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Learning Cultures in Inclusive Organizations –
Organizational Ethnography in the Context of Supported Employment
Sabine Lanz & Michael Göhlich
1. Background & Research Focus
2. Context of Research
3. Theoretical Framework
4. Research Design & Methods
5. Results & Discussion
Table of Contents
8/14/2021
ECER 2021: Network 32; Sabine Lanz & Michael Göhlich 2
Inclusion
in
Society
Social
participation
is participation
in working life.
Marginalized
Groups
People with
mental illnesses
in particular have
very great difficulty
entering the labor
market.
Research
Focus
„Everyone has the right to work, to free choice of employment,
to just and favourable conditions of work and to protection against
unemployment” (United Nations 1948).
1. Background & Research Focus
How organizations
as employers can
design the learning
environment to fully
integrate mentally ill
into the world of
employment?
8/14/2021
ECER 2021: Network 32; Sabine Lanz & Michael Göhlich 3
50 percent of employable persons with a severe
mental illness are not in gainful employment.
Unemployment
Rate
In 2019, mentally ill represented the second
largest employment group in sheltered
workshops, with a proportion of 21.4 percent.
Second Laber
Market
The rate of disability pensions applied for due to
psychiatric illness was 41.7 percent in 2019.
Disability
Pensions
People with Severe Mental Illnesses
– Employment Situation in Germany –
1. Background & Research Focus
8/14/2021
ECER 2021: Network 32; Sabine Lanz & Michael Göhlich 4
How do organizations design their learning
environment to enable and promote the occupational
participation of mentally ill?
Learning Cultures of Inclusive Organizations
1. Background & Research Focus
8/14/2021
ECER 2021: Network 32; Sabine Lanz & Michael Göhlich 5
Client
Engagement
Vocational
Profiling
Job Finding
Employer
Engagement
On the Job
Support
Service Providers
(Job-Coaches)
Organizations
as Employers
2. Context of Research
Supported Employment
„First Place, Then Train“
8/14/2021
ECER 2021: Network 32; Sabine Lanz & Michael Göhlich 6
Supported Employment
– An Evidence-Based Approach –
higher employment rates
 Bond et al. 2008
 Oshima et al. 2014 …
higher number of working hours
 Beyerholm et al. 2015
 Frederich & VanderWeele 2019 …
longer job tenure periods
 Bond et al. 2008
 Oshima et al. 2014 …
higher wages
 Frederich & VanderWeele 2019 …
Effectiveness for People with Severe Mental Illnesses
Supported Employment vs. Traditional Vocational Rehabilitation
vocational outcomes
2. Context of Research
8/14/2021
ECER 2021: Network 32; Sabine Lanz & Michael Göhlich 7
Service Providers
(most studies)
Program Fidelity
Employment Specialists
Competencies
Cooperation Strategies
Organizations
as Employers
Employer Perceptions &
Perspectives
Gustaffson et al. 2013
Nietupski et al. 1996
Case Studies
„re-entry into work life”
Interviews (employees,
employers, job coaches)
 Rüst & Debrunner 2005
Supported Employment
– Organizational Research –
Research
Gap
Organizations
as spaces and
actors of
Supported
Employment
Lack of
process
orientation
2. Context of Research
8/14/2021
ECER 2021: Network 32; Sabine Lanz & Michael Göhlich 8
• Organizations as human social entities (social systems, cooperating communities).
• As such, each organization generates and (re)actualizes itself as cultural practice.
• One part of the organization’s cultural practice is to encorporate institutions from
the environment.
• The other part of the organization’s cultural practice is to generate own practice
patterns.
Organization as a Supraindividual Social Entity
3. Theoretical Framework
8/14/2021
ECER 2021: Network 32; Sabine Lanz & Michael Göhlich 9
• Assumption that knowledge and skills, but also social values and routines, take
place on informal contact (Lave & Wenger 1991, Revsbaek 2019).
