Essec\Faculty\Model\Profile {#2216
#_id: "B00819530"
#_source: array:40 [
"bid" => "B00819530"
"academId" => "34849"
"slug" => "huising-ruthanne"
"fullName" => "Ruthanne HUISING"
"lastName" => "HUISING"
"firstName" => "Ruthanne"
"title" => array:2 [
"fr" => "Professeur"
"en" => "Professor"
]
"email" => "ruthanne.huising@essec.edu"
"status" => "ACTIF"
"campus" => "Campus de Cergy"
"departments" => []
"phone" => ""
"sites" => []
"facNumber" => "34849"
"externalCvUrl" => "https://faculty.essec.edu/en/cv/huising-ruthanne/pdf"
"googleScholarUrl" => ""
"facOrcId" => "https://orcid.org/0000-0002-1286-2519"
"career" => array:4 [
0 => Essec\Faculty\Model\CareerItem {#2232
#_index: null
#_id: null
#_source: array:7 [
"startDate" => "2024-09-01"
"endDate" => null
"isInternalPosition" => true
"type" => array:2 [
"fr" => "Positions académiques principales"
"en" => "Full-time academic appointments"
]
"label" => array:2 [
"fr" => "Professeur"
"en" => "Professor"
]
"institution" => array:2 [
"fr" => "ESSEC Business School"
"en" => "ESSEC Business School"
]
"country" => array:2 [
"fr" => "France"
"en" => "France"
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2216}
}
1 => Essec\Faculty\Model\CareerItem {#2233
#_index: null
#_id: null
#_source: array:7 [
"startDate" => "2016-09-01"
"endDate" => "2024-09-01"
"isInternalPosition" => true
"type" => array:2 [
"fr" => "Positions académiques principales"
"en" => "Full-time academic appointments"
]
"label" => array:2 [
"fr" => "Professeur"
"en" => "Professor"
]
"institution" => array:2 [
"fr" => "Emlyon Business School"
"en" => "Emlyon Business School"
]
"country" => array:2 [
"fr" => "France"
"en" => "France"
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2216}
}
2 => Essec\Faculty\Model\CareerItem {#2234
#_index: null
#_id: null
#_source: array:7 [
"startDate" => "2015-09-01"
"endDate" => "2016-08-31"
"isInternalPosition" => true
"type" => array:2 [
"fr" => "Positions académiques principales"
"en" => "Full-time academic appointments"
]
"label" => array:2 [
"fr" => "Professeur associé"
"en" => "Associate Professor"
]
"institution" => array:2 [
"fr" => "McGill University"
"en" => "McGill University"
]
"country" => array:2 [
"fr" => "Canada"
"en" => "Canada"
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2216}
}
3 => Essec\Faculty\Model\CareerItem {#2235
#_index: null
#_id: null
#_source: array:7 [
"startDate" => "2008-07-01"
"endDate" => "2015-07-01"
"isInternalPosition" => true
"type" => array:2 [
"fr" => "Positions académiques principales"
"en" => "Full-time academic appointments"
]
"label" => array:2 [
"fr" => "Professeur assistant"
"en" => "Assistant Professor"
]
"institution" => array:2 [
"fr" => "McGill University"
"en" => "McGill University"
]
"country" => array:2 [
"fr" => "Canada"
"en" => "Canada"
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2216}
}
]
"diplomes" => array:1 [
0 => Essec\Faculty\Model\Diplome {#2218
#_index: null
#_id: null
#_source: array:6 [
"diplome" => "DIPLOMA"
"type" => array:2 [
"fr" => "Diplômes"
"en" => "Diplomas"
]
"year" => "2008"
"label" => array:2 [
"en" => "Doctor of Philosophy, Industrial Relations"
"fr" => "Doctor of Philosophy, Sciences de Gestion, Management"
]
"institution" => array:2 [
"fr" => "Massachusetts Institute of Technology"
"en" => "Massachusetts Institute of Technology"
]
"country" => array:2 [
"fr" => "États-Unis"
"en" => "United States of America"
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2216}
}
]
"bio" => array:2 [
"fr" => "<p>Ruthanne Huising est professeure de management à l’ESSEC. Les recherches de Ruthanne sont motivées par la difficulté avérée de faire respecter les réglementations, les normes et autres attentes éthiques et sociales aux organisations. Afin de mieux comprendre ce problème, elle étudie les professions et le travail qui jouent un rôle central dans la façon dont la conformité est comprise et mise en pratique au sein des organisations et entre elles. Au sein des organisations, elle étudie la manière dont les demandes prosociales sont harmonisées, traduites et mises en œuvre, en analysant les questions d'expertise et de pouvoir. Entre les organisations, elle examine les processus de gouvernance, notamment les espaces organisés où les parties prenantes et les membres de professions désignées interagissent pour débattre de la signification de la conformité organisationnelle et pour développer des ressources facilitant cette mise en conformité. Ruthanne est régulièrement invitée à partager ses travaux avec les praticiens, et ses recherches ont directement influencé des politiques réglementaires au Canada et au Royaume-Uni. Ses travaux ont été publiés dans Administrative Science Quarterly, Organization Science et Regulation & Governance. Ruthanne est ancienne rédactrice en chef adjointe et rédactrice senior à Organization Science et fondatrice de l'Atelier d'ethnographie, un espace collaboratif dédié à l'enseignement des méthodes qualitatives et au partage des recherches qualitatives. Elle a obtenu son doctorat à la Sloan School of Management du MIT. Elle a également été professeure associée et titulaire de la chaireWilliam Dawson à l'Université McGill, ainsi que professeure de gestion à l'emlyon Business School.</p>\n"
"en" => "<p><span style="color:#333333">My research is motivated by the documented difficulty of achieving organizational compliance with regulations, standards, and other ethical and social expectations. To examine this problem, I study the professions and work that are central in shaping how compliance is understood and practiced within and across organizations. Within organizations, I study how prosocial demands are harmonized, translated, and implemented, analyzing issues of expertise and power. Across organizations, I examine governance processes, including the organized spaces in which stakeholders and members of designated professions interact to negotiate the meaning of organizational compliance and develop resources to facilitate organizational compliance. My work has been published in </span><i>Administrative Science Quarterly</i>, <i>Organization Science</i>,<i> and</i> <i>Regulation & Governance</i>. I am a former deputy editor and senior editor at Organization Science and founder of the Ethnography Atelier (www.ethnographyatelier.org), a collaborative space dedicated to teaching qualitative methods and sharing qualitative research. <span style="color:#212121">I </span><span style="color:#333333">received my Ph.D. from the Sloan School of Management at M.I.T. Prior to joining ESSEC I was Associate Professor and William Dawson Scholar at McGill University and Professor of Management at Emlyon Business School.</span></p>\n"
]
"department" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"site" => array:2 [
"fr" => ""
"en" => ""
]
"industrrySectors" => array:2 [
"fr" => null
"en" => null
]
"researchFields" => array:2 [
"fr" => null
"en" => null
]
"teachingFields" => array:2 [
"fr" => null
"en" => null
]
"distinctions" => array:10 [
0 => Essec\Faculty\Model\Distinction {#2236
#_index: null
#_id: null
#_source: array:6 [
"date" => "2023-08-10"
"label" => array:2 [
"fr" => "Distinguished Educator Award, OMT Division of Academy of Management"
"en" => "Distinguished Educator Award, Academy of Management, OMT Division"
]
"type" => array:2 [
"fr" => "Prix"
"en" => "Awards"
]
"tri" => " 1 "
"institution" => array:2 [
"fr" => null
"en" => null
]
"country" => array:2 [
"fr" => null
"en" => null
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2216}
}
1 => Essec\Faculty\Model\Distinction {#2237
#_index: null
#_id: null
#_source: array:6 [
"date" => "2012-01-02"
"label" => array:2 [
"fr" => "W. Richard Scott Award for Distinguished Scholarship"
"en" => "W. Richard Scott Award for Distinguished Scholarship, American Sociological Association"
]
"type" => array:2 [
"fr" => "Prix"
"en" => "Awards"
]
"tri" => " 1 "
