Tharsi Taillieu
, Leuven

Organizational Psychology, Applied Psychology

22.54

Publications

  • Tharsi Taillieu · Frank LAMBRECHTS · Koen Sips
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  • Frank Lambrechts · Tharsi Taillieu · Styn Grieten · Johan Poisquet
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    ABSTRACT: Purpose – The purpose of this paper is to build a conceptual framework for understanding how in-depth joint supply chain learning can be successfully developed. This kind of learning is becoming increasingly important in highly turbulent and uncertain economic environments of new and growing interdependencies and complexities. Design/methodology/approach – Using a “synthesizing” or “bricolage” approach, key insights, now dispersed over a variety of literatures and disciplines, are integrated to develop the framework. Findings – The leading facilitative actor’s orientations, competencies and behavior play a significant role in enhancing the relationships between the supply chain actors shaping in-depth joint learning. Starting with establishing interaction boundary conditions by the leading actor, this process is likely to lead to system-level generative outcomes. These outcomes, in turn, serve the process cycle of in-depth joint learning as inputs for the relationship building process among all the actors. Research limitations/implications – By centering on the actual shaping of in-depth joint learning, and the concrete enactment of roles by protagonists enhancing this process, we have opened the black box. Future research should refine the framework. Practical implications – Apart from giving insight into the repertoire of relational competencies and behaviors needed to enhance the relationship building process conducive to in-depth joint learning, the paper addresses how these skills can be developed in practice and education. Originality/value – The paper identifies several implications for research, practice, and education. Instead of focusing predominantly on the content, procedure, levers, or outcomes of learning, the relational construction of the learning process itself is clarified.
    Supply Chain Management 09/2012; 17(6):627-637. DOI:10.1108/13598541211269238 · 3.50 Impact Factor
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    ABSTRACT: This paper describes a new gaming tool that allows players (e.g. water managers and farmers) to explore the consequences of their interactions in managing ri-ver-floodplains. To facilitate the process of creating and testing new policies that would help to accommodate disordering events, e.g. floods, we developed a sys-tem dynamics model of floodplain agriculture that drives an interactive game. The Floodplain Management Game can be used as an educational resource, knowledge elicitation technique or transition management tool concerning agriculture and river management. The key feature of this game is that it unites technical (problem-solving) and relational issues in one game. Without excep-tion, in multiple venues it has proven a useful tool for participants to experience the challenges of policy-making for managing rivers as well as for floodplain agriculture and for scientists to examine how stakeholders make decisions about such options.
    Environmental Policy and Governance 11/2011; 21(6):454-471. DOI:10.2139/ssrn.2079020 · 1.35 Impact Factor
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    ABSTRACT: As part of the inquiry into managing an interdisciplinary research process on adaptive water governance, we investigated the process of group model building (GMB) and, more specifically, the role of Unified Modeling Language (UML) in this process. An analysis of group interaction reveals several tensions in the process of knowledge integration, which can be grouped into three overarching dualities: ‘simplicity versus complexity’, ‘constraining versus containing’ and ‘defining versus refining’. As group members take different positions with regard to these dualities, these represent sources of tension and potential ‘stuckness’ of the GMB. Hence the question arises how the group can manage duality in ways that take the GMB beyond its opposing forces. We suggest that knowledge integration processes may benefit from early recognition of the dualities at hand and strategies aimed at creating ‘thirdness’, including some suggestions on the concrete forms such ‘thirdness’ may take
    Environmental Science & Policy 11/2010; 13(7). DOI:10.1016/j.envsci.2010.04.002 · 3.51 Impact Factor
  • Barbara Gray · Leopold Vansina and Tharsi Taillieu
    European Journal of Work and Organizational Psychology 09/2010; June 1(1997):201-206. DOI:10.1080/135943297399187 · 2.09 Impact Factor
  • Leopold Vansina Tharsi Taillieu
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    ABSTRACT: An analysis is presented of how group representatives develop a collaborative task-system and cope with a number of diversity issues in the intergroup task: heterogeneity of group membership and social identity, diversity of interests and resources. The data were obtained during a three-day training and simulation course in which a number of international consultants, taking the roles of the relevant interest parties, developed a collaborative task-system in order to deal with the economic deterioration of an island in the area of St Petersburg, Russia. Observations are provided on how the representatives, lacking pre-established roles and procedures, coped with the convener role, developed the domain of collaboration, and managed the interest and contributions of the different parties. Evidence suggests that, without proper training, participants converge around the vision of an ideal future state, but, being unable to cope effectively with differences, leave the realization of action to bilateral negotiation.
    European Journal of Work and Organizational Psychology 09/2010; June 1(1997):183-199. DOI:10.1080/135943297399178 · 2.09 Impact Factor
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    Frank Lambrechts · Tharsi Taillieu · Koen Sips
