Organisational Flexibility
Core Business, Interdependence and the Timing of Energy Demand
Bibliographic Data
| ID | 7316352 |
|---|---|
| Authors | Sarah Blue (0000-0002-5824-1179, Lancaster University, corresponding author), Elizabeth Shove (0000-0002-4792-5479, Lancaster University), Karol Kurnicki (0000-0002-8182-9421, Lancaster University) |
| Year | 2024 |
| Volume | 3 |
| Issue | 1 |
| Pages | 77-101 |
| Publication date | 2024-08-12 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Journal of Organizational Sociology (JOURNAL) |
| Journal identifiers | ISSN: 2752-2997 • E-ISSN: 2752-2997 |
| Publisher | Walter de Gruyter GmbH (PUBLISHER • DE) |
| DOI | 10.1515/joso-2023-0033 |
| OpenAlex | W4401517415 |
| Language | EN |
| Citations received | 1 |
| References cited | 69 |
Discussions of flexibility in organisations generally focus on labour relations, corporate agility, and long-term survival. In much of this writing, flexibility is conceptualised as a feature of organisations and their environments, of organisational strategy and form, and an outcome of characteristics that can be defined and measured. By contrast, we argue that capacities to adapt depend on interpretations of ‘core business’ which is defined by institutional connections established both outside organisations and reproduced within them. This account is informed by social practice theory, the literature on strategy-as-practice, process studies of organisations, and by empirical research conducted in three secondary schools and three hospitals in Northern England. Interviews with thirty-three managers and employees help us to show how the scope for adaptation is constituted and reproduced in the ways that many organisations connect, and in related rhythms and patterns of social life. There are many contexts in which this insight will be important. We focus on the significance of this analysis for the need to modify the timing of energy demand in a lower carbon future. As we show, the relative ability of specific organisations to adapt depends on a broader nexus of interlinking social practices, temporal arrangements, and cross-cutting commitments
Adaptation (eye · Business · Core (optical fiber · Economics · Energy (signal processing · Flexibility (engineering · Focus (optics · Knowledge management · Management · Nexus (standard · Political science · Process (computing · Public relations · Scope (computer science · Complex Systems and Decision Making · Computer Science · Management and Organizational Studies · Mental Health and Patient Involvement · Psychology · Marketing
Building the Flexible Firm
Introduction: Institutions and Organizations
Social Practices
Social Change in a Material World
Strategy‐as‐practice
Organizational Routines as a Source of Continuous Change
Peripheral Vision
On Organizations as they Happen
Process Studies of Change in Organization and Management
Organizing Flexibility
On Organizational Becoming
Outline of a Theory of Practice
The Site of the Social
Flexibility capital and flexibility justice in smart energy systems
Strategizing
Strategy as Practice
Peak electricity demand and the flexibility of everyday life
People can talk about their practices
Post-processual challenges for the emerging strategy-as-practice perspective
Conceptualising flexibility
What Is Energy For? Social Practice and Energy Demand
Materiality and Social Life
Recruitment and Reproduction
Strategy as Practice
Strategy as Practical Coping
From Organizational Learning to Practice-Based Knowing
Researching Strategy Practices
Consumption and Theories of Practice
Completing the Practice Turn in Strategy Research
Institutional rhythms
Toward a Theory of Social Practices
| Unique citing works | 1 |
|---|---|
| Citations per year | 1 |
| Citation span | 2026 - 2026 (1) |
| Citation velocity | current |
| Highly cited | No |
| Citation types | Neutral: 1 |