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Publications (10 of 16) Show all publications
Vidolov, S., Geiger, S. & Stendahl, E. (2023). Affective Resonance and Durability in Political Organizing: The case of patients who hack. Organization Studies, 44(9), 1413-1438
Open this publication in new window or tab >>Affective Resonance and Durability in Political Organizing: The case of patients who hack
2023 (English)In: Organization Studies, ISSN 0170-8406, E-ISSN 1741-3044, Vol. 44, no 9, p. 1413-1438Article in journal (Refereed) Published
Abstract [en]

We explore the role of affect in fuelling and sustaining political organizing in the case of an online type-1 diabetes community. Analysing this community's interactions, we show that the drive towards political transformation is triggered by affective dissonance, but that this dissonance needs to be recurrently enacted through the balanced circulation of objects of pain and hope. We propose the notion of affective resonance to illuminate the dynamic interplay that collectively moderates and fosters this circulation and that keeps bodies invested and reverberating together around shared political goals. Affective resonance points researchers toward the fragile and complex accomplishment that affective politics represents. Focusing particularly on the community's interactions on Twitter, we also reflect on the role of (digital) resonance spaces in how affects circulate. By adopting and transposing concepts from affect theories into the context of patient communities, we further add important insights into the unique embodied challenges that patients with chronic illness face. Highlighting the hope induced by techno-bodily emancipation that intertwine into a particular form of political organizing in such healthcare movements, we give emphasis to patient communities' deeply embodied affects as important engines for political, social and economic change.

Place, publisher, year, edition, pages
Sage Publications, 2023
Keywords
affect theory, affective dissonance, affective resonance, diabetes, healthcare movements, patient entrepreneurship, political organizing, social movements
National Category
Business Administration Health Care Service and Management, Health Policy and Services and Health Economy
Identifiers
urn:nbn:se:hj:diva-60316 (URN)10.1177/01708406231162002 (DOI)000971485000001 ()2-s2.0-85153494332 (Scopus ID)HOA;intsam;878579 (Local ID)HOA;intsam;878579 (Archive number)HOA;intsam;878579 (OAI)
Funder
EU, Horizon 2020, 771217EU, European Research Council
Available from: 2023-05-05 Created: 2023-05-05 Last updated: 2023-09-04Bibliographically approved
Geiger, S. & Stendahl, E. (2023). Breaching, Bridging, and Bonding: Interweaving Pathways of Social-Symbolic Work in a Flanked Healthcare Movement. Journal of Management Studies
Open this publication in new window or tab >>Breaching, Bridging, and Bonding: Interweaving Pathways of Social-Symbolic Work in a Flanked Healthcare Movement
2023 (English)In: Journal of Management Studies, ISSN 0022-2380, E-ISSN 1467-6486Article in journal (Refereed) Epub ahead of print
Abstract [en]

This article explores how heterogeneous and distributed forms of social-symbolic work combine over time to yield synergistic relationships that precipitate institutional change. We study a collective effort by patient activists to change the technological and regulatory standards of Type 1 diabetes care. We offer contributions to radical flank theory by conceptualizing radical and moderate flanks as dynamic and overlapping pathways of action rather than fixed actor positions, and we show how a medial 'bonding' pathway can provide important social glue to connect the radical and moderate flanks. While in our case the material and discursive 'hacking' work in the breaching pathway disrupted institutions, triggered technology innovation, and created momentum for change, material and relational 'bridging' embedded these efforts into existing institutional structures and longer-term innovation trajectories. Values and amplification work in the bonding pathway served to keep the two other pathways aligned over time. By addressing how a complex social problem - patient-centric innovation - may be affected through heterogeneous social-symbolic work that leads to institutional accommodation, our study holds considerable policy and societal relevance.

Place, publisher, year, edition, pages
John Wiley & Sons, 2023
Keywords
institutional change, material work, patient entrepreneurship, radical flank theory, social movements, social-symbolic work
National Category
Business Administration
Identifiers
urn:nbn:se:hj:diva-62209 (URN)10.1111/joms.12979 (DOI)001029459200001 ()2-s2.0-85165464875 (Scopus ID)HOA;intsam;897656 (Local ID)HOA;intsam;897656 (Archive number)HOA;intsam;897656 (OAI)
Available from: 2023-08-18 Created: 2023-08-18 Last updated: 2023-08-18
Lucivero, F., Marelli, L., Hangel, N., Zimmermann, B. M., Prainsack, B., Galasso, I., . . . Van Hoyweghen, I. (2022). Normative positions towards COVID-19 contact-tracing apps: findings from a large-scale qualitative study in nine European countries. Critical Public Health, 32(1), 5-18
Open this publication in new window or tab >>Normative positions towards COVID-19 contact-tracing apps: findings from a large-scale qualitative study in nine European countries
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2022 (English)In: Critical Public Health, ISSN 0958-1596, E-ISSN 1469-3682, Vol. 32, no 1, p. 5-18Article in journal (Refereed) Published
Abstract [en]