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    ABSTRACT: Purpose – The purpose of this paper is to profile the way that Volvo Cars Gent (VCG) Belgium and its suppliers succeed in managing their interdependencies on HRM issues through a shared HRM collaborative, called the Suppliers Team Volvo Cars HRM forum (STVC-HRM). Design/methodology/approach – The case study approach is used to develop understanding of the critical factors that contribute to the forum’s success. Findings – It was found that the critical success factors concern the way STVC-HRM members enacted trust, common ground, leadership, shared responsibility, and representative-constituency dynamics. Research limitations/implications – To understand the Toyota system of successful collaboration and learning with suppliers, it is necessary to look into the actual assembler-suppliers relationships and practices developed.Practical implications – Building lasting manufacturer-supplier relationships is considered to be one of the elements that contribute to Toyota’s competitive advantage in supply chain management. However, other organizations struggle to improve manufacturer-suppliers relationships despite applying seemingly similar principles. This paper helps in recognizing and managing the main collaboration issues at hand. Originality/value – Our work informs how to build and maintain deep mutually beneficial manufacturer-suppliers relationships through the VCG-suppliers case. Other organizations that want to develop those much-needed relationships may learn from the successful VCG-suppliers way of doing things.
    Supply Chain Management 03/2010; 15(2). DOI:10.1108/13598541011028705 · 3.50 Impact Factor
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    Frank Lambrechts · Koen Sips · Tharsi Taillieu · Styn Grieten
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    ABSTRACT: The present study investigated the virtual organization model from a relational constructionist perspective. Since the beginning of the nineties, virtual organizations are applauded as the most economically efficient organizational structure to confront the challenges of increasing global competition and environmental complexity. However, when looking at this new organizational activity from a relational constructionist perspective, several critical questions and dilemmas emerge that go unnoticed in the literature. At the same time, in real life ‘Open Innovation’ cases, the possibilities and boundaries of virtual organizing are also becoming clearer. Compared to classical organizing, virtual organizing makes different demands on managing interdependencies, collaboration, communication, leadership and evaluation, decision making, loyalty and identification with the company. This article inquires into processes and effects of boundary blurring; dilemmas and challenges concerning trust, loyalty and identity/identification; critical career elements and inclusion/exclusion mechanisms; and the role of the leader/facilitator as convener. The main purpose is to develop a new research agenda by raising specific questions concerning the relational side of virtual organizing and related new forms of organization.
  • K. Van Acker · P. T. Jones · M. Craps · R. Bouwen · Tharsi Taillieu
    15th AISDRC: Taking up the Global Challenge, Utrecht; 01/2009
  • BAWB Global Forum 2009 “Manage by Designing in an Era of Massive Innovation”, Cleveland, Ohio; 01/2009
  • Tharsi TAILLIEU · Koen SIPS · Frank LAMBRECHTS · Filip CLAEYS
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    ABSTRACT: This paper provides a process-oriented description of some selected aspects of the functioning of the Human Resources Management Forum of the Suppliers Teams of Volvo Cars at Ghent. (STVC-HRM). The Forum is an outgrowth of the Supplier Teams network of the Volvo Cars site in Ghent. It functions as an information, advice, and coordination collaborative task force with regard to issues as recruitment, selection, evaluation promotion and dismissal, work and vacation planning, wage comparisons, training and quality management, dealing with industrial relations, grievances and strikes, and other interdependencies between the network partners. In the paper we discuss the founding events of the collaborative, the formulations of goals, and the tasks it performs. We then characterize the nature of the relational practices of the platform: convening the stakeholders, membership roles and the “bridging function” to the community or the partners, the issue of leadership in a multi-party context, the development of ground rules, activities and realizations of the platform. In the final section we further develop the more critical success issues which foster the social learning of the collaborative: self-regulation, the quite exceptional form of stakeholder representation which we call the” bridging function”, and the overall quality of their relational practices. To study the relational practices of the platform several data sources were used including the company website, documents, reports of meetings, process oriented observational notes and in-dept interviews.
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    ABSTRACT: Currently water resources management is undergoing a major paradigm shift. Water resources management has a strong engineering tradition based on controlling environmental problems with technical solutions. The management of risks relied on the ability to predict extremes and limit their impact with technical means such as dikes, dams and reservoirs. In this paradigm, belief systems, human attitudes and collective behaviours are perceived as external boundary conditions and not as integral part of management. However, the situation has started to change dramatically. Over the past years, integrated water resources management has become the reigning paradigm. The importance of governance and cultural adaptation has become a major issue of concern. At the same time, there is a paucity of adequate scientific concepts that would allow addressing these issues. This paper introduces a concept for social learning developed in the European project HarmoniCOP and discusses its implications for the cultural and institutional context of water resources management. It aims to contribute to the new paradigm of integrated resource management by discussing the importance of processes of culture and social learning for environmental resources management, in general, and water resources management, in particular.
    Ecological Economics 02/2008; 64(3). DOI:10.1016/j.ecolecon.2007.08.007 · 2.52 Impact Factor
