In capital-intensive organizations formed to plan new infrastructure development projects, the promoter of the project (as a single organization or as part of a coalition) rarely controls all of the critical resources required to achieve the system-level goal. Instead, the direct control of interdependent resources is diffused across multiple legally independent stakeholders (Lundrigan, Gil and Puranam, 2015). As such, the core structure in these so-called 'megaproject' meta-organizations is a classic empirical instantiation of a pluralistic setting (Denis, Langley and Rouleau, 2007). In pluralistic settings, the authority to make strategic decisions is diffused across actors with heterogeneous objectives, interests, values and expertise. Hence, to achieve the goal, the promoter needs to cooperate with multiple stakeholders. Since some critical resources are not transactional or measurable, the cooperation problem is not a 'buy' problem. Instead, resolving the cooperation problem necessitates a search for mutually consensual solutions that reconcile conflicting interests. Moreover, this search unfolds without recourse to top-down authority characteristic of unitary organizations. Therefore, the promoter has to play a coordinating role that traverses organizational boundaries to coalesce competing preferences into a one-off plan. Against this backdrop, this doctoral research investigates how designed rules and structures influence consensus-building during the collective development process. We conduct the research by drawing on two cognitive lenses consolidated in two vast bodies of literature that have remained largely disparate: organization design (Puranam, Alexy and Reitzig, 2014; Burton & Obel, 1984; Lawrence & Lorsch, 1967; March & Simon, 1958; Mintzberg, 1979) and collective action (Ostrom 1990, 2005). Combining these two research streams allows us to investigate how to resolve the coordination and cooperation problems inherent in pluralistic settings. Our research method is a single case study with embedded units of analysis. This method allows us to probe deeply into operational details while maintaining the holistic features of the focal phenomena (Yin, 2009; Yin, 2013; Siggelkow, 2007; Eisenhardt & Graebner, 2007). Our focal case is the planning stage of High Speed 2 (HS2), a new multi-billion-pound cross-country railway project in the UK. The scheme is promoted by the UK Government. However, the planning effort has required that the Government share local decision rights for planning choices related to the stations along the route with multiple local authorities. These local authorities are independent, resource-rich stakeholders who are impacted by local choices, and they have deep knowledge of local needs and constraints. Thus, in the HS2 case, organizing for collective action is a prerequisite for achieving the system-goal. Our research presents two major theoretical contributions. First, we contribute to organizational design literature by advancing our knowledge of how organizations can be designed to achieve system-level goals when decision-making authority is diffused across multiple organizational boundaries. Specifically, we advance our conceptual understanding of polycentric systems--a form of organizing that distributes decision-making authority across multiple local groups of independent stakeholders. As such, we illuminate the designed processes and structures that enable the core actors in a polycentric system to integrate effort and reconcile their differences over time. Organization design choices are about designing governance structures that enable and constrain collective action. Hence, we also contribute to the project management literature with insights on the governance of the planning stage of megaprojects. Specifically, we offer a deeper understanding of how to organize an inter-organizational setting to make planning decisions and manage interdependencies with the environment. Furthermore, we reveal that ambiguous evaluations of megaproject performance are rooted in collective efforts to resolve coordination and cooperation problems. Our research is grounded in the planning effort for the HS2 project and thus embedded in the UK context. We, therefore, encourage future studies to investigate the generalizability of our claims on organizing for collective action in other institutional contexts.