"institution" => array:2 [
"fr" => null
"en" => null
]
"country" => array:2 [
"fr" => null
"en" => null
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2216}
}
2 => Essec\Faculty\Model\Distinction {#2238
#_index: null
#_id: null
#_source: array:6 [
"date" => "2011-01-01"
"label" => array:2 [
"fr" => "Best Paper 2011 - Governing the Gap: Forging Safe Science through Relational Regulation"
"en" => "Best Paper Prize, Regulation and Governance"
]
"type" => array:2 [
"fr" => "Prix"
"en" => "Awards"
]
"tri" => " 1 "
"institution" => array:2 [
"fr" => null
"en" => null
]
"country" => array:2 [
"fr" => null
"en" => null
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2216}
}
3 => Essec\Faculty\Model\Distinction {#2239
#_index: null
#_id: null
#_source: array:6 [
"date" => "2008-01-01"
"label" => array:2 [
"fr" => "Best Dissertation Award"
"en" => "Best Dissertation Award, Labor and Employment Relations Association"
]
"type" => array:2 [
"fr" => "Prix"
"en" => "Awards"
]
"tri" => " 1 "
"institution" => array:2 [
"fr" => null
"en" => null
]
"country" => array:2 [
"fr" => null
"en" => null
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2216}
}
4 => Essec\Faculty\Model\Distinction {#2240
#_index: null
#_id: null
#_source: array:6 [
"date" => "2014-07-01"
"label" => array:2 [
"fr" => "Undergraduate Teaching Award, Desautels Faculty of Management"
"en" => "Undergraduate Teaching Award, Desautels Faculty of Management, McGill University"
]
"type" => array:2 [
"fr" => "Prix"
"en" => "Awards"
]
"tri" => " 1 "
"institution" => array:2 [
"fr" => null
"en" => null
]
"country" => array:2 [
"fr" => null
"en" => null
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2216}
}
5 => Essec\Faculty\Model\Distinction {#2241
#_index: null
#_id: null
#_source: array:6 [
"date" => "2011-07-01"
"label" => array:2 [
"fr" => "Professor of the Year Desautels Faculty of Management Undergraduate Society"
"en" => "Professor of the Year Desautels Faculty of Management Undergraduate Society, McGill University"
]
"type" => array:2 [
"fr" => "Prix"
"en" => "Awards"
]
"tri" => " 1 "
"institution" => array:2 [
"fr" => null
"en" => null
]
"country" => array:2 [
"fr" => null
"en" => null
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2216}
}
6 => Essec\Faculty\Model\Distinction {#2242
#_index: null
#_id: null
#_source: array:6 [
"date" => "2011-07-01"
"label" => array:2 [
"fr" => "Best Paper Prize ASQ, HEC, and OMT Conference on Coordination"
"en" => "Best Paper Prize ASQ, HEC, and OMT Conference on Coordination"
]
"type" => array:2 [
"fr" => "Prix"
"en" => "Awards"
]
"tri" => " 1 "
"institution" => array:2 [
"fr" => null
"en" => null
]
"country" => array:2 [
"fr" => null
"en" => null
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2216}
}
7 => Essec\Faculty\Model\Distinction {#2243
#_index: null
#_id: null
#_source: array:6 [
"date" => "2015-09-01"
"label" => array:2 [
"fr" => "William Dawson Scholar"
"en" => "William Dawson Scholar, McGill University"
]
"type" => array:2 [
"fr" => "Prix"
"en" => "Awards"
]
"tri" => " 1 "
"institution" => array:2 [
"fr" => null
"en" => null
]
"country" => array:2 [
"fr" => null
"en" => null
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2216}
}
8 => Essec\Faculty\Model\Distinction {#2244
#_index: null
#_id: null
#_source: array:6 [
"date" => "2014-07-01"
"label" => array:2 [
"fr" => "Principal’s Prize for Excellence in Undergraduate Teaching"
"en" => "Finalist for Principal’s Prize for Excellence in Undergraduate Teaching, McGill University"
]
"type" => array:2 [
"fr" => "Prix"
"en" => "Awards"
]
"tri" => " 1 "
"institution" => array:2 [
"fr" => null
"en" => null
]
"country" => array:2 [
"fr" => null
"en" => null
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2216}
}
9 => Essec\Faculty\Model\Distinction {#2245
#_index: null
#_id: null
#_source: array:6 [
"date" => "2009-07-01"
"label" => array:2 [
"fr" => "Principal’s Prize for Excellence in Undergraduate Teaching"
"en" => "Finalist for Principal’s Prize for Excellence in Undergraduate Teaching, McGill University"
]
"type" => array:2 [
"fr" => "Prix"
"en" => "Awards"
]
"tri" => " 1 "
"institution" => array:2 [
"fr" => null
"en" => null
]
"country" => array:2 [
"fr" => null
"en" => null
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2216}
}
]
"teaching" => array:4 [
0 => Essec\Faculty\Model\TeachingItem {#2230
#_index: null
#_id: null
#_source: array:7 [
"startDate" => null
"endDate" => null
"program" => null
"label" => array:2 [
"fr" => ""
"en" => ""
]
"type" => array:2 [
"fr" => "Co-directeur de thèse"
"en" => "Thesis co-director"
]
"institution" => array:2 [
"fr" => null
"en" => null
]
"country" => array:2 [
"fr" => null
"en" => null
]
]
+lang: "en"
}
1 => Essec\Faculty\Model\TeachingItem {#2231
#_index: null
#_id: null
#_source: array:7 [
"startDate" => null
"endDate" => null
"program" => null
"label" => array:2 [
"fr" => ""
"en" => ""
]
"type" => array:2 [
"fr" => "Membre de jury"
"en" => "Thesis jury member"
]
"institution" => array:2 [
"fr" => "ESSEC Business School"
"en" => "ESSEC Business School"
]
"country" => array:2 [
"fr" => "France"
"en" => "France"
]
]
+lang: "en"
}
2 => Essec\Faculty\Model\TeachingItem {#2229
#_index: null
#_id: null
#_source: array:7 [
"startDate" => null
"endDate" => "2022"
"program" => null
"label" => array:2 [
"fr" => ""
"en" => ""
]
"type" => array:2 [
"fr" => "Directeur de thèse"
"en" => "Thesis director"
]
"institution" => array:2 [
"fr" => null
"en" => null
]
"country" => array:2 [
"fr" => null
"en" => null
]
]
+lang: "en"
}
3 => Essec\Faculty\Model\TeachingItem {#2228
#_index: null
#_id: null
#_source: array:7 [
"startDate" => null
"endDate" => "2020"
"program" => null
"label" => array:2 [
"fr" => ""
"en" => ""
]
"type" => array:2 [
"fr" => "Directeur de thèse"
"en" => "Thesis director"
]
"institution" => array:2 [
"fr" => null
"en" => null
]
"country" => array:2 [
"fr" => null
"en" => null
]
]
+lang: "en"
}
]
"otherActivities" => array:11 [
0 => Essec\Faculty\Model\ExtraActivity {#2220
#_index: null
#_id: null
#_source: array:9 [
"startDate" => "2016-07-01"
"endDate" => "2024-06-01"
"year" => null
"uuid" => "102"
"type" => array:2 [
"fr" => "Activités de recherche"
"en" => "Research activities"
]
"subType" => array:2 [
"fr" => "Co-direction d'une revue - Co-rédacteur en chef"
"en" => "Senior or Associate Editor"
]
"label" => array:2 [
"fr" => "Organization Science Deputy Editor/Senior Editor"
"en" => "Organization Science Deputy Editor/Senior Editor"
]
"institution" => array:2 [
"fr" => null
"en" => null
]
"country" => array:2 [
"fr" => null
"en" => null
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2216}
}
1 => Essec\Faculty\Model\ExtraActivity {#2217
#_index: null
#_id: null
#_source: array:9 [
"startDate" => "2017-09-01"
"endDate" => null
"year" => null
"uuid" => "201"
"type" => array:2 [
"fr" => "Activités de recherche"
"en" => "Research activities"
]
"subType" => array:2 [
"fr" => "Organisation d'une conférence ou d'un séminaire"
"en" => "Organization of a conference or a seminar"
]
"label" => array:2 [
"fr" => "Founder and Organizer"
"en" => "Founder and Organizer of The Ethnography Atelier"
]
"institution" => array:2 [
"fr" => null
"en" => null
]
"country" => array:2 [
"fr" => null
"en" => null
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2216}
}
2 => Essec\Faculty\Model\ExtraActivity {#2221
#_index: null
#_id: null
#_source: array:9 [
"startDate" => "2024-06-01"
"endDate" => null
"year" => null
"uuid" => "103"
"type" => array:2 [
"fr" => "Activités de recherche"
"en" => "Research activities"
]
"subType" => array:2 [
"fr" => "Membre d'un comité de lecture"
"en" => "Editorial Board Membership"
]
"label" => array:2 [
"fr" => "Member of Editorial Board"
"en" => "Organization Science, Member of Editorial Board"
]
"institution" => array:2 [
"fr" => null
"en" => null
]
"country" => array:2 [
"fr" => null
"en" => null