• Production of tensions in a community of practice can serve as potential trigger of
learning in organizations (Elkjaer & Huysman 2008, p. 171).
• Dimensions: “Wissen-Lernen” [learning to know], “Können-Lernen” [learning to be
able to do], “Leben-Lernen” [learning to live] and “Lernen-Lernen” [learning to
learn] (Göhlich & Zirfas 2007).
• ‘Dialogic’ and ‘experience-based’ aspects: Learning needs both the (human or
non-human) other (“dialogicity”) and the (in case of organizations:
supraindividual) learner’s self-recognition (“experience-based”) (Göhlich 2016).
Situated Learning – „Community of Practice“
3. Theoretical Framework
Dimensions / Aspects of Organizational Learning
8/14/2021
ECER 2021: Network 32; Sabine Lanz & Michael Göhlich 10
Administration workspace
Social Sector:
A charity
organization
Production workspace
Economic Sector:
A production
company
(CNC technology)
Organizational Ethnography
– Two Case Studies –
4. Research Design & Methods
8/14/2021
ECER 2021: Network 32; Sabine Lanz & Michael Göhlich 11
Organizational Ethnography
– Theoretical Sampling –
 Systematic combination of explorative and focused research phases.
 Diverse field visits of two or three days.
 Systematic combination of explorative and focused research phases.
 Diverse field visits of two or three days.
4. Research Design & Methods
8/14/2021
ECER 2021: Network 32; Sabine Lanz & Michael Göhlich 12
Organizational Ethnography
– Method-Combined Research Approach –
Learning
Cultures of
Inclusive
Organizations
(inter)organizational
meetings
 discussion
analysis
practice of
working together
 participatory
observation
inclusion-related
artefacts
 artefact analysis
4. Research Design & Methods
8/14/2021
ECER 2021: Network 32; Sabine Lanz & Michael Göhlich 13
Focused
Surveys
Data
Aggregation
• preliminary case-related assumptions
 open coding
• preliminary case-related assumptions
 open coding
• scenes of organizational practice
• (inter)organizational meetings
• inclusion-related artefacts
 axial coding
• scenes of organizational practice
• (inter)organizational meetings
• inclusion-related artefacts
 axial coding
• case-related and cross-case triangulation
• generation of theoretical assumptions
 selective coding
• case-related and cross-case triangulation
• generation of theoretical assumptions
 selective coding
Organizational Ethnography
– Stages of the Research –
Explorative
Surveys
4. Research Design & Methods
8/14/2021
ECER 2021: Network 32; Sabine Lanz & Michael Göhlich 14
5. Results & Discussion
pandemic
Employer Organizations
A Charity Organization A Production Company
Service Providers
Service Provider I
Contacting Mentally Ill (SE-Client I)
Service Provider II
Contacting Mentally Ill (SE-Client II)
Field Access
Case Study I – Social Sector Case Study II – Economic Sector
pandemic
pandemic
pandemic
repeated sick leave
of the mentally ill
8/14/2021
ECER 2021: Network 32; Sabine Lanz & Michael Göhlich 15
5. Results & Discussion
Delay of field access by one year.
Originally planned for July 2020.
First realization in July 2021.
Field Access
8/14/2021
ECER 2021: Network 32; Sabine Lanz & Michael Göhlich 16
5. Results & Discussion
Case Study I:
Social Sector
Collected Method
Recording
Technique
Securing
Field Access
• Talks for project presentation
 managing director (service provider)
 managing director (employer) , job-
coach, mentally ill, colleague mentor
 staff team (employer)
• Transcript and
memory log
• Contact history
documentation
Field
Surveys
• Informational Interview:
organizational structure and SE-Practice
(managing director)
• Participatory Observation:
 first stay for two days.
 second stay for three days.
