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I use in-depth qualitative research approaches to study how managers work in complex pluralistic settings that are often characterised by multiple rationalities, logics and identities. My research is problem-centered, focussing on questions such as how do managers adopt to new strategic challenges or balance competing demands? Theoretically, my research draws from theories of identity, culture, social practice and micro institutions. Methodologically, my work tends to be process-oriented and ethnographic in nature, with a growing interest in using video-ethnographic approaches. My current research projects are addressing three key topics; (1) how organizational identities change over time, (2) how managers perform coexistence of contradictory logics, (3) how managers use space and embodied practices during high-stakes strategic episodes.
Papers under review
Burke, G.T. (1st revise & resubmit). Organizational identity change in cross-institutional contexts: The development of a hybrid organizational identity.
Bednarek, R., Burke, G.T., Jarzabkowski, P. & Smets, M. (Under review). Leveraging client relationships to support knowledge generation: An organizational ambidexterity perspective.
Smets, M., Jarzabkowski, P., Burke, G.T. & Spee, P. (Under review). Reinsurance Trading in Lloyd's of London: Balancing Conflicting-yet-complementary Logics in Practice.
Other work in progress
Burke, G.T., Jarzabkowski, P., Smets, M. & Spee, P. (2012). Trading spaces: The embodiment of risk-trading episodes. EGOS Colloquium July 2012, Helsinki, Finland
Smets, M., Burke, G.T., Jarzabkowski, P. & Spee, P. (2011). Charting new territory for organizational ethnography: Insights from a team-based video ethnography of reinsurance trading in Lloyd’s of London. EGOS Colloquium July 2012, Helsinki, Finland
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