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2216}
}
3 => Essec\Faculty\Model\ExtraActivity {#2215
#_index: null
#_id: null
#_source: array:9 [
"startDate" => "2023-01-01"
"endDate" => null
"year" => null
"uuid" => "103"
"type" => array:2 [
"fr" => "Activités de recherche"
"en" => "Research activities"
]
"subType" => array:2 [
"fr" => "Membre d'un comité de lecture"
"en" => "Editorial Board Membership"
]
"label" => array:2 [
"fr" => "Member of E"
"en" => "Regulation and Governance, Member of Executive Board"
]
"institution" => array:2 [
"fr" => null
"en" => null
]
"country" => array:2 [
"fr" => null
"en" => null
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2216}
}
4 => Essec\Faculty\Model\ExtraActivity {#2219
#_index: null
#_id: null
#_source: array:9 [
"startDate" => "2023-01-01"
"endDate" => null
"year" => null
"uuid" => "103"
"type" => array:2 [
"fr" => "Activités de recherche"
"en" => "Research activities"
]
"subType" => array:2 [
"fr" => "Membre d'un comité de lecture"
"en" => "Editorial Board Membership"
]
"label" => array:2 [
"fr" => "Member of Editorial Board"
"en" => "Journal of Organizational Ethnography, Member of Editorial Board"
]
"institution" => array:2 [
"fr" => null
"en" => null
]
"country" => array:2 [
"fr" => null
"en" => null
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2216}
}
5 => Essec\Faculty\Model\ExtraActivity {#2222
#_index: null
#_id: null
#_source: array:9 [
"startDate" => "2022-01-01"
"endDate" => null
"year" => null
"uuid" => "103"
"type" => array:2 [
"fr" => "Activités de recherche"
"en" => "Research activities"
]
"subType" => array:2 [
"fr" => "Membre d'un comité de lecture"
"en" => "Editorial Board Membership"
]
"label" => array:2 [
"fr" => "Advisory Board Member"
"en" => "Research in the Sociology of Organizations, Advisory Board Member"
]
"institution" => array:2 [
"fr" => null
"en" => null
]
"country" => array:2 [
"fr" => null
"en" => null
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2216}
}
6 => Essec\Faculty\Model\ExtraActivity {#2223
#_index: null
#_id: null
#_source: array:9 [
"startDate" => "2023-01-01"
"endDate" => "2024-01-01"
"year" => null
"uuid" => "102"
"type" => array:2 [
"fr" => "Activités de recherche"
"en" => "Research activities"
]
"subType" => array:2 [
"fr" => "Co-direction d'une revue - Co-rédacteur en chef"
"en" => "Senior or Associate Editor"
]
"label" => array:2 [
"fr" => "Associate Editor"
"en" => "Regulation and Governance Associate Editor"
]
"institution" => array:2 [
"fr" => null
"en" => null
]
"country" => array:2 [
"fr" => null
"en" => null
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2216}
}
7 => Essec\Faculty\Model\ExtraActivity {#2224
#_index: null
#_id: null
#_source: array:9 [
"startDate" => "2021-01-01"
"endDate" => "2024-01-01"
"year" => null
"uuid" => "103"
"type" => array:2 [
"fr" => "Activités de recherche"
"en" => "Research activities"
]
"subType" => array:2 [
"fr" => "Membre d'un comité de lecture"
"en" => "Editorial Board Membership"
]
"label" => array:2 [
"fr" => "Member of Editorial Board"
"en" => "Administrative Science Quarterly, Member of Editorial Board"
]
"institution" => array:2 [
"fr" => null
"en" => null
]
"country" => array:2 [
"fr" => null
"en" => null
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2216}
}
8 => Essec\Faculty\Model\ExtraActivity {#2225
#_index: null
#_id: null
#_source: array:9 [
"startDate" => "2013-01-01"
"endDate" => "2016-06-01"
"year" => null
"uuid" => "103"
"type" => array:2 [
"fr" => "Activités de recherche"
"en" => "Research activities"
]
"subType" => array:2 [
"fr" => "Membre d'un comité de lecture"
"en" => "Editorial Board Membership"
]
"label" => array:2 [
"fr" => "Organization Science, Member of Editorial Board"
"en" => "Organization Science, Member of Editorial Board"
]
"institution" => array:2 [
"fr" => null
"en" => null
]
"country" => array:2 [
"fr" => null
"en" => null
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2216}
}
9 => Essec\Faculty\Model\ExtraActivity {#2226
#_index: null
#_id: null
#_source: array:9 [
"startDate" => "2024-07-01"
"endDate" => null
"year" => null
"uuid" => "201"
"type" => array:2 [
"fr" => "Activités de recherche"
"en" => "Research activities"
]
"subType" => array:2 [
"fr" => "Organisation d'une conférence ou d'un séminaire"
"en" => "Organization of a conference or a seminar"
]
"label" => array:2 [
"fr" => "Organizer, Expertise Standing Working Group, EGOS"
"en" => "Organizer, Expertise Standing Working Group, EGOS"
]
"institution" => array:2 [
"fr" => null
"en" => null
]
"country" => array:2 [
"fr" => null
"en" => null
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2216}
}
10 => Essec\Faculty\Model\ExtraActivity {#2227
#_index: null
#_id: null
#_source: array:9 [
"startDate" => "2022-06-01"
"endDate" => null
"year" => null
"uuid" => "201"
"type" => array:2 [
"fr" => "Activités de recherche"
"en" => "Research activities"
]
"subType" => array:2 [
"fr" => "Organisation d'une conférence ou d'un séminaire"
"en" => "Organization of a conference or a seminar"
]
"label" => array:2 [
"fr" => "Covene"
"en" => "Convenor Regulation and Governance Network, SASE"
]
"institution" => array:2 [
"fr" => null
"en" => null
]
"country" => array:2 [
"fr" => null
"en" => null
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2216}
}
]
"theses" => array:4 [
0 => Essec\Faculty\Model\These {#2246
#_index: null
#_id: null
#_source: array:9 [
"year" => "2020"
"startDate" => null
"endDate" => "2020"
"student" => "MARJOLAINE ROSTAIN M."
"firstJob" => ""
"label" => array:2 [
"fr" => ""
"en" => ""
]
"role" => array:2 [
"fr" => "Directeur de thèse"
"en" => "Thesis director"
]
"institution" => array:2 [
"fr" => null
"en" => null
]
"country" => array:2 [
"fr" => null
"en" => null
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2216}
}
1 => Essec\Faculty\Model\These {#2247
#_index: null
#_id: null
#_source: array:9 [
"year" => null
"startDate" => null
"endDate" => null
"student" => "MARSELIA TAN M."
"firstJob" => ""
"label" => array:2 [
"fr" => ""
"en" => ""
]
"role" => array:2 [
"fr" => "Membre de jury"
"en" => "Thesis jury member"
]
"institution" => array:2 [
"fr" => "ESSEC Business School"
"en" => "ESSEC Business School"
]
"country" => array:2 [
"fr" => "France"
"en" => "France"
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2216}
}
2 => Essec\Faculty\Model\These {#2248
#_index: null
#_id: null
#_source: array:9 [
"year" => null
"startDate" => null
"endDate" => null
"student" => "PERNILLE BERG LASSEN P."
"firstJob" => ""
"label" => array:2 [
"fr" => ""
"en" => ""
]
"role" => array:2 [
"fr" => "Co-directeur de thèse"
"en" => "Thesis co-director"
]
"institution" => array:2 [
"fr" => null
"en" => null
]
"country" => array:2 [
"fr" => null
"en" => null
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2216}
}
3 => Essec\Faculty\Model\These {#2249
#_index: null
#_id: null
#_source: array:9 [
"year" => "2022"
"startDate" => null
"endDate" => "2022"
"student" => "SAMANTHA ORTIZ CASILLAS S."
"firstJob" => ""
"label" => array:2 [
"fr" => ""
"en" => ""
]
"role" => array:2 [
"fr" => "Directeur de thèse"
"en" => "Thesis director"
]
"institution" => array:2 [
"fr" => null
"en" => null
]
"country" => array:2 [
"fr" => null
"en" => null
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2216}
}
]
"indexedAt" => "2024-11-24T20:21:25.000Z"
"contributions" => array:13 [
0 => Essec\Faculty\Model\Contribution {#2251
#_index: "academ_contributions"
#_id: "15100"
#_source: array:18 [
"id" => "15100"
"slug" => "devoted-but-disconnected-managing-role-conflict-through-interactional-control"
"yearMonth" => "2024-04"
"year" => "2024"
"title" => "Devoted but Disconnected: Managing Role Conflict Through Interactional Control"
"description" => "CONZON, V.M. et HUISING, R. (2024). Devoted but Disconnected: Managing Role Conflict Through Interactional Control. <i>Organization Science</i>, In press."
