Charles-clemens Rüling
Germany
Associate Professor, Management & Behaviour
Areas of expertise
Bricolage and Innovation, Diffusion of Administrative Innovations, Organizational Practices, Cultural Industries, Field configuring events
Contact
+33 4 76 70 60 34 - Office F610
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Charles-Clemens Rüling is an associate professor for organization and management theory. He holds a doctorate in social and economic sciences from the University of Geneva and has an academic background in organization theory (University of St. Gallen) and sociology (University of Geneva). He teaches management and organizational behavior in French and international programs, and his current research focuses on field configuring events in the cultural industries.
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Articles in Refeered Journals
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The paper presents a state of the art of corporate coping strategies for merger and acquisition (M&A) related stress. After a presentation of models of workplace stress and a discussion of the specific sources of stress in a M&A situation, our analysis shows that the discussion of coping strategies in the managerial literature is only dealing with the effects of M&A stress on individuals. We conclude by highlighting a set of organizational paradoxes to be addressed in M&A stress management.
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This article provides a conceptual underpinning for the study of bricolage in organizations.
Based on a review of Claude Lévi-Strauss's original writing, we propose that bricolage
involves an ideal-typical configuration of acting (practice), knowing (epistemology) and an
underlying world view (metaphysics) and develop the opposed ideal-types of the bricoleur
and the engineer. We then explore and propose to distinguish two forms of collective
bricolage - familiar and convention-based - depending on the type of interaction and the
nature of the conventions employed. Finally, we highlight the tension between ideal-typical
bricolage and general organizational norms and standards, and discuss both the bricoleur's
legitimacy and how a bricolage-based arrangement might be embedded into an organizational
context.
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This article looks at frequency patterns of popular management concepts among scholarly and non-scholarly publication outlets. It analyzes differences in the general frequency patterns and reviews propositions concerning time-lags in the diffusion of management ideas in different media, using publication data for four popular management concepts (Total Quality, Lean, Outsourcing and Re-engineering) over an 18-year period. The analysis reveals differences in the presence and frequency patterns of the concepts studied in different types of publications. The assumption of a general time lag between non-scholarly and scholarly media cannot be sustained. The observed patterns can be related to the working logics of the different type of media as well as to the characteristics of the different concepts studied.
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The existing literature on Chief Knowledge Officers (CKO) focuses on individual characteristics and organizational context but fails to convincingly address the issue of process dynamics in terms of efefctive and ineffective CKO moves and strategies. In order to address this gap we review propositions from the management fashion, diffusion of innovations and issue selling literatures, and identify sets of effective and ineffective CKO process moves based on an empirical study of CKOs in large industrial and financial service companies in Germany and Switzerland. The paper proposes an agenda for future CKO research and concluded with a set of guideline for organizational practice.
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Books
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This monograph looks at the driving forces behind the adoption of management fashions in organizations. On the basis of a broad literature review and an empirical exploration of individual managers' adoption accounts it shows how managers tie themselves and their careers to popular concepts such as Total Quality Management, Business Process Reengineering or Knowledge Management. Particular emphasis is put on the impact of these concepts and their rhetoric on individual managers' sensemaking activities and the construction oif their professional identities.
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This monograph explores key strategic and operational issues for joint venture success. Based on a multi-year comparative case study of technology joint ventures in the telecommunications industry it addresses processes of strategy making, organization design, organization culture and human resource management as well as the three principal drivers for collaborative success - trust, commitment and collective interpretation and sensemaking.
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This monograph explores key strategic and operational issues for joint venture success. Based on a multi-year comparative case study of technology joint ventures in the telecommunications industry it addresses processes of strategy making, organization design, organization culture and human resource management as well as the three principal drivers for collaborative success - trust, commitment and collective interpretation and sensemaking.
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Chapters in Books
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This paper presents a study of the Annecy International Animated Film Festival and Animated Film Market based on recent literature conceptualizing field-configuring events. It identifies three main phases in the event's development and argues that the co-evolution of the event and its organization with the animation field, and the management of innovation, competing logics and relationships throughout the field explain the strong position and continuing importance of the Annecy event within the animation field.
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This text presents the historical development of the concept of diffusion from its origins in early 20th century sociology to its contemporary utilizations in innovation research.
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Early images of managers as organizers, planners and decision makers evoke a distant individual following rigorously the principal of an emerging management science. Later on managers' role images evolved to include motivation, participation and leadership. Distance, however, remained a salient feature of effective management. Our contribution develops the image of a manager close to things and individuals he is surrounded with and engaging in a process of bricolage, freely assembling and arranging all means within his reach in order to obtain a given goal. We argue not only that managerial bricolage exists but also why we think bricolage should be recognized today as a legitimate mode of managerial action.
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This contribution highlights key aspects related to the creation and management of joint ventures from an organizational and strategic perspective.
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Papers in Refereed Conference Proceedings
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Based on a general model of workplace stress and a discussion of particular sources of stress related to mergers and acquisitions this contribution develops a framework for analyzing coping strategies in situations of stress related to mergers and acquisitions. We use this framework to analyze practical guidelines offered in the literature on managing mergers and acquisitions. Our analysis shows that managerial guidelines tend to be confined to a very limited subset of possible coping strategies addressing mostly the emotional component of perceived stress. We highlight a set of organizational paradoxes affecting the development of adequate coping strategies in situations of mergers and acquisitions and outline the contours of a future research project.
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The paper discusses the relationship between fashion phenomena in management and the situation of managers in contemporary organizations. Based on a dialectic understanding of this relationship it argues that the ongoing entrepreneurialization of management both provides the ground on which fads and fashions flourish and at the same constitutes one of the principal outcomes of the organizational adoption of popular management discourses. Popular management concepts provide individual managers with interpretive repertoires and ready-made explanations for the everyday experiences and for the new type of expectations they face while they contribute -- at the same time and on a more general level -- to creating and shaping the very realities they supposedly make more controllable on an individual level. The paper emphasizes the ways in which managers use popular management discourses as discursive resources in an effort of making sense of a changing managerial world, and on the tensions and paradoxes reflected in the adopting managers' positioning moves. The argument provided in the paper is sustained by key findings from an empirical study of individual managers' adoption accounts.
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Professional Press
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During the last two decades, management practices have been strongly influenced by management fashions. The adoption of popular management techniques cannot be fully explained by their ability to address performance gaps. Research conducted by the author shows how management fashion adoption is fueled by contradictions and tensions involving managerial role definitions and resources in today's business environment.
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This article highlights key trends in the development of MBA eduction and suggests a typology of programs offered in the internal continuous education environment.
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Introduction to Organization Theory
Management and Responsible Leadership
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