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Analysis of visual data is underdeveloped in visual research, and this article gives a methodological contribution on how to perform collaborative video research on organizational practices, combining ethnographic methods and intervention through film-elicitation. We provide guidance for how to (a) collect ethnographic data with (and without) camera, (b) make preparations for film-elicitation, and (c) facilitate collaborative sensemaking with participants. Building on an enactive approach, we argue that film-elicitation based on a preliminary visual analysis and categorization conducted by researchers reenacts the immediacy and vitality of lived experience. This is done through enabling organizational members to create communicative constructs of the culturally embedded, inarticulate, and embodied aspects of social conduct. As such, we argue that video research is a powerful means for process-oriented theories concerned with capturing the multiplicity of organizational practices. [ABSTRACT FROM AUTHOR]

Organisational routines are commonly associated with conduct of recurrent work practices as an important means to achieve organisational efficiency. This paper investigates why observations of seemingly non-routine complex practices across space and time display action patterns resembling characteristic features of organisational routines. The empirical basis consists of studies of three greenfield projects conducted by a light metal supplier with locations all around the world. The analysis shows that the constitution and performance of a set of cross-organisational practices display similar patterns of interactions in each project resembling an understanding of organisational routines as isomorphic and functional patterns. I introduce a perspective of routines that build upon the enactive approach in cognitive science and theories of social becoming viewing organisational actions as everyday social interactions emanating from a nexus of intersubjectively generated and shared meanings that emerge and are maintained through articulation, stories, and negotiations. This implies that organisational routines as patterns of social interactions are culturally mediated and should be conceived as achievements rather than stable or given dispositions as it is often assumed in current literature. Copyright © 2016 John Wiley & Sons, Ltd. [ABSTRACT FROM AUTHOR]

Purpose – The literature on knowledge transfer is dominated by a one-way transmission model logic where knowledge is captured and transferred from one source to another, assuming the source and receiver resemble each other and have some common knowledge. The social learning processes, what is learned and the phases and sequences of the developmental processes by which learning take place are more or less black boxed in the literature. This paper investigates the social dynamics of the formation and shaping of organizational practice from scratch in a greenfield organizational setting where no prior organizational practice exist. Design/methodology/approach – The paper builds on a case study approach applied in two greenfield organizational settings. A descriptive process model is developed to analyze the translocation and sociogenesis of organizational practices. Findings – A transfer-approach provides a too simplistic and narrow understanding of the process of “moving” organizational practices. Establishing an organizational practice can be described as a community of knowing “in the making” following various modes of cultural learning characterised by mutual adjustments, joint interactions, and alignment of shared understandings, and as such is more learned than transferred. Practical implications – The process model developed in the paper provides a platform for better understanding, planning and execution of intra-firm knowledge transfer and regeneration. Originality/value – The paper provides an in-depth empirical analysis of organizational practice generation from scratch emphasizing the social dynamics and co-construction of meaning when a collective capability is being acquired and built up. [ABSTRACT FROM AUTHOR]