"authors" => array:2 [
0 => array:3 [
"name" => "HUISING Ruthanne"
"bid" => "B00819530"
"slug" => "huising-ruthanne"
]
1 => array:1 [
"name" => "Conzon Vanessa M."
]
]
"ouvrage" => ""
"keywords" => array:9 [
0 => "role conflict"
1 => "interactions"
2 => "time"
3 => "control"
4 => "STEM"
5 => "professions"
6 => "work-life"
7 => "childcare"
8 => "autonomy"
]
"updatedAt" => "2024-10-31 13:51:19"
"publicationUrl" => "https://doi.org/10.1287/orsc.2019.13517"
"publicationInfo" => array:3 [
"pages" => null
"volume" => "In press"
"number" => null
]
"type" => array:2 [
"fr" => "Articles"
"en" => "Journal articles"
]
"support_type" => array:2 [
"fr" => "Revue scientifique"
"en" => "Scientific journal"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "The ideal worker is represented as constantly available for work. However, an increasing number and variety of workers experience conflict between work and family demands. Research has identified numerous practices to manage this conflict with positive implications for non-work relationships, but the implications of these practices for work relationships remain unclear. How do efforts to manage role conflict affect workplace relationships? To examine this question, we draw on ethnographic data from 72 STEM workers across three organizations. We find that workers who experienced role conflict interpreted interactions in the workplace—often unpredictable in timing, frequency, and length—as a threat to fulfilling both their work and family roles on a daily basis. Thus, they controlled work interactions to make time for both work and non-work roles. However, interactional control limited their sense of workplace belonging and opportunities for resource exchange. In contrast, workers who did not experience daily role conflict encouraged interactions, allowing these encounters to expand across time. As a result, their work extended into evenings and weekends, and they experienced a sense of belonging and more regular resource exchange. We identify how interactional control practices manage role conflict but limit the development of workplace relationships. We also expand the repertoire of how devotion to work can be performed, identifying the occupied worker who expresses devotion through focused and efficient work and interactions rather than availability for work and interactions."
"en" => "The ideal worker is represented as constantly available for work. However, an increasing number and variety of workers experience conflict between work and family demands. Research has identified numerous practices to manage this conflict with positive implications for non-work relationships, but the implications of these practices for work relationships remain unclear. How do efforts to manage role conflict affect workplace relationships? To examine this question, we draw on ethnographic data from 72 STEM workers across three organizations. We find that workers who experienced role conflict interpreted interactions in the workplace—often unpredictable in timing, frequency, and length—as a threat to fulfilling both their work and family roles on a daily basis. Thus, they controlled work interactions to make time for both work and non-work roles. However, interactional control limited their sense of workplace belonging and opportunities for resource exchange. In contrast, workers who did not experience daily role conflict encouraged interactions, allowing these encounters to expand across time. As a result, their work extended into evenings and weekends, and they experienced a sense of belonging and more regular resource exchange. We identify how interactional control practices manage role conflict but limit the development of workplace relationships. We also expand the repertoire of how devotion to work can be performed, identifying the occupied worker who expresses devotion through focused and efficient work and interactions rather than availability for work and interactions."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-24T20:21:51.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 6.677813
+"parent": null
}
1 => Essec\Faculty\Model\Contribution {#2253
#_index: "academ_contributions"
#_id: "15170"
#_source: array:18 [
"id" => "15170"
"slug" => "temporal-miscoupling-the-challenges-and-consequences-of-enacting-a-practice-in-decline"
"yearMonth" => "2024-09"
"year" => "2024"
"title" => "Temporal Miscoupling: The Challenges and Consequences of Enacting a Practice in Decline"
"description" => "ORTIZ CASILLAS, S. et HUISING, R. (2024). Temporal Miscoupling: The Challenges and Consequences of Enacting a Practice in Decline. <i>Organization Science</i>, In press, pp. 1-25."
"authors" => array:2 [
0 => array:3 [
"name" => "HUISING Ruthanne"
"bid" => "B00819530"
"slug" => "huising-ruthanne"
]
1 => array:1 [
"name" => "ORTIZ CASILLAS Samantha"
]
]
"ouvrage" => ""
"keywords" => array:8 [
0 => "inhabited institutionalism"
1 => "coupling"
2 => "practice decline"
3 => "deinstitutionalization"
4 => "symbolic interactionism"
5 => "labor strike"
6 => "union"
7 => "union members"
]
"updatedAt" => "2024-10-31 13:51:19"
"publicationUrl" => "https://doi.org/10.1287/orsc.2021.16026"
"publicationInfo" => array:3 [
"pages" => "1-25"
"volume" => "In press"
"number" => null
]
"type" => array:2 [
"fr" => "Articles"
"en" => "Journal articles"
]
"support_type" => array:2 [
"fr" => "Revue scientifique"
"en" => "Scientific journal"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "A practice firmly entrenched in one period can experience decline or even deinstitutionalization in another. However, at the organization level, practice abandonment can be a slow process. Organizations may continue to use a practice that is in decline or out of date, coupling asynchronously with a prior institutional environment. In this paper we develop the concept of temporal miscoupling and examine the challenges of performing a practice under this condition. Drawing on a field study of a labor strike in Canada, we examine the difficulties of inhabiting the practice of striking—picketing a workplace—with eroding political, legal, and cultural support; declining familiarity with the practice; and fading narratives to motivate and justify the practice. We show how strikers developed extemporaneous resources that gave local meaning and form to the practice. These improvised resources supported the practice but distorted historical meanings and performances. Our study expands the analytical repertoire of inhabited institutionalism by problematizing the temporal lag between institutional conditions and organizational practices for the on-the-ground enactment of practices. The extemporaneous resources generated in the context of temporal miscoupling threaten future enactments, indicating an important role for practice enactment in processes of decline and revitalization."
"en" => "A practice firmly entrenched in one period can experience decline or even deinstitutionalization in another. However, at the organization level, practice abandonment can be a slow process. Organizations may continue to use a practice that is in decline or out of date, coupling asynchronously with a prior institutional environment. In this paper we develop the concept of temporal miscoupling and examine the challenges of performing a practice under this condition. Drawing on a field study of a labor strike in Canada, we examine the difficulties of inhabiting the practice of striking—picketing a workplace—with eroding political, legal, and cultural support; declining familiarity with the practice; and fading narratives to motivate and justify the practice. We show how strikers developed extemporaneous resources that gave local meaning and form to the practice. These improvised resources supported the practice but distorted historical meanings and performances. Our study expands the analytical repertoire of inhabited institutionalism by problematizing the temporal lag between institutional conditions and organizational practices for the on-the-ground enactment of practices. The extemporaneous resources generated in the context of temporal miscoupling threaten future enactments, indicating an important role for practice enactment in processes of decline and revitalization."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-24T20:21:51.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 6.677813
+"parent": null
}
2 => Essec\Faculty\Model\Contribution {#2255
#_index: "academ_contributions"
#_id: "15198"
#_source: array:18 [
"id" => "15198"
"slug" => "relational-expertise-what-machines-cant-know"
"yearMonth" => "2023-01"
"year" => "2023"
"title" => "Relational Expertise: What Machines Can't Know"
"description" => "PAKARINEN, P. et HUISING, R. (2023). Relational Expertise: What Machines Can't Know. <i>Journal of Management Studies</i>, In press."
"authors" => array:2 [
0 => array:3 [
"name" => "HUISING Ruthanne"
"bid" => "B00819530"
"slug" => "huising-ruthanne"
]
1 => array:1 [
"name" => "Pakarinen Pauli"
]
]
"ouvrage" => ""
"keywords" => []
"updatedAt" => "2024-09-30 13:56:35"
"publicationUrl" => "https://doi.org/10.1111/joms.12915"
"publicationInfo" => array:3 [
"pages" => ""
"volume" => "In press"
"number" => ""
]
"type" => array:2 [
"fr" => "Articles"
"en" => "Journal articles"
]
"support_type" => array:2 [
"fr" => "Revue scientifique"
"en" => "Scientific journal"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "Professions continue to be the primary means through which societies institutionalize expertise. Recent analyses and narratives predict that artificial intelligence (AI) will make meaningful inroads into non-routine reasoning about complex cases, threatening the authority of professions. These predictions, we argue, draw on substantialist understandings of expertise as an intellectual possession, a mental achievement, or a cognitive state performed – by humans or machines – to achieve effects. A synthesis of empirical studies shows that expertise is more accurately conceptualized as relationally constituted – generated, applied, and recognized – through interactions. Relational expertise creates challenges of opacity, translation, and accountability for the development and deployment of AI technologies in the context of professional work. A relational understanding of expertise disrupts notions that professions may be augmented with, subordinated to, or dismantled by AI technologies. Instead, AI technologies are embedded in the network of interactions through which the relational expertise of professions is constituted."
