Speech Genres And Other Late Essays

Preface (1999) Preface (1990) 1. Subjects of Sex/Gender/Desire I. 'Women' as the Subject of Feminism II. The Compulsory Order of Sex/Gender/Desire III. Gender: The Circular Ruins of Contemporary Debate IV. Theorizing the Binary, the Unitary and Beyond V. Identity, Sex and the Metaphysics of Substance VI. Language, Power and the Strategies of Displacement 2. Prohibition, Psychoanalysis, and the Production of the Heterosexual Matrix I. Structuralism's Critical Exchange II. Lacan, Riviere, and the Strategies of Masquerade III. Freud and the Melancholia of Gender IV. Gender Complexity and the Limits of Identification V. Reformulating Prohibition as Power 3. Subversive Bodily Acts I. The Body Politics of Julia Kristeva II. Foucault, Herculine, and the Politics of Sexual Discontinuity III. Monique Wittig - Bodily Disintegration and Fictive Sex IV. Bodily Inscriptions, Performative Subversions Conclusion - From Parody to Politics

Postmodern Subjects, Postmodern BodiesThinking Fragments: Psychoanalysis, Feminism, and Postmodernism in the Contemporary WestYearning: Race, Gender, and Cultural PoliticsGender Trouble: Feminism and the Subversion of Identity

Interaction ritual chains

THE FUTURE OF COMPETITION: CO-CREATING UNIQUE VALUE WITH CUSTOMERSC.K. Prahalad & Venkat RamaswamyThe authors - C.K. Prahlad and Venkat Ramaswamy, are known for their non-traditional approach and that has made possible to bring out this path breaking book. Unlearning age old management practices and understanding the changes that is sweeping the business world and giving a framework to the still evolving concept of co-creation of value where customer is at the centre stage is indeed a tough task. And authors have accomplished that with aplomb.Our industrial system is generating more goods and services than before but customer satisfaction remains low in spite of having overwhelming choices, profit level of companies is shrinking though many more decision making tools are at its disposal. What is going wrong and how to set this right? Companies are grappling with these issues and trying to fathom these problems. With the emerging technologies, customers are well informed, well connected with their peer groups and very active in their domain. Now customers have started playing dominant role in the value chain through co-creation of experience which enhances the value.The book can be divided into three distinct parts covering twelve chapters, highlighting future of competition and the role to be played by consumers, markets and companies. First six chapters develop the framework of consumers' role in the changing scenario. Early chapters give a brief account of the change that is taking place; how autonomy of companies in creating product value and satisfying consumers, is slowly and surely giving way to consumer-centric approach? How consumer and firm interact and co-create value, and how the cocreation experience becomes the very basis of value? The authors develop the co-creation experience framework in the subsequent chapters very cogently and lucidly. It goes like this, the co-creation experience depends highly on individuals. Each person's uniqueness affects co-creation process as well as co-creation experience. Dialogue, access, risk assessment and transparency (DART) are the building blocks of value co-creation process and companies use this to engage customer effectively as collaborator. In the domain of competition, co-creation experience plays the most important role in decision making. This process further gains momentum in the later chapters of first part as co-creation experience is shaped by dimensions such as choice of channels, options made available, quality of transaction and price-experience relationship. This experience will vary from consumer to consumer due to the different traits of individual. To ensure that the transaction between the consumer and the firm produces positive co-creation experience, the presence of an appropriate environment is imperative, authors develop this concept very carefully. This environments accommodate the heterogeneity of consumer and facilitate a variety of co-creation experience. In the present day world, emerging technology acts as an experience enabler, facilitating innovation in experience environment. With intense competition, sky high consumer expectation; consumer looks for uniqueness which is possible only through personalized co-creation experience. …

The Future of Competition: Co-Creating Unique Value with Customers

– Noting that a fundamental tenet of service‐dominant (S‐D) logic is the co‐creation of value‐in‐use, this paper aims to explore the theoretical possibility that the interactions between service systems cannot only co‐create value, but also have adverse consequences leading to actual value co‐destruction., – This conceptual paper critically reviews the dominance of value co‐creation and value‐in‐use in S‐D logic. Noting the relative lack of research in the converse possibility, the study proposes and explores the implications of value co‐destruction as a new concept which should be introduced within the framework of S‐D logic., – The study proposes a formal definition for the new proposed concept of value co‐destruction. It describes in detail the process by which it occurs, showing that value can be co‐destroyed through the interactions between different systems, resulting in value destruction‐through‐misuse. Indeed, value co‐destruction occurs when a service system accidentally or intentionally misuses resources (its own resources and/or those of another service system) by acting in an inappropriate or unexpected manner., – This paper is purely conceptual and exploratory. Empirical examination of the theoretical findings regarding value‐co‐destruction is required. Possible avenues of interest for such empirical research of value co‐destruction are suggested., – Limiting the occurrence of misuse by aligning the mutual expectations of interacting service systems should reduce the risks of value co‐destruction. Recovering from misuse should also be considered., – This study is apparently the first to have introduced the notion of value co‐destruction into the conceptual framework of S‐D logic.