• Audio recording &
transcription
• Field notes &
observation log
Data Collection
8/14/2021
ECER 2021: Network 32; Sabine Lanz & Michael Göhlich 17
5. Results & Discussion
Case Study II:
Economic Sector
Collected Method
Recording
Technique
Securing
Field Access
• Talks for project presentation
 managing director (service provider)
 SE-coordinator (service provider)
 Job-coach (service provider)
 managing director (employer
organization)
• Transcript and
memory log
• Contact history
documentation
Field
Surveys
• Still pending • ------
Data Collection
repeated sick leave
of the mentally ill
8/14/2021
ECER 2021: Network 32; Sabine Lanz & Michael Göhlich 18
5. Results & Discussion
Impressions and First Insights
Case Study I:
Social Sector
Process-related aspects of organizational inclusion
Trial and error in work
assignment
• Competencies and performance are difficult to assess.
• Adjustment of the workspace over time.
• Increase in ambition and specialization of tasks.
“We are increasingly finding that everything to do with IT
works quite well” (managing director).
Handling of high support
and training efforts
• Task setting, control and needs for feedback.
• External coordination of tasks, to avoid excessive demands.
Work assignments and completed tasks are always sent via
CC to the managing director and mentor (observation log 2)
Need for agreement with
other departments
• Excessive demands on the mentally ill employee due to
simultaneous work assignments.
8/14/2021
ECER 2021: Network 32; Sabine Lanz & Michael Göhlich 19
5. Results & Discussion
Impressions and First Insights
Case Study I:
Social Sector
Structure-related aspects of organizational inclusion
Lack of job flexibility • Permanent employment contract only for official job profiles.
“It can´t be that especially we as a charity association have to say
after four years: marcel [Supported Employee] it was nice with you
but now you are unemployed” (managing director).
Long-term funding
uncertain
• Long-term inclusion will depend on funding options.
• current financing through project funds.
Preconditions for
long-term inclusion
“My supervisor also says, if we use time to determine what he can
really contribute permanently without needing a wet nurse to stand
next to him and support. [...] Then it would be imaginable that he
gets a permanent job” (managing director).
8/14/2021
ECER 2021: Network 32; Sabine Lanz & Michael Göhlich 20
5. Results & Discussion
Impressions and First Insights
Case Study II:
Economic Sector
Initial Situation
Specific challenge • Extremely fluctuating state of illness of the supported employee.
Work adjustment in
the past
• Changed from CNC machine to manual production due to too high
load (job coach).
Scheduling is very
difficult due to
absenteeism.
“If the employee works, good, if not its good also” (managing
director).
"That's just the disease. I'm not a doctor. I can only create the
framework conditions" (managing director).
8/14/2021
ECER 2021: Network 32; Sabine Lanz & Michael Göhlich 21
 An analytical separation of the challenges of operational
inclusion and the required organizational learning processes is
imperative.
 Occupational inclusion in tension between process and
structure (e.g. Giddens 1997).
 Limits to reconciling organizational performance requirements
with demands of an inclusive organizational culture.
5. Results & Discussion
First Indications of Results
8/14/2021
ECER 2021: Network 32; Sabine Lanz & Michael Göhlich 22
• Bejerholm, U., Areberg, C., Hofgren, C., Sandlund, M. & Rinaldi, M. (2015). Individual Placement and
Support in Sweden. A randomized controlled trial. Nordic Journal of Psychiatry 69 (1), 57–66.
• Beyes, T. & Steyaert, C. (2011). Spacing organization: non-representational theory and performing
organizational space. Organization 19 (1), 45-61.
• Bond, G. R., Drake, R. E. & Becker, D. R. (2008). An Update on Randomized Controlled Trials of Evidence-
Based Supported Employment. Psychiatric rehabilitation journal 31 (4), 280–290.
• Elkjaer, B. & Huysman, M. (2008): Social Worlds Theory and the Power of Tension. In: Daved Barry und
Hans Hansen (ed.): The Sage handbook of new approaches in management and organization. Los Angeles,
CA: Sage, pp. 170–177.
• European Union of Supported Employment [EUSE] (2010). European Union of Supported Employment
Toolkit. https://www.euse.org/content/supported-employment-toolkit/EUSE-Toolkit-2010.pdf.