"en" => "Professions continue to be the primary means through which societies institutionalize expertise. Recent analyses and narratives predict that artificial intelligence (AI) will make meaningful inroads into non-routine reasoning about complex cases, threatening the authority of professions. These predictions, we argue, draw on substantialist understandings of expertise as an intellectual possession, a mental achievement, or a cognitive state performed – by humans or machines – to achieve effects. A synthesis of empirical studies shows that expertise is more accurately conceptualized as relationally constituted – generated, applied, and recognized – through interactions. Relational expertise creates challenges of opacity, translation, and accountability for the development and deployment of AI technologies in the context of professional work. A relational understanding of expertise disrupts notions that professions may be augmented with, subordinated to, or dismantled by AI technologies. Instead, AI technologies are embedded in the network of interactions through which the relational expertise of professions is constituted."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-24T20:21:51.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 6.677813
+"parent": null
}
3 => Essec\Faculty\Model\Contribution {#2252
#_index: "academ_contributions"
#_id: "15199"
#_source: array:18 [
"id" => "15199"
"slug" => "vicarious-coding-breaching-computational-opacity-in-the-digital-era"
"yearMonth" => "2024-04"
"year" => "2024"
"title" => "Vicarious Coding: Breaching Computational Opacity in the Digital Era"
"description" => "ROSTAIN, M. et HUISING, R. (2024). Vicarious Coding: Breaching Computational Opacity in the Digital Era. <i>Academy of Management Journal</i>, 67(2), pp. 359-381."
"authors" => array:2 [
0 => array:3 [
"name" => "HUISING Ruthanne"
"bid" => "B00819530"
"slug" => "huising-ruthanne"
]
1 => array:1 [
"name" => "Rostain Marjolaine"
]
]
"ouvrage" => ""
"keywords" => []
"updatedAt" => "2024-09-30 13:58:08"
"publicationUrl" => "https://doi.org/10.5465/amj.2021.0150"
"publicationInfo" => array:3 [
"pages" => "359-381"
"volume" => "67"
"number" => "2"
]
"type" => array:2 [
"fr" => "Articles"
"en" => "Journal articles"
]
"support_type" => array:2 [
"fr" => "Revue scientifique"
"en" => "Scientific journal"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "Digital representations are ubiquitous in the workplace. Screen displays, forecasts, simulations, indicators, multidimensional models, figures, and images are increasingly central to work of all kinds. Representations are simultaneously transparent and opaque. They contain and reveal information about the organization. Yet, they conceal the computational work used to convert data about the physical world into abstract depictions. Computational opacity is consequential when representations become misaligned with the physical world they depict. We examine how computational opacity can be breached. Drawing on an ethnography of a machine-shop, we show how operators develop practical computational literacy skills—the capacity to visualize and talk about physical objects and processes independent of them; to translate this noncomputational thinking and talking into computational symbols, syntax, structure, and assumptions; and to create computational solutions. Operators develop this skill vicariously, observing programmers as they solve problems. We contribute to understanding how those without programming capacities may decrease their dependence on programmers and increase their capacity to create and alter representations of the physical world."
"en" => "Digital representations are ubiquitous in the workplace. Screen displays, forecasts, simulations, indicators, multidimensional models, figures, and images are increasingly central to work of all kinds. Representations are simultaneously transparent and opaque. They contain and reveal information about the organization. Yet, they conceal the computational work used to convert data about the physical world into abstract depictions. Computational opacity is consequential when representations become misaligned with the physical world they depict. We examine how computational opacity can be breached. Drawing on an ethnography of a machine-shop, we show how operators develop practical computational literacy skills—the capacity to visualize and talk about physical objects and processes independent of them; to translate this noncomputational thinking and talking into computational symbols, syntax, structure, and assumptions; and to create computational solutions. Operators develop this skill vicariously, observing programmers as they solve problems. We contribute to understanding how those without programming capacities may decrease their dependence on programmers and increase their capacity to create and alter representations of the physical world."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-24T20:21:51.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 6.677813
+"parent": null
}
4 => Essec\Faculty\Model\Contribution {#2256
#_index: "academ_contributions"
#_id: "15200"
#_source: array:18 [
"id" => "15200"
"slug" => "accountability-infrastructures-pragmatic-compliance-inside-organizations"
"yearMonth" => "2021-11"
"year" => "2021"
"title" => "Accountability infrastructures: Pragmatic compliance inside organizations"
"description" => "HUISING, R. et SILBEY, S.S. (2021). Accountability infrastructures: Pragmatic compliance inside organizations. <i>Regulation and Governance</i>, 15(S1)."
"authors" => array:2 [
0 => array:3 [
"name" => "HUISING Ruthanne"
"bid" => "B00819530"
"slug" => "huising-ruthanne"
]
1 => array:1 [
"name" => "Silbey Susan S."
]
]
"ouvrage" => ""
"keywords" => []
"updatedAt" => "2024-09-30 13:59:28"
"publicationUrl" => "https://doi.org/10.1111/rego.12419"
"publicationInfo" => array:3 [
"pages" => ""
"volume" => "15"
"number" => "S1"
]
"type" => array:2 [
"fr" => "Articles"
"en" => "Journal articles"
]
"support_type" => array:2 [
"fr" => "Revue scientifique"
"en" => "Scientific journal"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "We trace the pragmatic turn in regulatory governance from the level of the state and civil society to the coalface of the regulated organization. Since the 1980s, an array of new regulatory models has emerged. These models, while distinct, are unified in two related tendencies. First, they support the devolution of responsibility for standard setting, program design, and enforcement to the regulated organization. This delegation of governance to the organization itself has catalyzed the creation of accountability infrastructures within organizations, a network of offices, roles, programs, and procedures dedicated to aligning the organization's operations with external standards, codes of conduct, ethical and normative expectations, and regulations. Second, the diverse regulatory models depend, often implicitly, on organizational accountability infrastructures that incorporate the tenets of pragmatist philosophy: inquiry through narration, adaptation to context, and problem-solving through experimentation. Reviewing the empirical literature on organizational compliance, we find ample evidence of inquiry through narration at the organizational coalface. However, we find limited evidence of narrating plurality in the organization and narrating experimentation as problem-solving, as these activities create tensions with internal and external parties who expect singular, stable representations of governance. These tensions reveal an important incongruity between pragmatic governance across organizations and pragmatic governance within organizations. We contribute to the regulatory governance literature by documenting this important shift in the locus of governance to the organizational coalface and by charting a new research agenda. We argue that examinations of regulatory governance should be retraced in three ways. First, attention should shift to the organizational coalface, recognizing and analyzing accountability infrastructures as the central contemporary mechanism of governance. Second, the long-standing focus in regulatory studies on why parties comply should shift to understanding how regulated parties manage themselves to achieve compliance. Third, analyses of compliance should examine the tensions in narrating adaptation and experimentation, and the implications of such tensions for the achievement of prosocial outcomes."
"en" => "We trace the pragmatic turn in regulatory governance from the level of the state and civil society to the coalface of the regulated organization. Since the 1980s, an array of new regulatory models has emerged. These models, while distinct, are unified in two related tendencies. First, they support the devolution of responsibility for standard setting, program design, and enforcement to the regulated organization. This delegation of governance to the organization itself has catalyzed the creation of accountability infrastructures within organizations, a network of offices, roles, programs, and procedures dedicated to aligning the organization's operations with external standards, codes of conduct, ethical and normative expectations, and regulations. Second, the diverse regulatory models depend, often implicitly, on organizational accountability infrastructures that incorporate the tenets of pragmatist philosophy: inquiry through narration, adaptation to context, and problem-solving through experimentation. Reviewing the empirical literature on organizational compliance, we find ample evidence of inquiry through narration at the organizational coalface. However, we find limited evidence of narrating plurality in the organization and narrating experimentation as problem-solving, as these activities create tensions with internal and external parties who expect singular, stable representations of governance. These tensions reveal an important incongruity between pragmatic governance across organizations and pragmatic governance within organizations. We contribute to the regulatory governance literature by documenting this important shift in the locus of governance to the organizational coalface and by charting a new research agenda. We argue that examinations of regulatory governance should be retraced in three ways. First, attention should shift to the organizational coalface, recognizing and analyzing accountability infrastructures as the central contemporary mechanism of governance. Second, the long-standing focus in regulatory studies on why parties comply should shift to understanding how regulated parties manage themselves to achieve compliance. Third, analyses of compliance should examine the tensions in narrating adaptation and experimentation, and the implications of such tensions for the achievement of prosocial outcomes."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-24T20:21:51.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 6.677813
+"parent": null
}
5 => Essec\Faculty\Model\Contribution {#2250
#_index: "academ_contributions"
#_id: "15201"
#_source: array:18 [
"id" => "15201"
"slug" => "moving-off-the-map-how-knowledge-of-organizational-operations-empowers-and-alienates"
"yearMonth" => "2019-09"
"year" => "2019"
"title" => "Moving off the Map: How Knowledge of Organizational Operations Empowers and Alienates"
"description" => "HUISING, R. (2019). Moving off the Map: How Knowledge of Organizational Operations Empowers and Alienates. <i>Organization Science</i>, 30(5), pp. 1054-1075."