La collaboration est de plus en plus distribuée et influencée par les technologies impliquées dans l'espace de travail. Les mondes virtuels 3D (VWs) sont des outils de collaboration riches, interactifs et prometteurs offrant une dimension visuelle plus réaliste dans la représentation de l'environnement de travail et ayant une capacité grandissante de simulation. Grâce aux avatars (représentation des utilisateurs), ils peuvent réinventer la notion de co-présence (le "being together") et de fournir des riches interactions sociales. Plusieurs chercheurs et praticiens sont particulièrement intéressés par le potentiel de ces nouveaux média pour soutenir les pratiques collaboratives. Cependant, la littérature ne fournit pas de réponses satisfaisantes et précises pour les entreprises sur l'impact de l'utilisation de ces technologies sur la performance de l'équipe. Les chercheurs ont étudié quelques facteurs spécifiques qui influent sur la collaboration. Un modèle de recherche contenant des déterminants de trois catégories différentes (technologique, individuelle et collective) influençant la performance de l'équipe n'a jamais été proposé. Cette recherche tente de combler cette lacune et regarde cet effet de plus près. D'un point de vue méthodologique, notre méthodologie est basée sur Framework de la recherche en système d'information de Hevner et ses collègues (2004) combinant la science du comportement et la science de conception. Du côté de la science du comportement, des études qualitatives et quantitatives ont été réalisées. Une étude qualitative vise à explorer la collaboration en équipe dans les mondes virtuels, nous a permis d'identifier une liste de facteurs pertinents qui seront utiles pour réussir les études empiriques. Nous avons conçu deux modèles de recherche contenant des déterminants influençant collaboration de l'équipe. Le premier vise à comparer l'impact de l'utilisation de Skype et de Second Life sur la co-présence, l'absorption cognitive virtuelle et, finalement, la performance d'équipe. La seconde étude est spécifique aux environnements virtuels 3D, elle permet d'étudier l'impact de l'utilisation des VW et la paresse sociale. Ces scénarios sont intégrés dans un jeu sérieux collaboratif. Ce dernier vise à varier différentes situations collaboratives pour apporter une expérience d'apprentissage par la pratique aux utilisateurs. Ce jeu permet d'explorer les spécificités de la collaboration en équipe dans les mondes virtuels 3D. / Collaboration is increasingly distributed and influenced by the technologies involved in the workspace. 3D Virtual worlds (VWs) are rich, highly interactive and promising collaboration tools providing a more realistic visual dimension in representing work environment and a growing capacity of simulation. Thanks to avatars (representation of their users), they may reinvent the notion of co-presence (the being together) and provide rich social interactions. Several researchers and practitioners are particularly interested in the potential of these new media to support collaborative practices. However, the literature does not provide yet satisfactory and accurate response to companies about impacts of these technologies’ use on team performance. Existent researchers studied specific factors influencing collaboration. A research model gathering determinants of three different categories (technological, individual and collective) impacting team performance has never been proposed. This research attempts to address this gap and looks at this effect more closely. From a methodological point of view, our methodology is based on the Hevner’s and colleagues (2004) IS research framework combining behavioral science and design science. From the behavioral science side, qualitative and quantitative studies have been conducted. We report on the impacts of a set of important determinants that influence team performance. This research describes inner IT dynamics distinguishing these new media. It research highlighted determinants that are fostering collaboration such knowledge sharing, knowledge application, cognitive absorption, virtual co-presence, VW technology usage, customization, and object manipulation. Others determinants are found to inhibit collaboration in 3D VWs such as social loafing and density. From a design science side, we designed a serious game focusing on the determinants mentioned above and could be useful to vary collaborative scenarios in the aim to deepen the study of collaboration in 3D VWs and enhance team performance. This game aims at bringing a learning-by-doing experience to explore the specificities of team collaboration in VWs. This research argues that successful collaboration is possible in VWs with the respect of a set of best practices.

In this study, I investigated the precursors and the outcomes of team resilience. In contrast to many resilience studies, which focus on low-probability, high-impact challenges, I investigated resilience in the face of high-frequency, low-impact challenges that teams can face in their operational environments. I conducted an extensive literature analysis of the field of resilience and on the basis of this constructed a model of team resilience by integrating insights from high reliability organizing, positive organizational scholarship, sensemaking and disaster resilience studies. I then tested and improved this model through an exploratory study of team behaviour in two 'Escape Game' settings in which teams of 5 people worked through a series of puzzles under time-constrained and somewhat stressful conditions. Following the exploratory study, I developed the resilience model into an operationalizable format and tested it using seven runs of a simulation study involving 547 individuals in 68 teams. In the simulation, teams had to work both quickly and accurately whilst adapting to the changing conditions of a turbulent, competitive environment. Quantitative and qualitative data were collected on various team attributes, team resilience and team performance. I have used quantitative data as the main source of analysis and qualitative data as a supporting tool. Self-completion questionnaires, objective performance indicators, direct observation and post-simulation team and individual reflections were among the data collection tools that were used to obtain data. Team resilience shows highly significant associations with a range of objective measures of team performance. In turn, resilience is supported by several team attributes, including collective mental models, effective channels of communication and systems of information gathering and team cohesion. When teams faced challenges outside of their existing action repertoires their ability to improvise also contributed to resilience. Finally, when teams overcame (novel) challenges, this fed back into their accumulated knowledge through collective learning, enriching action repertoires. Together, these features bestow teams with resilience, which, in turn, enables them to overcome disturbances that might otherwise impede operational performance. In its final form, my resilience model serves as an explanation of the mechanisms of resilience and identifies its antecedents and outcomes. It can inform teams operating in uncertain, ambiguous and volatile work conditions about the capacities and capabilities they need in order to create and sustain resilience in daily operations.