Not always co-creation: introducing interactional co-destruction of value in service-dominant logic

Purpose




The purpose of this paper is to analyze current literature on critical sensemaking (CSM) to assess its significance and potential for understanding the role of agency in management and organizational studies.




Design/methodology/approach




The analysis involves an examination of a selection of 51 applied studies that cite, draw on and contribute to CSM, to assess the challenges and potential of utilizing CSM.




Findings




The paper reveals the range of organizational issues that this work has been grappling with; the unique insights that CSM has revealed in the study of management and organizations; and some of the challenges and promises of CSM for studying agency in context. This sets up discussion of organizational issues and insights provided by CSM to reveal its potential in dealing with issues of agency in organizations. The sheer scope of CSM studies indicates that it has relevance for a range of management researchers, including those interested in behavior at work, theories of organization, leadership and crisis management, diversity management, emotion, ethics and justice, and many more.




Research limitations/implications




The main focus is restricted to providing a working knowledge of CSM rather than other approaches to agency.




Practical implications




The paper outlines the challenges and potential for applying the CSM theory.




Social implications




The paper reveals the range of problem-solving issues that CSM studies have been applied to.




Originality/value




This is the first major review of the challenges and potential of applying CSM; concluding with a discussion of its strengths and limitations and providing a summary of insights for future work.

/pdf/critical-sensemaking-challenges-and-promises-16ukwy45dp.pdf

Critical sensemaking: challenges and promises

The paper explores how value is co-created and co-destructed in the social interaction between consultants and clients. Prior research on management consultancy as service production has elaborated on the question of how value is co-created in the same context as this paper. However, how value is co-destructed has remained little studied. In this paper, a workshop facilitated by a consultant for a client is studied to conduct a micro-analysis of the dynamics and tensions of co-creation and co-destruction of value. In management consultant services, it is suggested that value and, more specifically, consultant-client relationships can be both co-created and co-destructed through the approach-avoidance motivation of the consultant and the client.

/pdf/client-consultant-interaction-the-dynamics-of-and-conflicts-d6vbdeb8g8.pdf

Client-consultant interaction: the dynamics of and conflicts in value co-creation and co-destruction

The objective of our study is to explore how the innovation practice of a small service company can be identified and developed from the managerial point of view. The study is based on the intensiv...

Management of Innovation in Small Service Companies

PurposeAdopting the critical sensemaking (CSM) lens to the micro-level interaction between leader and employees, the article offers a theoretically informed example of leading with soft power and positive emotions that blurs boundaries in democratic organisations.Design/methodology/approachThe research methodology involves videography and interpretive analysis of video-recorded interactions that combines focused ethnography with video analysis. The analysis focuses on face-to-face meeting interactions between a leader and employees in a small service firm.FindingsThe findings illustrate how restoring the sense of the democratic organisation is an accumulating and complex phenomenon where explicit and implicit organisational rules and changing identity positions are enacted by constructing affective loyalties, moral and reflex emotions that serve as soft power capacities helping the leader and employees to enact meanings attached to a democratic rather than hierarchical organisation.Practical implicationsThe article provides new insight for human resources practitioners and leaders who want to build resilient organisations and pay attention to shared, distributed and relational leadership practices, co-creative work and collective decision-making processes.Originality/valueThe power explored in previous sensemaking studies has been power over, which is most often associated with the negative aspects of power, such as domination and suppression, in the pursuit of specific performance. The applications of videography method linking ethnography and interpretive analysis of video-recorded interactions are still rare in organisation studies.

Emotion as soft power in organisations

While the circular economy (CE) has awakened discussion in business model literature, understanding of the circular business model (CBM) and value-creation opportunities in practice has been limited. This study focuses on one sustainable business model archetype: creating value from waste. It supports sustainable development by material circulation. We aim to provide an answer to the question of how a company converts its resources and capabilities into economic value by creating value from waste. This single case study in the Finnish energy sector focuses on a pioneering company applying CBM. The analysis more specifically illustrates the nine main elements of a business model: customer value proposition, segments, customer relationships, channels, key resources, key activities, partners, costs and revenues. Furthermore, we illustrate the internal and external adoption factors required to transform a business model canvas (BMC) to a CBM framework.

Eeva Aromaa

Papers

Critical sensemaking: challenges and promises

Client-consultant interaction: the dynamics of and conflicts in value co-creation and co-destruction

Management of Innovation in Small Service Companies

Emotion as soft power in organisations

Applying the circular economy to a business model: an illustrative case study of a pioneering energy company