"authors" => array:1 [
0 => array:3 [
"name" => "HUISING Ruthanne"
"bid" => "B00819530"
"slug" => "huising-ruthanne"
]
]
"ouvrage" => ""
"keywords" => []
"updatedAt" => "2024-09-30 14:08:27"
"publicationUrl" => "https://doi.org/10.1287/orsc.2018.1277"
"publicationInfo" => array:3 [
"pages" => "1054-1075"
"volume" => "30"
"number" => "5"
]
"type" => array:2 [
"fr" => "Articles"
"en" => "Journal articles"
]
"support_type" => array:2 [
"fr" => "Revue scientifique"
"en" => "Scientific journal"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "This paper examines how employees become simultaneously empowered and alienated by detailed, holistic knowledge of the actual operations of their organization, drawing on an inductive analysis of the experiences of employees working on organizational change teams. As employees build and scrutinize process maps of their organization, they develop a new comprehension of the structure and operation of their organization. What they had perceived as purposively designed, relatively stable, and largely external is revealed to be continuously produced through social interaction. I trace how this altered comprehension of the organization’s functioning and logic changes employees' orientation to and place within the organization. Their central roles are revealed as less efficacious than imagined and, in fact, as reproducing the organization's inefficiencies. Alienated from their central operational roles, they voluntarily move to peripheral change roles from which they feel empowered to pursue organization-wide change. The paper offers two contributions. First, it identifies a new means through which central actors may become disembedded, that is, detailed comprehensive knowledge of the logic and operations of the surrounding social system. Second, the paper problematizes established insights about the relationship between social position and challenges to the status quo. Rather than a peripheral social location creating a desire to challenge the status quo, a desire to challenge the status quo may encourage central actors to choose a peripheral social location."
"en" => "This paper examines how employees become simultaneously empowered and alienated by detailed, holistic knowledge of the actual operations of their organization, drawing on an inductive analysis of the experiences of employees working on organizational change teams. As employees build and scrutinize process maps of their organization, they develop a new comprehension of the structure and operation of their organization. What they had perceived as purposively designed, relatively stable, and largely external is revealed to be continuously produced through social interaction. I trace how this altered comprehension of the organization’s functioning and logic changes employees' orientation to and place within the organization. Their central roles are revealed as less efficacious than imagined and, in fact, as reproducing the organization's inefficiencies. Alienated from their central operational roles, they voluntarily move to peripheral change roles from which they feel empowered to pursue organization-wide change. The paper offers two contributions. First, it identifies a new means through which central actors may become disembedded, that is, detailed comprehensive knowledge of the logic and operations of the surrounding social system. Second, the paper problematizes established insights about the relationship between social position and challenges to the status quo. Rather than a peripheral social location creating a desire to challenge the status quo, a desire to challenge the status quo may encourage central actors to choose a peripheral social location."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-24T20:21:51.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 6.677813
+"parent": null
}
6 => Essec\Faculty\Model\Contribution {#2254
#_index: "academ_contributions"
#_id: "15202"
#_source: array:18 [
"id" => "15202"
"slug" => "from-nudge-to-culture-and-back-again-coalface-governance-in-the-regulated-organization"
"yearMonth" => "2018-01"
"year" => "2018"
"title" => "From Nudge to Culture and Back Again: Coalface Governance in the Regulated Organization"
"description" => "HUISING, R. et SILBEY, S.S. (2018). From Nudge to Culture and Back Again: Coalface Governance in the Regulated Organization. <i>Annual Review of Law and Social Science</i>, 14(1), pp. 91-114."
"authors" => array:2 [
0 => array:3 [
"name" => "HUISING Ruthanne"
"bid" => "B00819530"
"slug" => "huising-ruthanne"
]
1 => array:1 [
"name" => "Silbey Susan S."
]
]
"ouvrage" => ""
"keywords" => array:3 [
0 => "nudge"
1 => "bureaucracy"
2 => "organizations"
]
"updatedAt" => "2024-09-30 14:10:46"
"publicationUrl" => "https://doi.org/10.1146/annurev-lawsocsci-110615-084716"
"publicationInfo" => array:3 [
"pages" => "91-114"
"volume" => "14"
"number" => "1"
]
"type" => array:2 [
"fr" => "Articles"
"en" => "Journal articles"
]
"support_type" => array:2 [
"fr" => "Revue scientifique"
"en" => "Scientific journal"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "The range of organizational responses to regulatory requirements is often explained by describing the organization as a monolithic actor interacting with external agents. We look inside regulated organizations, recognizing them as a web of transactions and norms, to examine how formal and informal organizational practices transform regulatory requirements into normalized activity. This article identifies four levers used at the coalface—or frontline—of the organization to encourage compliance in organizations: nudge (individual), bureaucracy (roles, rules, and procedures), relational governance (network), and organizational culture (assumptions, values, and artifacts). We map the range of research on coalface governance while displaying the assumptions and implications of each lever often embedded in recommendations to policy makers or organizational managers. We offer this continuum of techniques to invite a richer conversation about ways of pursuing compliance in organizations."
"en" => "The range of organizational responses to regulatory requirements is often explained by describing the organization as a monolithic actor interacting with external agents. We look inside regulated organizations, recognizing them as a web of transactions and norms, to examine how formal and informal organizational practices transform regulatory requirements into normalized activity. This article identifies four levers used at the coalface—or frontline—of the organization to encourage compliance in organizations: nudge (individual), bureaucracy (roles, rules, and procedures), relational governance (network), and organizational culture (assumptions, values, and artifacts). We map the range of research on coalface governance while displaying the assumptions and implications of each lever often embedded in recommendations to policy makers or organizational managers. We offer this continuum of techniques to invite a richer conversation about ways of pursuing compliance in organizations."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-24T20:21:51.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 6.677813
+"parent": null
}
7 => Essec\Faculty\Model\Contribution {#2257
#_index: "academ_contributions"
#_id: "15203"
#_source: array:18 [
"id" => "15203"
"slug" => "from-adapting-practices-to-inhabiting-ideas-how-managers-restructure-work-across-organizations"
"yearMonth" => "2016-01"
"year" => "2016"
"title" => "From Adapting Practices to Inhabiting Ideas: How Managers Restructure Work across Organizations"
"description" => "HUISING, R. (2016). From Adapting Practices to Inhabiting Ideas: How Managers Restructure Work across Organizations. Dans: Lisa E. Cohen, M. Diane Burton, Michael Lounsbury eds. <i>The Structuring of Work in Organizations</i>. 1 ed. Emerald Group Publishing Limited, pp. 383-413."
"authors" => array:1 [
0 => array:3 [
"name" => "HUISING Ruthanne"
"bid" => "B00819530"
"slug" => "huising-ruthanne"
]
]
"ouvrage" => "The Structuring of Work in Organizations"
"keywords" => []
"updatedAt" => "2024-09-30 14:12:32"
"publicationUrl" => "https://doi.org/10.1108/S0733-558X20160000047025"
"publicationInfo" => array:3 [
"pages" => "383-413"
"volume" => ""
"number" => ""
]
"type" => array:2 [
"fr" => "Chapitres"
"en" => "Book chapters"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "Organizations that adopt new practices employ managers to make decisions about how to materialize these practices. I examine how these managers move between the meanings and resources found in extra-local and local realms. I find that managers’ practices shift over time from adapting BPR practices to inhabiting BPR as an idea. Managers’ approaches are shaped by each organization’s history of efforts to introduce extra-local ideas. Rather than adapting BPR practices, managers draw on change tools, techniques, and methods that have worked in the organization and integrate BPR work into ongoing interactions, activities, and language in the local context."