• Frederick, D. E. & VanderWeele, T. J. (2019). Supported employment: Meta-analysis and review of
randomized controlled trials of individual placement and support. PloS one 14 (2), 1-26.
• Giddens, A. (1997). Die Konstitution der Gesellschaft. Grundzüge einer Theorie der Strukturierung (3. Aufl.).
Frankfurt/Main: Campus-Verl.
• Göhlich, M. (2014). Institution und Organisation. In C. Wulf & J. Zirfas (Hrsg.), Handbuch Pädagogische
Anthropologie (S. 65–75). Wiesbaden: Springer VS.
• Göhlich, M. (2016). Theories of Organizational Learning as resources of Organizational Education. In:
Andreas Schröer, Michael Göhlich, Susanne Maria Weber und Henning Pätzold (Hg.): Organisation und
Theorie. Wiesbaden: Springer VS, pp. 11–21.
• Göhlich, M.; Engel, N. & Höhne, T. (2012). Szenen und Muster. Zur pädagogischen Ethnographie von
Organisationen im Kontext der Grenzüberschreitung. In: Barbara Friebertshäuser, Helga Kelle, Heike Boller,
Sabine Bollig, Christina Huf, Antje Langer et al. (Hg.): Feld und Theorie. Opladen: Budrich, pp. 153–167.
• Göhlich, M. & Zirfas, J. (2007). Lernen. Ein pädagogischer Grundbegriff. Stuttgart: Kohlhammer.
References
8/14/2021
ECER 2021: Network 32; Sabine Lanz & Michael Göhlich 23
• Gustafsson, J., Prieto Peralta, J. & Danermark, B. (2013). The employers´s perspective on Supported
employment for people with disabilities: Successful approaches of Supported employment organizations.
Journal of Vocational Rehabilitation 38, 99–111.
• Lave, J.; Wenger, E. (1991). Situated learning. Cambridge University Press.
• Neyland, D. (2008): Organizational Ethnography: London: Sage.
• Nietupski, J., Hamre-Nietupski, S., VanderHart, N. S. & Fishback, K. (1996). Employer Perceptions of the
Benefits and Concerns of Supported Employment. Education and Training in Mental Retardation and
Developmental Disabilitities 31 (4), 310–323.
• Oshima, I., Sono, T., Bond, G. R., Nishio, M. & Ito, J. (2014). A randomized controlled trial of individual
placement and support in Japan. Psychiatric rehabilitation journal 37 (2), 137–143.
• Revsbaek, L. (2019): Researching Organizational Entry from a Perspective of Newcomer Innovation. In:
Peters, Michael; Weber, Susanne M. (ed.): Organization and Newness. Brill. pp. 69-80.
• Rüst, T. & Debrunner, A. (2005). Supported Employment. Modelle unterstützter Beschäftigung bei
psychischer Beeinträchtigung. Zürich: Rüegger.
• Strauss, A. L. & Corbin, J. M. (1996). Grounded theory. Grundlagen qualitativer Sozialforschung. Weinheim:
Beltz.
• Ybema, S., Yanow, D., Wels, H. & Kamsteeg, F. (2009). Studying everyday organizational life. In S. Ybema,
D. Yanow, H. Wels & F. Kamsteeg (Hrsg.), Organizational Ethnography. Studying the Comlexities of Everyday
Life (S. 1–20). London: Sage.
