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The rise of the phoenix: methodological innovation as a discourse of renewal

机译：凤凰的崛起：方法论创新作为复兴之道

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The imperatives on contemporary organizations to adapt to an increasingly uncertain and turbulent environment are intense. The pace of change is at least as great in the public as the private sector, with technology being integral to the UK government's modernization agenda. Resilience refers to the ability of individuals and organizations to cope with change through a continuous process of renewal. Much research on resilience is uncritical, normative and written from a detached perspective that emphasizes the agency of senior management. In contrast, this paper provides an ethnographically based account of resilience at the middle level of a large, public sector bureaucracy. Finding itself under increasing pressure to move away from its traditional, technically oriented role, the IS function sought to reinvent itself as a strategic driver of business transformation. The development of a business process reengineering methodology was seen as the key to operationalizing this new role. Although innovation in IS methodology can be problematic, here it was brought off successfully. This was attributed to several factors, including the adoption of a participative action research approach and the commitment of IS management. Above all, the sense of crisis prevailing at the outset of the initiative was decisive. Crises present a major challenge to organizational sense-making; here, a resilient 'discourse of renewal' was kindled with the impending threat interpreted positively as a proactive opportunity to develop the new strategic identity The paper concludes with some critical reflections on the limits of managerial agency and the notion of resilience as a designable capacity.
机译：当代组织必须适应不断变化的不确定性和动荡的环境，当务之急。公共领域的变革步伐至少与私营部门一样快，而技术已成为英国政府现代化议程不可或缺的一部分。复原力是指个人和组织通过连续的更新过程应对变化的能力。关于弹性的许多研究都是非批判性的，规范性的，并且是从强调高级管理机构的独立观点撰写的。相比之下，本文在大型公共部门官僚机构的中间层提供了基于人种学的适应力说明。 IS职能部门面临着越来越大的压力，希望摆脱其传统的，以技术为导向的角色，因此寻求将其自身改造为业务转型的战略驱动力。业务流程再造方法的开发被视为实现这一新角色的关键。尽管IS方法论的创新可能会出现问题，但在这里却成功地将它推开了。这归因于几个因素，包括采用参与式行动研究方法和信息系统管理的承诺。最重要的是，在该倡议开始时普遍存在的危机感是决定性的。危机对组织的理性思考提出了重大挑战；在这里，一种弹性的“更新话语”被点燃了，即将来临的威胁被积极地解释为发展新战略身份的主动机会。本文最后对管理机构的局限性和作为可设计能力的弹性概念进行了批判性思考。

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