $a1 online resource (318 p.)$c470 MB 30 SW-Abbildungen 225 0 $aArbeit und Organisation 311 08$a9783837658675 311 08$a3837658678 320 $aIncludes bibliographical references. 327 $aCover -- Contents -- 1. Introduction, or: From IT Projects to Organisational Ethnography -- 1.1. "You should be able to resolve this, right?" -- 1.2. Office fieldwork in India -- 1.3. Misunderstandings as a research subject -- 1.4. Organisational ethnography and its limits -- 1.5. Client centricity and ground reality as opposing values -- 1.6. Chapter outline -- 2. Anthropology, Organisational Systems and Misunderstandings -- 2.1. Complex organisations as a field of inquiry -- 2.2. From organisational culture to social systems -- 2.3. The organisation as a social system -- 2.4. Conceptualising misunderstanding -- 2.5. Ethnography as a communication process -- 3. Fieldwork in Corporate Offices -- 3.1. Office ethnography: Access and the role of the researcher -- 3.2. The fieldwork setting: In and around Advice Company -- 3.3. Methods: Classics with a twist -- 3.4. Concluding remarks on fieldwork in corporate offices -- Part I: The Organisation as a Social System -- 4. System/Environment Boundaries -- 4.1. Passing gates: Access procedures -- 4.2. Differentiated environment: Clients, freelancers, universities, contractors -- 4.3. Organisational membership -- 4.4. Concluding remarks: Operative closure and openness to the environment -- 5. Internal Differentiation: The Offices -- 5.1. Increasing differentiation to reduce complexity -- 5.2. Access procedures: From elaborate to basic -- 5.3. Inside the offices: Differences in space and equipment -- 5.4. Atmospheres as "tempered spaces": Office perceptions -- 5.5. Concluding remarks: Client centricity as a continuum -- 6. Formal Boundaries, Informal Bridges: Departments and Teams -- 6.1. Differentiating function and hierarchy: Job types and teams -- 6.2. Lunchmates and batchmates: Informal bridges across the office -- 6.3. Concluding remarks on the organisational system. 327 $aPart II: Working Misunderstandings -- 7. Working Misunderstandings -- 7.1. Working misunderstandings and ethnographic insight -- 7.2. Working misunderstandings as an analytical category -- 7.3. The client project as a service commodity -- 8. Collaboration as a Working Misunderstanding -- 8.1. Discovering "collaboration" -- 8.2. From a non?intentional to an intentional working misunderstanding -- 8.3. Working (with) a misunderstanding -- 8.4. Concluding remarks on collaboration as a working misunderstanding -- 9. Modus intentional: Date games -- 9.1. Double contingency and cross?system interaction -- 9.2. Date games and working misunderstandings -- 9.3. Date games reversed: Status reports and escalation -- 9.4. Date games across system boundaries, and their limits -- 9.5. Concluding remarks on intentional working misunderstandings -- 10. Modus Non-Intentional: Project Representations -- 10.1. Organisational decision?making and "black boxes" -- 10.2. Lead management: Translating uncertainty -- 10.3. From strategy to project actions -- 10.4. The client project as a plan and the "ground reality" -- 10.5. From data to presentations: Project view from "behind the wall" -- 10.6. From presentation files to strategy -- 10.7. Concluding remarks on working misunderstandings -- 11. Conclusion -- 11.1. How "Indian" is Advice Company? -- 11.2. Advice Company as a client?centric social system -- 11.3. Guiding difference as working misunderstandings -- 11.4. Mutually exclusive values -- 11.5. Closing the black box -- Acknowledgments -- List of Figures -- References. 330 $aMisunderstandings are often perceived as something to be avoided yet delineate an integrative part of everyday work. This book addresses the role that misunderstandings play in collaborative work and, above all, their effects on the organisational result. As exemplified by project collaboration across three offices of a multinational corporation in India, Frauke Mörike explores how misunderstandings shape the organisational system and why they prove not only necessary but even productive for organisational functioning. In doing so, she offers new ways to think about collaboration and establishes `misunderstanding' as a key factor of insight for the field of organisational research. 410 0$aArbeit und Organisation 517 2 $aMörike, Working Misunderstandings$eAn Ethnography of Project Collaboration in a Multinational Corporation in India 606 $aEthnography 606 $aMultinational Organisations 606 $aCollaboration 606 $aMisunderstanding 606 $aIndia 606 $aWork 606 $aGlobalization 606 $aEthnology 606 $aSociology of Organizations 606 $aEconomic Sociology 606 $aAsia 615 4$aEthnography 615 4$aMultinational Organisations 615 4$aCollaboration 615 4$aMisunderstanding 615 4$aIndia 615 4$aWork 615 4$aGlobalization 615 4$aEthnology 615 4$aSociology of Organizations 615 4$aEconomic Sociology 615 4$aAsia 676 $a302.20954 700 $aMörike$b Frauke$p

Frauke Mörike, Technische Universität Berlin, Deutschland

$4aut$01888230 712 02$aTechnische Universität Berlin$4fnd$4http://id.loc.gov/vocabulary/relators/fnd 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910513704203321 996 $aWorking Misunderstandings$94526740 997 $aUNINA