References
8/14/2021
ECER 2021: Network 32; Sabine Lanz & Michael Göhlich 24
BACK UP – Further Discussion
Further Discussion
Characteristics of the Organizational Ethnography
– Discontinuous Field Visits –
Analytical Category
of Scene
(Göhlich et al. 2012)
meaningful
capture
by focusing on
organizational
scenes
Identification of:
organizational
practice patterns
Concept of Spacing
(Beyes & Steyaert
2011)
the enactment of
organizational
geographies in
slow motion
Variation of:
focus, rhythm &
details
 potentials &
limitations
 practical
implementation
 alternative
strategies
8/14/2021
ECER 2021: Network 32; Sabine Lanz & Michael Göhlich 26

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ECER 2021: Lanz & Göhlich - Learning Cultures in Inclusive Organizations

  • 1. Learning Cultures in Inclusive Organizations – Organizational Ethnography in the Context of Supported Employment Sabine Lanz & Michael Göhlich 1. Background & Research Focus 2. Context of Research 3. Theoretical Framework 4. Research Design & Methods 5. Results & Discussion Table of Contents 8/14/2021 ECER 2021: Network 32; Sabine Lanz & Michael Göhlich 2
  • 2. Inclusion in Society Social participation is participation in working life. Marginalized Groups People with mental illnesses in particular have very great difficulty entering the labor market. Research Focus „Everyone has the right to work, to free choice of employment, to just and favourable conditions of work and to protection against unemployment” (United Nations 1948). 1. Background & Research Focus How organizations as employers can design the learning environment to fully integrate mentally ill into the world of employment? 8/14/2021 ECER 2021: Network 32; Sabine Lanz & Michael Göhlich 3 50 percent of employable persons with a severe mental illness are not in gainful employment. Unemployment Rate In 2019, mentally ill represented the second largest employment group in sheltered workshops, with a proportion of 21.4 percent. Second Laber Market The rate of disability pensions applied for due to psychiatric illness was 41.7 percent in 2019. Disability Pensions People with Severe Mental Illnesses – Employment Situation in Germany – 1. Background & Research Focus 8/14/2021 ECER 2021: Network 32; Sabine Lanz & Michael Göhlich 4
  • 3. How do organizations design their learning environment to enable and promote the occupational participation of mentally ill? Learning Cultures of Inclusive Organizations 1. Background & Research Focus 8/14/2021 ECER 2021: Network 32; Sabine Lanz & Michael Göhlich 5 Client Engagement Vocational Profiling Job Finding Employer Engagement On the Job Support Service Providers (Job-Coaches) Organizations as Employers 2. Context of Research Supported Employment „First Place, Then Train“ 8/14/2021 ECER 2021: Network 32; Sabine Lanz & Michael Göhlich 6
  • 4. Supported Employment – An Evidence-Based Approach – higher employment rates  Bond et al. 2008  Oshima et al. 2014 … higher number of working hours  Beyerholm et al. 2015  Frederich & VanderWeele 2019 … longer job tenure periods  Bond et al. 2008  Oshima et al. 2014 … higher wages  Frederich & VanderWeele 2019 … Effectiveness for People with Severe Mental Illnesses Supported Employment vs. Traditional Vocational Rehabilitation vocational outcomes 2. Context of Research 8/14/2021 ECER 2021: Network 32; Sabine Lanz & Michael Göhlich 7 Service Providers (most studies) Program Fidelity Employment Specialists Competencies Cooperation Strategies Organizations as Employers Employer Perceptions & Perspectives Gustaffson et al. 2013 Nietupski et al. 1996 Case Studies „re-entry into work life” Interviews (employees, employers, job coaches)  Rüst & Debrunner 2005 Supported Employment – Organizational Research – Research Gap Organizations as spaces and actors of Supported Employment Lack of process orientation 2. Context of Research 8/14/2021 ECER 2021: Network 32; Sabine Lanz & Michael Göhlich 8