"en" => "Organizations that adopt new practices employ managers to make decisions about how to materialize these practices. I examine how these managers move between the meanings and resources found in extra-local and local realms. I find that managers’ practices shift over time from adapting BPR practices to inhabiting BPR as an idea. Managers’ approaches are shaped by each organization’s history of efforts to introduce extra-local ideas. Rather than adapting BPR practices, managers draw on change tools, techniques, and methods that have worked in the organization and integrate BPR work into ongoing interactions, activities, and language in the local context."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-24T20:21:51.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 6.677813
+"parent": null
}
8 => Essec\Faculty\Model\Contribution {#2258
#_index: "academ_contributions"
#_id: "15204"
#_source: array:18 [
"id" => "15204"
"slug" => "explaining-the-selection-of-routines-for-change-during-organizational-search"
"yearMonth" => "2016-12"
"year" => "2016"
"title" => "Explaining the Selection of Routines for Change during Organizational Search"
"description" => "NIGAM, A., HUISING, R. et GOLDEN, B. (2016). Explaining the Selection of Routines for Change during Organizational Search. <i>Administrative Science Quarterly</i>, 61(4), pp. 551-583."
"authors" => array:3 [
0 => array:3 [
"name" => "HUISING Ruthanne"
"bid" => "B00819530"
"slug" => "huising-ruthanne"
]
1 => array:1 [
"name" => "Nigam Amit"
]
2 => array:1 [
"name" => "Golden Brian"
]
]
"ouvrage" => ""
"keywords" => []
"updatedAt" => "2024-09-30 14:15:15"
"publicationUrl" => "https://doi.org/10.1177/0001839216653712"
"publicationInfo" => array:3 [
"pages" => "551-583"
"volume" => "61"
"number" => "4"
]
"type" => array:2 [
"fr" => "Articles"
"en" => "Journal articles"
]
"support_type" => array:2 [
"fr" => "Revue scientifique"
"en" => "Scientific journal"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "We examine how organizations select some routines to be changed, but not others, during organizational search. Selection is a critical step that links an exogenous trigger for change, change in individual routines, and larger processes of organizational adaptation. Drawing on participant observation of an initiative to improve perioperative efficiency in seven Ontario hospitals, we find that organizational roles shape selection by influencing both politics and frames in organizational search. Roles shape politics by defining the role-specific goals of the people who have authority to change a routine. Organizations will not select a routine for change unless at least some elites—people with role-based authority—frame the existing routine as negatively affecting their role-specific goals. Roles also shape individuals’ frames. Because people are only partially exposed to interdependencies between routines in their day-to-day work, they may not be fully aware of the diverse impact that an existing routine can have on their goals. Proponents for change can use strategic framing to focus attention on interdependencies between routines to get elites to better see how an existing routine negatively affects their goals. They can also change elites’ goals by using strategic framing to focus attention on new and broader goals that the change in routine would promote."
"en" => "We examine how organizations select some routines to be changed, but not others, during organizational search. Selection is a critical step that links an exogenous trigger for change, change in individual routines, and larger processes of organizational adaptation. Drawing on participant observation of an initiative to improve perioperative efficiency in seven Ontario hospitals, we find that organizational roles shape selection by influencing both politics and frames in organizational search. Roles shape politics by defining the role-specific goals of the people who have authority to change a routine. Organizations will not select a routine for change unless at least some elites—people with role-based authority—frame the existing routine as negatively affecting their role-specific goals. Roles also shape individuals’ frames. Because people are only partially exposed to interdependencies between routines in their day-to-day work, they may not be fully aware of the diverse impact that an existing routine can have on their goals. Proponents for change can use strategic framing to focus attention on interdependencies between routines to get elites to better see how an existing routine negatively affects their goals. They can also change elites’ goals by using strategic framing to focus attention on new and broader goals that the change in routine would promote."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-24T20:21:51.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 6.677813
+"parent": null
}
9 => Essec\Faculty\Model\Contribution {#2259
#_index: "academ_contributions"
#_id: "15205"
#_source: array:18 [
"id" => "15205"
"slug" => "to-hive-or-to-hold-producing-professional-authority-through-scut-work"
"yearMonth" => "2015-06"
"year" => "2015"
"title" => "To Hive or to Hold? Producing Professional Authority through Scut Work"
"description" => "HUISING, R. (2015). To Hive or to Hold? Producing Professional Authority through Scut Work. <i>Administrative Science Quarterly</i>, 60(2), pp. 263-299."
"authors" => array:1 [
0 => array:3 [
"name" => "HUISING Ruthanne"
"bid" => "B00819530"
"slug" => "huising-ruthanne"
]
]
"ouvrage" => ""
"keywords" => []
"updatedAt" => "2024-09-30 14:16:16"
"publicationUrl" => "https://doi.org/10.1177/0001839214560743"
"publicationInfo" => array:3 [
"pages" => "263-299"
"volume" => "60"
"number" => "2"
]
"type" => array:2 [
"fr" => "Articles"
"en" => "Journal articles"
]
"support_type" => array:2 [
"fr" => "Revue scientifique"
"en" => "Scientific journal"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "This paper examines how professionals working in bureaucratic organizations, despite having formal authority, struggle to enact authority over the clients they advise, transforming their right to command into deference to commands. Drawing on a comparative ethnographic study of two professional groups overseeing compliance in university laboratories, I identify how choices about their task jurisdiction influence each profession’s ability to enact authority over and gain voluntary compliance from the same group of clients. One group constructs its work domain to include not only high-skilled tasks that emphasize members’ expertise but also scut work—menial work with contaminated materials—through which they gain regular entry into clients’ workspaces, developing knowledge about and relationships with clients. Using these resources to accommodate, discipline, and understand clients, they produce relational authority—the capacity to elicit voluntary compliance with commands. The other group outsources everyday scut work and interacts with lab researchers mostly during annual inspections and training, which leads to complaints by researchers to management and eventual loss of jurisdiction. The findings show the importance of producing relational authority in contemporary professional–client interactions in bureaucratic settings and challenge the relevance of expertise and professional identity in generating relational authority. I show how holding on to, not hiving off, scut work allows professionals to enact authority over clients."
"en" => "This paper examines how professionals working in bureaucratic organizations, despite having formal authority, struggle to enact authority over the clients they advise, transforming their right to command into deference to commands. Drawing on a comparative ethnographic study of two professional groups overseeing compliance in university laboratories, I identify how choices about their task jurisdiction influence each profession’s ability to enact authority over and gain voluntary compliance from the same group of clients. One group constructs its work domain to include not only high-skilled tasks that emphasize members’ expertise but also scut work—menial work with contaminated materials—through which they gain regular entry into clients’ workspaces, developing knowledge about and relationships with clients. Using these resources to accommodate, discipline, and understand clients, they produce relational authority—the capacity to elicit voluntary compliance with commands. The other group outsources everyday scut work and interacts with lab researchers mostly during annual inspections and training, which leads to complaints by researchers to management and eventual loss of jurisdiction. The findings show the importance of producing relational authority in contemporary professional–client interactions in bureaucratic settings and challenge the relevance of expertise and professional identity in generating relational authority. I show how holding on to, not hiving off, scut work allows professionals to enact authority over clients."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-24T20:21:51.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 6.677813
+"parent": null
}
10 => Essec\Faculty\Model\Contribution {#2260
#_index: "academ_contributions"
#_id: "15207"
#_source: array:18 [
"id" => "15207"
"slug" => "what-if-technology-worked-in-harmony-with-nature-imagining-climate-change-through-prius-advertisements"
"yearMonth" => "2013-09"
"year" => "2013"
"title" => "“What if technology worked in harmony with nature?” Imagining climate change through Prius advertisements"
"description" => "GARLAND, J., HUISING, R. et STRUBEN, J. (2013). “What if technology worked in harmony with nature?” Imagining climate change through Prius advertisements. <i>Organization</i>, 20(5), pp. 679-704."
"authors" => array:3 [
0 => array:3 [
"name" => "HUISING Ruthanne"
"bid" => "B00819530"
"slug" => "huising-ruthanne"
]
1 => array:1 [
"name" => "Garland Jennifer"
]
2 => array:1 [
"name" => "Struben Jeroen"
]
]
"ouvrage" => ""
"keywords" => []
"updatedAt" => "2024-10-31 13:51:19"
"publicationUrl" => "https://doi.org/10.1177/1350508413489815"
"publicationInfo" => array:3 [
"pages" => "679-704"
"volume" => "20"
"number" => "5"
]
"type" => array:2 [
"fr" => "Articles"
"en" => "Journal articles"
]
"support_type" => array:2 [
"fr" => "Revue scientifique"
"en" => "Scientific journal"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "In this article we examine the marketing representations of the Toyota Prius, the first ‘green’ mass-produced automobile. Drawing on an interpretive analysis of Prius print advertisements in Canadian publications between 2006–2011 and a matched sample of other automobile advertisements, we observe how the Prius advertisements invoke imagination and how this process is channelled, via the integration of text and images offered in the advertising space, to particular themes and ideas. Through the use of an ambiguous system of signs, audiences are invited to imagine and thereby co-create the significance of hybrid electric vehicles. Three areas of imagining are emphasized by the advertisement structure—nature, harmony and agency—and we analyze these imaginings as potential moments of knowledge creation about climate change. We examine how the activity of imagining in relation to these three areas influences viewers’ knowledge and perception of climate change as well as their sense of responsibility for anthropogenic climate change. We discuss the consequences of using ambiguous messages to promote socially and politically charged products for consumers’ understanding and imagination."