Mobile applications for digital contact tracing have been developed and introduced around the world in response to the COVID-19 pandemic. Proposed as a tool to support ‘traditional’ forms of contact-tracing carried out to monitor contagion, these apps have triggered an intense debate with respect to their legal and ethical permissibility, social desirability and general feasibility. Based on a large-scale study including qualitative data from 349 interviews conducted in nine European countries (Austria, Belgium, France, Germany, Ireland, Italy, the Netherlands, German-speaking Switzerland, the United Kingdom), this paper shows that the binary framing often found in surveys and polls, which contrasts privacy concerns with the usefulness of these interventions for public health, does not capture the depth, breadth, and nuances of people’s positions towards COVID-19 contact-tracing apps. The paper provides a detailed account of how people arrive at certain normative positions by analysing the argumentative patterns, tropes and (moral) repertoires underpinning people’s perspectives on digital contact-tracing. Specifically, we identified a spectrum comprising five normative positions towards the use of COVID-19 contact-tracing apps: opposition, scepticism of feasibility, pondered deliberation, resignation, and support. We describe these stances and analyse the diversity of assumptions and values that underlie the normative orientations of our interviewees. We conclude by arguing that policy attempts to develop and implement these and other digital responses to the pandemic should move beyond the reiteration of binary framings, and instead cater to the variety of values, concerns and expectations that citizens voice in discussions about these types of public health interventions.

Place, publisher, year, edition, pages
Taylor & Francis, 2022
Keywords
Contact-tracing apps, COVID-19, ethics, governance, public perceptions
National Category
Business Administration
Identifiers
urn:nbn:se:hj:diva-54394 (URN)10.1080/09581596.2021.1925634 (DOI)000657253600001 ()2-s2.0-85107492557 (Scopus ID)HOA;intsam;1590051 (Local ID)HOA;intsam;1590051 (Archive number)HOA;intsam;1590051 (OAI)
Available from: 2021-09-01 Created: 2021-09-01 Last updated: 2022-12-11Bibliographically approved
Stendahl, E., Tippmann, E. & Yakhlef, A. (2022). Practice creation in multinational corporations: Improvisation and the emergence of lateral knowledge. Journal of world business (Print), 57(3), Article ID 101287.
Open this publication in new window or tab >>Practice creation in multinational corporations: Improvisation and the emergence of lateral knowledge
2022 (English)In: Journal of world business (Print), ISSN 1090-9516, E-ISSN 1878-5573, Vol. 57, no 3, article id 101287Article in journal (Refereed) Published
Abstract [en]

Lateral collaboration across subsidiaries is beneficial for innovation in multinational corporations (MNCs), such as the creation of new organizational practices, because it helps working towards shared, rather than subsidiary-centric, objectives and creates new knowledge. To instill lateral collaboration, prior research has mainly focused on coordination mechanisms that rely on interpersonal exchanges among dispersed individuals across subsidiaries. However, due to rising concerns over coordination cost and sustainability of international travel, MNCs are increasingly challenged to search for other approaches that require less direct interpersonal interaction across subsidiaries. We, therefore, ask: How can MNCs elicit lateral collaboration during practice creation in a less space-time sensitive way? Drawing on a longitudinal case study, we develop a model of practice creation in MNCs. Our model offers two main insights. First, it details a novel approach for unleashing the benefits of lateral collaboration in globally-linked innovation processes in MNCs. In contrast to emphasizing coordination mechanisms that focus on interpersonal interactions across subsidiaries, our study contributes by detailing the emergence of lateral knowledge through a shared technological artefact as key enabler. Second, our model illuminates how MNCs can innovate new organizational practices that reflect both MNC and local subsidiary needs by adopting an improvisational approach.

Place, publisher, year, edition, pages
Elsevier, 2022
Keywords
improvisation, MNCs/MNEs, new practice creation, subsidiaries, technological artefacts, lateral knowledge
National Category
Business Administration
Identifiers
urn:nbn:se:hj:diva-55258 (URN)10.1016/j.jwb.2021.101287 (DOI)000725563000002 ()2-s2.0-85119874151 (Scopus ID)
Funder
EU, European Research Council, 771217
Available from: 2021-12-06 Created: 2021-12-06 Last updated: 2021-12-16Bibliographically approved
Stendahl, E., Schriber, S. & Tippmann, E. (2021). Control changes in multinational corporations: Adjusting control approaches in practice. Journal of International Business Studies, 52(3), 409-431
Open this publication in new window or tab >>Control changes in multinational corporations: Adjusting control approaches in practice
2021 (English)In: Journal of International Business Studies, ISSN 0047-2506, E-ISSN 1478-6990, Vol. 52, no 3, p. 409-431Article in journal (Refereed) Published
Abstract [en]