  • 5. • Organizations as human social entities (social systems, cooperating communities). • As such, each organization generates and (re)actualizes itself as cultural practice. • One part of the organization’s cultural practice is to encorporate institutions from the environment. • The other part of the organization’s cultural practice is to generate own practice patterns. Organization as a Supraindividual Social Entity 3. Theoretical Framework 8/14/2021 ECER 2021: Network 32; Sabine Lanz & Michael Göhlich 9 • Assumption that knowledge and skills, but also social values and routines, take place on informal contact (Lave & Wenger 1991, Revsbaek 2019). • Production of tensions in a community of practice can serve as potential trigger of learning in organizations (Elkjaer & Huysman 2008, p. 171). • Dimensions: “Wissen-Lernen” [learning to know], “Können-Lernen” [learning to be able to do], “Leben-Lernen” [learning to live] and “Lernen-Lernen” [learning to learn] (Göhlich & Zirfas 2007). • ‘Dialogic’ and ‘experience-based’ aspects: Learning needs both the (human or non-human) other (“dialogicity”) and the (in case of organizations: supraindividual) learner’s self-recognition (“experience-based”) (Göhlich 2016). Situated Learning – „Community of Practice“ 3. Theoretical Framework Dimensions / Aspects of Organizational Learning 8/14/2021 ECER 2021: Network 32; Sabine Lanz & Michael Göhlich 10
  • 6. Administration workspace Social Sector: A charity organization Production workspace Economic Sector: A production company (CNC technology) Organizational Ethnography – Two Case Studies – 4. Research Design & Methods 8/14/2021 ECER 2021: Network 32; Sabine Lanz & Michael Göhlich 11 Organizational Ethnography – Theoretical Sampling –  Systematic combination of explorative and focused research phases.  Diverse field visits of two or three days.  Systematic combination of explorative and focused research phases.  Diverse field visits of two or three days. 4. Research Design & Methods 8/14/2021 ECER 2021: Network 32; Sabine Lanz & Michael Göhlich 12
  • 7. Organizational Ethnography – Method-Combined Research Approach – Learning Cultures of Inclusive Organizations (inter)organizational meetings  discussion analysis practice of working together  participatory observation inclusion-related artefacts  artefact analysis 4. Research Design & Methods 8/14/2021 ECER 2021: Network 32; Sabine Lanz & Michael Göhlich 13 Focused Surveys Data Aggregation • preliminary case-related assumptions  open coding • preliminary case-related assumptions  open coding • scenes of organizational practice • (inter)organizational meetings • inclusion-related artefacts  axial coding • scenes of organizational practice • (inter)organizational meetings • inclusion-related artefacts  axial coding • case-related and cross-case triangulation • generation of theoretical assumptions  selective coding • case-related and cross-case triangulation • generation of theoretical assumptions  selective coding Organizational Ethnography – Stages of the Research – Explorative Surveys 4. Research Design & Methods 8/14/2021 ECER 2021: Network 32; Sabine Lanz & Michael Göhlich 14
  • 8. 5. Results & Discussion pandemic Employer Organizations A Charity Organization A Production Company Service Providers Service Provider I Contacting Mentally Ill (SE-Client I) Service Provider II Contacting Mentally Ill (SE-Client II) Field Access Case Study I – Social Sector Case Study II – Economic Sector pandemic pandemic pandemic repeated sick leave of the mentally ill 8/14/2021 ECER 2021: Network 32; Sabine Lanz & Michael Göhlich 15 5. Results & Discussion Delay of field access by one year. Originally planned for July 2020. First realization in July 2021. Field Access 8/14/2021 ECER 2021: Network 32; Sabine Lanz & Michael Göhlich 16
  • 9. 5. Results & Discussion Case Study I: Social Sector Collected Method Recording Technique Securing Field Access • Talks for project presentation  managing director (service provider)  managing director (employer) , job- coach, mentally ill, colleague mentor  staff team (employer) • Transcript and memory log • Contact history documentation Field Surveys • Informational Interview: organizational structure and SE-Practice (managing director) • Participatory Observation:  first stay for two days.  second stay for three days. • Audio recording & transcription • Field notes & observation log Data Collection 8/14/2021 ECER 2021: Network 32; Sabine Lanz & Michael Göhlich 17 5. Results & Discussion Case Study II: Economic Sector Collected Method Recording Technique Securing Field Access • Talks for project presentation  managing director (service provider)  SE-coordinator (service provider)  Job-coach (service provider)  managing director (employer organization) • Transcript and memory log • Contact history documentation Field Surveys • Still pending • ------ Data Collection repeated sick leave of the mentally ill 8/14/2021 ECER 2021: Network 32; Sabine Lanz & Michael Göhlich 18