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    ABSTRACT: "Uncertainty of late has become an increasingly important and controversial topic in water resource management, and natural resources management in general. Diverse managing goals, changing environmental conditions, conflicting interests, and lack of predictability are some of the characteristics that decision makers have to face. This has resulted in the application and development of strategies such as adaptive management, which proposes flexibility and capability to adapt to unknown conditions as a way of dealing with uncertainties. However, this shift in ideas about managing has not always been accompanied by a general shift in the way uncertainties are understood and handled. To improve this situation, we believe it is necessary to recontextualize uncertainty in a broader way relative to its role, meaning, and relationship with participants in decision making because it is from this understanding that problems and solutions emerge. Under this view, solutions do not exclusively consist of eliminating or reducing uncertainty, but of reframing the problems as such so that they convey a different meaning. To this end, we propose a relational approach to uncertainty analysis. Here, we elaborate on this new conceptualization of uncertainty, and indicate some implications of this view for strategies for dealing with uncertainty in water management. We present an example as an illustration of these concepts."
    ECOLOGY AND SOCIETY 01/2008; 13(2). · 2.67 Impact Factor
  • G. Francois · A.R.P.J. Dewulf · T. Taillieu
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    ABSTRACT: Session 1-2 Levels of participation and their impact on interactional issue framing in a water area planning process Greet François 1, Art Dewulf 2, Tharsi Taillieu 1 1 K.U.Leuven - Research group for Work, Organisational and Personnel Psychology 2 Wageningen University - Public Administration and Policy Group This paper is an analysis of a participatory process to define a water management plan for the area between the Kromme Rijn and the Amsterdam-Rijn canal in The Netherlands. The waterboard has initiated an interactive decision-making process, in order to analyze problems, devise solutions and develop the plan in a concerted way with the stakeholders involved. A sequence of stakeholder meetings took place, structured in different ways and thereby allowing for diverse levels of participation and interaction. The central research question is how the different levels of participation observed in the stakeholder meetings affect the interactional process of framing the issues in the problem domain. We therefore analysed different stakeholder meetings in the abovementioned participatory process and compared the interaction setting and the interactional framing processes. Based on meeting recordings, transcripts, field notes and documents, we identified levels of participation (information, consultation, active involvement) and we analyzed the ongoing interactional process of framing through discourse analysis. We identified three qualitatively different interactional framing processes which we will refer to as frame selling, frame filling and frame negotiation, which emerged in this sequence in the course of the participatory process. The information meeting was dominated by frame selling. In the consultation meeting frame selling occurred and frame filling was added. Only in the third meeting, characterized by active involvement, after an episode of frame selling and frame filling, frame negotiation occurred, allowing the issue framing to become more differentiated and with more potential for reframing.
  • Tharsi Taillieu · K. Van Acker · J. Vincke · W. Tempst
    15th International conference on Multi-Organizational Partnerships, Alliances and Networks, MOPAN 2008, Boston; 01/2008
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    pahl@usf.uni-osnabrueck.de · Marc Craps · Art Dewulf · Erik Mostert · Autonomous Unversity of Barcelona · Tharsi Taillieu
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    ABSTRACT: Natural resources management in general, and water resources management in particular, are currently undergoing a major paradigm shift. Management practices have largely been developed and implemented by experts using technical means based on designing systems that can be predicted and controlled. In recent years, stakeholder involvement has gained increasing importance. Collaborative governance is considered to be more appropriate for integrated and adaptive management regimes needed to cope with the complexity of social-ecological systems. The paper presents a concept for social learning and collaborative governance developed in the European project HarmoniCOP (Harmonizing COllaborative Planning). The concept is rooted in the more interpretive strands of the social sciences emphasizing the context dependence of knowledge. The role of frames and boundary management in processes of learning at different levels and time scales is investigated. The foundation of social learning as investigated in the HarmoniCOP project is multiparty collaboration processes that are perceived to be the nuclei of learning processes. Such processes take place in networks or “communities of practice” and are influenced by the governance structure in which they are embedded. Requirements for social learning include institutional settings that guarantee some degree of stability and certainty without being rigid and inflexible. Our analyses, which are based on conceptual considerations and empirical insights, suggest that the development of such institutional settings involves continued processes of social learning. In these processes, stakeholders at different scales are connected in flexible networks that allow them to develop the capacity and trust they need to collaborate in a wide range of formal and informal relationships ranging from formal legal structures and contracts to informal, voluntary agreements.
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    G. Francois · A.R.P.J. Dewulf · T. Taillieu
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    ABSTRACT: In this paper authors analyzed how changes appear in the way stakeholders frame and reframe the issues and their stake in a water area planning process. They took on a discursive perspective and focused on what happens in the interaction between stakeholders. Three aspects of change were observed: the differentiation of issue framing and stake of the process initiator, the internal differentiation of issue framing and stake of one interest party, and changes in the mode of interaction. With regard to the modes of interaction three different processes were distinguished: frame selling, frame filling and frame negotiation. It was concluded that the differentiation of issues and stakes is an important kind of change in decision-making processes and that multidirectional frame negotiation is helpful to achieve an integrated agreement.

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