The issue of control in multinational corporations (MNCs) is central to international business scholarship. However, prior literature tends to provide a static perspective offering few theoretical insights on control changes, especially the practices that enable control adjustments. Adopting a practice theory perspective, we consider control as “in the making” whereby adjustments emerge through a social accomplishment, constituted and reconstituted as headquarters and subsidiaries engage in a co-creating process. Using a longitudinal case study approach, we had the rare opportunity to track and compare an unsuccessful and a successful attempt to adjust control in an MNC over time. Our main theoretical contribution is a model of adjusting control in MNCs that details the practices that enable control changes. This model offers theoretical implications for organizational control theory in MNCs, especially in relation to theorizing the subsidiary contribution in the design of control, the reconciliation of raised tensions in headquarters–subsidiary relationships, and the nature of unintended consequences in the adjustment process. Our study also contributes to theories on MNC change, as it details the construction of an ongoing strategy–structure alignment for strategic flexibility.

Place, publisher, year, edition, pages
Springer, 2021
Keywords
case study, change, control, flexibility, headquarters–subsidiary relationships, MNC
National Category
Business Administration
Identifiers
urn:nbn:se:hj:diva-54393 (URN)10.1057/s41267-020-00371-5 (DOI)000579319200001 ()2-s2.0-85092707602 (Scopus ID)
Available from: 2021-09-01 Created: 2021-09-01 Last updated: 2021-09-01Bibliographically approved
Stendahl, E. & Geiger, S. (2020). Collective does not need to be all that cohesive: Collective institutional entrepreneurship and radical flank effects. In: : . Paper presented at Academy of Management (AOM), virtual, 7-11 August, 2020.
Open this publication in new window or tab >>Collective does not need to be all that cohesive: Collective institutional entrepreneurship and radical flank effects
2020 (English)Conference paper, Oral presentation only (Refereed)
National Category
Business Administration
Identifiers
urn:nbn:se:hj:diva-54437 (URN)
Conference
Academy of Management (AOM), virtual, 7-11 August, 2020
Available from: 2021-09-01 Created: 2021-09-01 Last updated: 2021-09-01Bibliographically approved
Stendahl, E., Vidolov, S. & Geiger, S. (2020). Hybridity and Fluidity of Crowd Organizing in Biomedicine. In: : . Paper presented at Society for the Social Studies of Science (4S) Conference, Virtual, 18-21 August 2020.
Open this publication in new window or tab >>Hybridity and Fluidity of Crowd Organizing in Biomedicine
2020 (English)Conference paper, Oral presentation only (Refereed)
National Category
Business Administration
Identifiers
urn:nbn:se:hj:diva-54395 (URN)
Conference
Society for the Social Studies of Science (4S) Conference, Virtual, 18-21 August 2020
Available from: 2021-09-01 Created: 2021-09-01 Last updated: 2021-09-01Bibliographically approved
Stendahl, E., Löwstedt, J. & Yakhlef, A. (2019). Artefacts as control-with-abilities in HQ-subsidiary relations: The case of a new platform. In: : . Paper presented at Academy of Management (AOM), Boston, 9-13 August, 2019.
Open this publication in new window or tab >>Artefacts as control-with-abilities in HQ-subsidiary relations: The case of a new platform
2019 (English)Conference paper, Oral presentation only (Refereed)
National Category
Business Administration
Identifiers
urn:nbn:se:hj:diva-54439 (URN)
Conference
Academy of Management (AOM), Boston, 9-13 August, 2019
Available from: 2021-09-01 Created: 2021-09-01 Last updated: 2021-09-01Bibliographically approved
Stendahl, E., Geiger, S., Galasso, I. & Nicola, S. (2019). Innovating together for better market: STS for participatory and inclusive healthcare. In: : . Paper presented at Society for the Social Studies of Science (4S), New Orleans, 4-7 September, 2019.
Open this publication in new window or tab >>Innovating together for better market: STS for participatory and inclusive healthcare
2019 (English)Conference paper, Oral presentation only (Refereed)
National Category
Business Administration
Identifiers
urn:nbn:se:hj:diva-54438 (URN)
Conference
Society for the Social Studies of Science (4S), New Orleans, 4-7 September, 2019
Available from: 2021-09-01 Created: 2021-09-01 Last updated: 2021-09-01Bibliographically approved
Stendahl, E., Yakhlef, A. & Tippmann, E. (2017). A fused perspective on management innovation in the MNC. In: : . Paper presented at Academy of International Business (AIB), Dubai, July, 2017.
Open this publication in new window or tab >>A fused perspective on management innovation in the MNC
2017 (English)Conference paper, Oral presentation only (Refereed)
National Category
Business Administration
Identifiers
urn:nbn:se:hj:diva-54466 (URN)
Conference
Academy of International Business (AIB), Dubai, July, 2017
Available from: 2021-09-02 Created: 2021-09-02 Last updated: 2021-09-02Bibliographically approved
Organisations
Identifiers
ORCID iD: ORCID iD iconorcid.org/0000-0002-1977-2997

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