Harald Tuckermann
Title
Prof. Dr.
Last Name
Tuckermann
First name
Harald
Email
harald.tuckermann@unisg.ch
Phone
+41799586336
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Item type:Publication, Komplexität steuern - Entwicklung der Entscheidungspraxis in einem KrankenhausBased on the introduction process of lean management in the emergency department of a Swiss hospital, which required a parallel change of organization and management, the article analyzes the decision-making practice in highly in highly complex organizations and reflects on the differences between a purpose-driven and a system-rational system-rational understanding of managementType:journal articleJournal:Zeitschrift für OrganisationsentwicklungVolume:2025Issue:2 - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Benchmarking: Die Kunst, voneinander zu lernen(2024-04-02); - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Die Dreidimensionalität der Organisationsparadoxie -Prozessstudie eines Krankenhauses im Umgang mit der COVID-19 Pandemie(2024-08)During the COVID-19 pandemic, hospitals and their members had to handle multiple paradoxes that surfaced as permanent contradictions between different expectations. Informed by systems theory, the analysis of the data from a longitudinal process study of a hospital managing the pandemic focuses on the relationship between the expectation of treating COVID-19 and all other patients, which illustrates the organizing paradox of part-whole tensions. The analysis shows the three-dimensionality of this paradox. In the factual dimension, there are different alternatives to choose from. The social dimension involves balancing between centralized decision-making of a few actors and broad participation to ensure acceptance. Timewise, managing the pandemic requires to consider the current situation and the future developments. This three-dimensionality characterizes the practical challenge of dealing with an extreme situation such as the pandemic, the onset of which, its intensity, its dynamic and its duration cannot be predicted. In addition to this practically relevant reconstruction, the theoretical contribution for the English-speaking literature on paradoxes in organizations lies in expanding its focus from one to the three dimensions thereby enlarging the explanatory scope of paradox theory.Type:journal articleJournal:Gruppe. Interaktion. Organisation. Zeitschrift für Angewandte Organisationspsychologie (GIO)Scopus© Citations 1 - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Kalibrierungsmodus für die Krise - Paradoxien im Umgang mit der Pandemie in einem KrankenhausType:journal articleJournal:Und & Oder - Paradoxien bewusst gestaltenVolume:1Issue:1 - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Wozu Paradoxien? Auf dem Weg zur paradoxiefähigen Organisation und FührungType:journal articleJournal:Zeitschrift für OrganisationsEntwicklung (ZOE) - Some of the metrics are blocked by yourconsent settings
Item type:Publication, - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Neat in theory, entangled in praxis:
A practice perspective on the social notion of collective reflection in organisationsAlthough scholars have begun theorising the social notion of collective reflection in organisations, empirical studies illustrating these often neat theoretical conceptualisations are still rare. Based on a longitudinal case study (the introduction of lean production at an emergency care unit), we address this need by applying a practice approach. Collective reflection in the present empirical case is manifold: it is characterised by several activities, each serving a specific purpose and enacted according to different temporal rhythms. Our inductive theorising broadens the theoretical conceptualisation of collective reflection in organizations: we propose value creation as a ‘point of reference’, in order to account for what exactly actors step back from when collectively reflecting in organising. We found that collectively reflecting in organising means actively creating multiple local co-presences. We suggest that the current conceptualisation of collective reflection as a discursive practice itself calls for empirical substantiation.Type:journal articleJournal:Management Learning - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Entschieden ist nicht erledigt – die kommunikative Verfertigung von Entscheidungen in Spitälern(2019-01)Type:journal articleJournal:Leidfaden, Fachmagazin für Krisen, Leid und Trauer - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Humberto Maturana: Leben mit dem BeobachterType:journal articleJournal:OrganisationsEntwicklungIssue:2 - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Lean Hospital – ein Praxisbeispiel. Entwicklung einer reflexionsfreundlichen Praxis der Führung und der Zusammenarbeit(EMH Swiss Medical Publishers, 2018-02); ;