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Johannes Rüegg-Stürm
Title
Prof. Dr.
Last Name
Rüegg-Stürm
First name
Johannes
Email
johannes.rueegg@unisg.ch
Phone
+41 71 224 2323
Homepage
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1 - 8 of 8
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PublicationResearching Practice and Practicing Research Reflexively : Conceptualizing the Relationship Between Research Partners and Researchers in Longitudinal StudiesReflexivity has gained considerable significance in organization studies over the last decade. The discussion provides significant insight into interpreting one's findings and into presenting them to the academic community. But, the relationship between research partners in practice and researchers remains less in focus. Nevertheless, it provides the foundation from which data and interpretations emerge. To provide an orientation, this paper aims to develop a methodological heuristic inspired by social systems theory to conceptualize the relational foundation of longitudinal research. This "reflexive system theory heuristic" is illustrated empirically by reconstructing the research process of a longitudinal single case study on a change process in a hospital. The heuristic helps to observe and explain the dynamic relationship in the field and to explicitly acknowledge the status of empirical findings when understanding research as a generative activity. The heuristic conceptualizes the researched and research practices as communication systems, thus consistently developing a reflexive approach for field research. By taking into account the practice as well as the academic context, the heuristic can be extended to the insights drawn from the discussion on reflexivity. For social systems research on organizations, the heuristic provides a starting point to foster a methodological discussion.Type: journal articleJournal: Forum Qualitative SozialforschungVolume: 11Issue: 3 Art. 14
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PublicationRecursive Change : Changing change during a hospital mergerAn important challenge for practitioners and students of fundamental change processes is their recursive dimension. The paper explores this dimension based on a longitudinal case study of a hospital merger. It shows that change changes over time due to its internal dynamics and thereby demonstrates the recursive dimension. The conceptual contribution thereof, the recursive model “changing change”, consists of two interlocking cycles: the dynamic interaction between those involved and the interplay between crises and their handling. Recursive change implicates for practice and research to reconsider the question of how to provide stability within a dynamic understanding of change processes.Type: conference paper
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PublicationManaging the Catch-22 of Organizational Change Processes - A system theoretical perspective on communicative practices( 2008-06-05)The paper explores how complex organizational change processes can be succesfully handled. The fundamental challenge is to unfold the operative paradox which systematically emerges in the contradiction of current and future organizing. The paper is based on a longitudinal, single case study in a Swiss acute hospital over a period of eight years. Taking a system theoretical perspective, we identified six interrelated communicative practices to handle the paradox within the organization. These practices point to "structuring communication" as the relating principle to handle the two opposing poles involved in paradoxes of changing.Type: conference paper
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PublicationChanging Change : An empirical study towards a recursive understanding of change processesThis paper explores the recursivity of change processes. As episodic approaches exclude this dimension and continuous approaches do not explore it in depth, the research question is: how and why does recursivity of change processes unfold? Based on a longitudinal, interpretative single case study of a change process in the nursing departments to integrate two hospitals, we detect four different change theories in use over time. Triggered externally, they emerge from internal challenges within the process. The research first provides the insight that the recursivity of change can be understood as change of the change process itself. Secondly, we explain this dynamic with a recursive model, rooted in social systems theory. It gives rise to reconsider the question of stability in change for future development of continuous change theories as well as for practice to organize change mindfully to neither risk change, nor ongoing daily organizing.Type: conference paper
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Publication"Sub-Cutane" Change: Introducing Fast Track Surgery in the Context of Multiple Discourses( 2007-08-07)Vonarx, WidarRecontruction of the introduction of a new surgical regime for enhanced rehabilitation in the clinic of surgery in which different discourses of the involved professionals (nursing, surgeons, anaesthesiologists, administration) were to be balanced throughout the process.Type: conference paper
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PublicationHow organizational practices act as a strategy generating principle: an empirical case from a university hospital( 2006-05-08)
;Vonarx, WidarInvestigation into the practices involved when conducting a strategic change project in a Swiss University Hospital to explore the interrelated network of practices to stabelize daily organizing within a complex organizationType: conference paper -
PublicationStrategizing - a passing context of interconnected and ambiguous practices: An empirical case from a university hospital( 2006-07-07)
;Vonarx, WidarExploring the interrelated practices that lead to the failure of a strategic change initiative in a large university hospital in Switzerland.Type: conference paper -
PublicationOrganizational Change in Hospitals: Managing the Dynamic Interplay of Multiple Discourses( 2005-07-01)
;Bucher, Silke VerenaType: conference paper