Submitted by Maria Aparecida (cidazen@gmail.com) on 2017-08-11T12:15:15Z No. of bitstreams: 1 João Paulo Guedes.pdf: 6674303 bytes, checksum: 4479791b6c9b167b78a69a82a9f6d16a (MD5) / Made available in DSpace on 2017-08-11T12:15:15Z (GMT). No. of bitstreams: 1 João Paulo Guedes.pdf: 6674303 bytes, checksum: 4479791b6c9b167b78a69a82a9f6d16a (MD5) Previous issue date: 2016-08-08 / CAPES / This thesis aims to develop an analysis of dialogic languageoftambor de crioula linked to the concept of musical performance, which are at stake both “musical” elements as “extramusical”. The tambor de crioula is a popular manifestation very diverse and contextual predominantly held by blacks, with profiles of participants, motivations, forms of organization, musical and choreographic structures that have similarities and differences which are expected commune in the collective practice. This communion of feelings is achieved in times when the musical performance reach the summit and, as they say, the tambor „esquenta' and „pega fogo', expressions that I adopt as a phenomenon of collective euphoria. Through ethnography of musical performance, I intend to demonstrate an interpretation of how the dialogic language is manifested in 'marchas de tambor‟in different musical performances, as well as some elements that influence the „pega fogo do tambor‟. / Esta dissertação pretende desenvolver uma análise da linguagem dialógica do tambor de crioula vinculada ao conceito de performance musical, em que estão em jogo tanto elementos “musicais” como “extramusicais”. O tambor de crioula é uma manifestação popular muito diversa e contextual, predominantemente realizada por negros, com perfis de participantes, motivações, formas de organização, estruturas musicais e coreográficas, que possuem semelhanças e diferenças as quais se espera comungar na prática coletiva. Esta comunhão de sentimentos é concretizada em momentos em que a performance musical chega ao ápice e, como dizem, o tambor „esquenta‟ e „pega fogo‟, expressões que adoto como fenômeno da euforia coletiva. Através da etnografia da performance musical, pretendo demonstrar uma interpretação da maneira como a linguagem dialógica se manifesta em „marchas‟ de tambor em diferentes performances musicais, bem como, alguns elementos que influenciam o „pega fogo‟ do tambor.

Le droit de la mobilité professionnelle, s'il connaît de nombreuses définitions, suppose encore un travail de construction. Entre obligations de l’employeur et droits du salarié, la mobilité professionnelle oblige à concilier un épineux paradigme alliant flexibilité dans l’entreprise et sécurité du parcours professionnel. Cette complexité est révélatrice d’une ambiguïté originelle : la mobilité professionnelle s’inspire pour l’essentiel de la pratique d’entreprise, si bien qu’il existe aujourd’hui autant de régimes de mobilité que de situations impliquant des mobilités. Clause de mobilité professionnelle, reclassement du salarié, mise à disposition de personnel, mobilité volontaire sécurisée, accord de performance collective, ruptures négociées, cession de contrat, l’étude des dispositifs juridiques démontre que la mobilité est essentiellement envisagée à court terme, à l’initiative de l’employeur et construite sur un schéma de contrainte ne tenant pas compte de la liberté individuelle du salarié. Le manque d’efficacité de l’arsenal juridique et les dérives qui en résultent en pratique rendent incompatibles le droit positif avec l’objectif de développement de la mobilité positive, pierre angulaire du droit de la mobilité professionnelle. Les nombreuses interventions du législateur au soutien des formes de mobilités contraintes concourent à la défaillance de cette ambition. Alors que le droit à la mobilité est, formellement, une garantie fondamentale du statut des fonctionnaires et des agents publics, une telle équivalence n’existe pas en matière de droit privé. L’enjeu majeur réside dès lors dans la capacité du législateur à repenser la mobilité positive. / The professional mobility law, although it has many definitions, still requires construction work. Between the obligations of the employer and the rights of the employee, professional mobility requires reconciling the thorny paradigm between flexibility in the company and safety of the professional career. This complexity reveals an original ambiguity: professional mobility is essentially inspired by practice, so that today there are as many mobility schemes as there are situations involving mobility. Professional mobility clause, reclassification of the employee, personnel provision, secure voluntary mobility, performing agreement, negotiated breaks of contract, assignment of contract, the study of legal devices shows that mobility is mainly envisaged in the short term, at the initiative of the employer and built on a pattern of constraint not taking into account the individual freedom of the employee. The lack of efficiency of the legal framework and the resulting abuses in practice make positive law incompatible with the objective of developing positive mobility, which is the cornerstone professional mobility law. The many interventions of the legislator in support of the forms of constrained mobilities contribute to the failure of this ambition. While the right to mobility is, formally, a fundamental guarantee of the status of civil servants and public officials, such equivalence does not exist in private law. The major challenge therefore lies in the ability of the legislator to rethink positive mobility.