LEADER 05698nam 2200505 450 001 996453548803316 005 20221124011150.0 010 $a3-8394-5867-6 024 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(EXLCZ)995590000000630340 100 $a20221124d2022 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 Mo?rike 205 $a1st ed. 210 1$aBielefeld, Germany :$ctranscript Verlag,$d[2022] 215 $a1 online resource (318 p.)$c470 MB 30 SW-Abbildungen 225 0 $aArbeit und Organisation$v5 311 $a3-8376-5867-8 320 $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 $aMisunderstandings are often perceived as something to be avoided yet delineate an integrative part of everyday work. This book addresses the role that misunderstandings play in collaborative work and, above all, their effects on the organisational result. As exemplified by project collaboration across three offices of a multinational corporation in India, Frauke Mo?rike explores how misunderstandings shape the organisational system and why they prove not only necessary but even productive for organisational functioning. In doing so, she offers new ways to think about collaboration and establishes `misunderstanding' as a key factor of insight for the field of organisational research. 410 0$aArbeit und Organisation 606 $aMiscommunication 615 0$aMiscommunication. 676 $a302.20954 700 $aMo?rike$b Frauke$01265096 712 02$aTechnische Universität Berlin$4fnd$4http://id.loc.gov/vocabulary/relators/fnd 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a996453548803316 996 $aWorking misunderstandings$92966517 997 $aUNISA