"en" => "In this article we examine the marketing representations of the Toyota Prius, the first ‘green’ mass-produced automobile. Drawing on an interpretive analysis of Prius print advertisements in Canadian publications between 2006–2011 and a matched sample of other automobile advertisements, we observe how the Prius advertisements invoke imagination and how this process is channelled, via the integration of text and images offered in the advertising space, to particular themes and ideas. Through the use of an ambiguous system of signs, audiences are invited to imagine and thereby co-create the significance of hybrid electric vehicles. Three areas of imagining are emphasized by the advertisement structure—nature, harmony and agency—and we analyze these imaginings as potential moments of knowledge creation about climate change. We examine how the activity of imagining in relation to these three areas influences viewers’ knowledge and perception of climate change as well as their sense of responsibility for anthropogenic climate change. We discuss the consequences of using ambiguous messages to promote socially and politically charged products for consumers’ understanding and imagination."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-24T20:21:51.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 6.677813
+"parent": null
}
11 => Essec\Faculty\Model\Contribution {#2261
#_index: "academ_contributions"
#_id: "15206"
#_source: array:18 [
"id" => "15206"
"slug" => "the-erosion-of-expert-control-through-censure-episodes"
"yearMonth" => "2014-12"
"year" => "2014"
"title" => "The Erosion of Expert Control Through Censure Episodes"
"description" => "HUISING, R. (2014). The Erosion of Expert Control Through Censure Episodes. <i>Organization Science</i>, 25(6), pp. 1633-1661."
"authors" => array:1 [
0 => array:3 [
"name" => "HUISING Ruthanne"
"bid" => "B00819530"
"slug" => "huising-ruthanne"
]
]
"ouvrage" => ""
"keywords" => []
"updatedAt" => "2024-10-31 13:51:19"
"publicationUrl" => "https://doi.org/10.1287/orsc.2014.0902"
"publicationInfo" => array:3 [
"pages" => "1633-1661"
"volume" => "25"
"number" => "6"
]
"type" => array:2 [
"fr" => "Articles"
"en" => "Journal articles"
]
"support_type" => array:2 [
"fr" => "Revue scientifique"
"en" => "Scientific journal"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "Organizations depend on experts to oversee and execute complex tasks. When faced with pressures to reduce their dependence on experts, managers encounter a control paradox: they require experts to explicate the very knowledge and discretionary approaches that are the basis of their control for the purpose of undercutting this control. Experts rarely consent to such a situation; therefore, attempts to reduce dependence on experts and control their work are more often aspirational than actual. Drawing on an ethnography of an organization that was required by a government agency to transfer the work responsibilities of experts to employees throughout the organization, this paper describes how a network of actors developed a discursive, political process to renegotiate control of expert work practices. Through censure episodes, long-standing and largely successful expert practices were examined one by one and relabeled as problematic in relation to established goals. The constructed breaches opened expert practices to evaluation, questioning, and eventual delegitimation within the organization. This process depended on the introduction of new roles that revised dependencies and generated new resources. This paper contributes to the understanding of control in organizations by theorizing how the emergent, symbolic work of censure episodes are a means of gradually subverting expert control. Further, these struggles are reconceptualized as multiple-role negotiations rather than bilateral manager–expert struggles."
"en" => "Organizations depend on experts to oversee and execute complex tasks. When faced with pressures to reduce their dependence on experts, managers encounter a control paradox: they require experts to explicate the very knowledge and discretionary approaches that are the basis of their control for the purpose of undercutting this control. Experts rarely consent to such a situation; therefore, attempts to reduce dependence on experts and control their work are more often aspirational than actual. Drawing on an ethnography of an organization that was required by a government agency to transfer the work responsibilities of experts to employees throughout the organization, this paper describes how a network of actors developed a discursive, political process to renegotiate control of expert work practices. Through censure episodes, long-standing and largely successful expert practices were examined one by one and relabeled as problematic in relation to established goals. The constructed breaches opened expert practices to evaluation, questioning, and eventual delegitimation within the organization. This process depended on the introduction of new roles that revised dependencies and generated new resources. This paper contributes to the understanding of control in organizations by theorizing how the emergent, symbolic work of censure episodes are a means of gradually subverting expert control. Further, these struggles are reconceptualized as multiple-role negotiations rather than bilateral manager–expert struggles."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-24T20:21:51.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 6.677813
+"parent": null
}
12 => Essec\Faculty\Model\Contribution {#2262
#_index: "academ_contributions"
#_id: "15208"
#_source: array:18 [
"id" => "15208"
"slug" => "governing-the-gap-forging-safe-science-through-relational-regulation"
"yearMonth" => "2011-03"
"year" => "2011"
"title" => "Governing the gap: Forging safe science through relational regulation"
"description" => "HUISING, R. et SILBEY, S.S. (2011). Governing the gap: Forging safe science through relational regulation. <i>Regulation and Governance</i>, 5(1), pp. 14-42."
"authors" => array:2 [
0 => array:3 [
"name" => "HUISING Ruthanne"
"bid" => "B00819530"
"slug" => "huising-ruthanne"
]
1 => array:1 [
"name" => "Silbey Susan S."
]
]
"ouvrage" => ""
"keywords" => []
"updatedAt" => "2024-10-31 13:51:19"
"publicationUrl" => "https://doi.org/10.1111/j.1748-5991.2010.01100.x"
"publicationInfo" => array:3 [
"pages" => "14-42"
"volume" => "5"
"number" => "1"
]
"type" => array:2 [
"fr" => "Articles"
"en" => "Journal articles"
]
"support_type" => array:2 [
"fr" => "Revue scientifique"
"en" => "Scientific journal"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "Designed to close the ubiquitous gap between law on the books and law in action, management systems locate the standard setting and implementation of regulation within the regulated organization itself. Despite efforts to more closely couple aspirations and performance, the gap re-emerges because the exigencies of practical action exceed the capacity of system prescriptions to anticipate and contain them. Drawing on data from a six-year ethnographic study of the creation and implementation of an environment, health, and safety management system, this article identifies relational regulation as the approach used by front-line managers to govern the gap: keeping organizational activities within an acceptable range of variation close to regulatory specifications. We identify four practices – narrating the gap, inquiring without constraint, integrating pluralistic accounts, and crafting pragmatic accommodations – and three conditions under which actors may develop a sociological orientation to enact relational regulation. Overall, the article concludes that the mechanism for assuring compliance resides in the apprehension of relational interdependencies rather than the management system per se."
"en" => "Designed to close the ubiquitous gap between law on the books and law in action, management systems locate the standard setting and implementation of regulation within the regulated organization itself. Despite efforts to more closely couple aspirations and performance, the gap re-emerges because the exigencies of practical action exceed the capacity of system prescriptions to anticipate and contain them. Drawing on data from a six-year ethnographic study of the creation and implementation of an environment, health, and safety management system, this article identifies relational regulation as the approach used by front-line managers to govern the gap: keeping organizational activities within an acceptable range of variation close to regulatory specifications. We identify four practices – narrating the gap, inquiring without constraint, integrating pluralistic accounts, and crafting pragmatic accommodations – and three conditions under which actors may develop a sociological orientation to enact relational regulation. Overall, the article concludes that the mechanism for assuring compliance resides in the apprehension of relational interdependencies rather than the management system per se."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-24T20:21:51.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 6.677813
+"parent": null
}
]
"avatar" => "https://faculty.essec.edu/wp-content/uploads/avatars/B00819530.jpg"
"contributionCounts" => 13
"personalLinks" => array:1 [
0 => "<a href="https://orcid.org/0000-0002-1286-2519" target="_blank">ORCID</a>"
]
"docTitle" => "Ruthanne HUISING"
"docSubtitle" => "Professor"
"docDescription" => "Department: Management<br>Campus de Cergy"
"docType" => "cv"
"docPreview" => "<img src="https://faculty.essec.edu/wp-content/uploads/avatars/B00819530.jpg"><span><span>Ruthanne HUISING</span><span>B00819530</span></span>"
"academ_cv_info" => ""
]
#_index: "academ_cv"
+lang: "en"
+"_type": "_doc"
+"_score": 5.0369525
+"parent": null
}
