Exploring the vulnerability of practice-like activities: An ethnographic perspective

Area of Science:

• Business Management
• Organizational Studies
• Sociology of Work

Background:

• Practice-based work in organizations faces challenges from external pressures.
• Acquisitions can significantly alter the internal dynamics and culture of a company.

Purpose of the Study:

• To explore the vulnerability of practice-like activities to institutional domination.
• To examine the impact of post-acquisition management on R&D units.
• To support philosophical critiques of modern management practices.

Main Methods:

• Ethnographic case study of a UK-based engineering company post-acquisition.
• Focus on the Research and Development (R&D) unit's experiences.

Main Results:

• The R&D lab struggled to sustain practice-based work due to an institutional focus on external goods.
• Post-acquisition management styles exacerbated these challenges.
• The study illustrates the concept of "practice-like" activities and their susceptibility to domination.

Conclusions:

• Organizational culture, friendship, and the pursuit of a common good are vital for supporting practice-like activities.
• MacIntyre's critique of management is further supported by the observed management practices.
• Protecting internal goods is essential for the survival of practice-based innovation.