A Clockwork Organisation: Proposing a New Theory of Organisational Temporality
|Title:||A Clockwork Organisation: Proposing a New Theory of Organisational Temporality||Authors:||O Riordan, Niamh
|Permanent link:||http://hdl.handle.net/10197/7254||Date:||16-Dec-2012||Abstract:||Time is an inherent quality of human life, yet it remains a hidden dimension in Information Systems (IS) research. In our 'real time' world, time has become a fundamentally important business performance indicator but the hidden costs associated with increased speed in firms are frequently overlooked. In research, there has been a lack of synthesis and coherence on the topic of time, largely because a reliance on myopic measures of time has resulted in a shortage of research on temporal construct associations. To address the conceptual weaknesses in studies of time, the aim of this research is to provide a rich definition and conceptualisation of time in an organisational context. Our framework of organisational temporal performance is based on a multidisciplinary literature review, where variants and sub-components of the concept have originated, matured, and have been applied and tested thoroughly over time. The paper concludes with a discussion of the implications of the study and possible avenues for future research.||Funding Details:||Science Foundation Ireland||Type of material:||Conference Publication||Keywords:||Organisational temporality; Temporal planning; Temporal execution; Temporal schemata; Temporal exactitude; Temporal flexibility; Time allocation; Improvisatory style; Monochronicity; Polychronicity; Tempo rubato; Absolute temporal position; Relative temporal position; Pace; Timeliness; Temporal awareness; Temporal; Signification; Temporal preference; Time pressure; Time compression||Language:||en||Status of Item:||Peer reviewed||Conference Details:||The Journal of the Association for Information Systems (JAIS) Sponsored Theory Development Workshop with ICIS, Orlando, Florida, USA, 16 December 2012|
|Appears in Collections:||Business Research Collection|
Show full item record
This item is available under the Attribution-NonCommercial-NoDerivs 3.0 Ireland. No item may be reproduced for commercial purposes. For other possible restrictions on use please refer to the publisher's URL where this is made available, or to notes contained in the item itself. Other terms may apply.