  • 10. 5. Results & Discussion Impressions and First Insights Case Study I: Social Sector Process-related aspects of organizational inclusion Trial and error in work assignment • Competencies and performance are difficult to assess. • Adjustment of the workspace over time. • Increase in ambition and specialization of tasks. “We are increasingly finding that everything to do with IT works quite well” (managing director). Handling of high support and training efforts • Task setting, control and needs for feedback. • External coordination of tasks, to avoid excessive demands. Work assignments and completed tasks are always sent via CC to the managing director and mentor (observation log 2) Need for agreement with other departments • Excessive demands on the mentally ill employee due to simultaneous work assignments. 8/14/2021 ECER 2021: Network 32; Sabine Lanz & Michael Göhlich 19 5. Results & Discussion Impressions and First Insights Case Study I: Social Sector Structure-related aspects of organizational inclusion Lack of job flexibility • Permanent employment contract only for official job profiles. “It can´t be that especially we as a charity association have to say after four years: marcel [Supported Employee] it was nice with you but now you are unemployed” (managing director). Long-term funding uncertain • Long-term inclusion will depend on funding options. • current financing through project funds. Preconditions for long-term inclusion “My supervisor also says, if we use time to determine what he can really contribute permanently without needing a wet nurse to stand next to him and support. [...] Then it would be imaginable that he gets a permanent job” (managing director). 8/14/2021 ECER 2021: Network 32; Sabine Lanz & Michael Göhlich 20
  • 11. 5. Results & Discussion Impressions and First Insights Case Study II: Economic Sector Initial Situation Specific challenge • Extremely fluctuating state of illness of the supported employee. Work adjustment in the past • Changed from CNC machine to manual production due to too high load (job coach). Scheduling is very difficult due to absenteeism. “If the employee works, good, if not its good also” (managing director). "That's just the disease. I'm not a doctor. I can only create the framework conditions" (managing director). 8/14/2021 ECER 2021: Network 32; Sabine Lanz & Michael Göhlich 21  An analytical separation of the challenges of operational inclusion and the required organizational learning processes is imperative.  Occupational inclusion in tension between process and structure (e.g. Giddens 1997).  Limits to reconciling organizational performance requirements with demands of an inclusive organizational culture. 5. Results & Discussion First Indications of Results 8/14/2021 ECER 2021: Network 32; Sabine Lanz & Michael Göhlich 22
  • 12. • Bejerholm, U., Areberg, C., Hofgren, C., Sandlund, M. & Rinaldi, M. (2015). Individual Placement and Support in Sweden. A randomized controlled trial. Nordic Journal of Psychiatry 69 (1), 57–66. • Beyes, T. & Steyaert, C. (2011). Spacing organization: non-representational theory and performing organizational space. Organization 19 (1), 45-61. • Bond, G. R., Drake, R. E. & Becker, D. R. (2008). An Update on Randomized Controlled Trials of Evidence- Based Supported Employment. Psychiatric rehabilitation journal 31 (4), 280–290. • Elkjaer, B. & Huysman, M. (2008): Social Worlds Theory and the Power of Tension. In: Daved Barry und Hans Hansen (ed.): The Sage handbook of new approaches in management and organization. Los Angeles, CA: Sage, pp. 170–177. • European Union of Supported Employment [EUSE] (2010). European Union of Supported Employment Toolkit. https://www.euse.org/content/supported-employment-toolkit/EUSE-Toolkit-2010.pdf. • Frederick, D. E. & VanderWeele, T. J. (2019). Supported employment: Meta-analysis and review of randomized controlled trials of individual placement and support. PloS one 14 (2), 1-26. • Giddens, A. (1997). Die Konstitution der Gesellschaft. Grundzüge einer Theorie der Strukturierung (3. Aufl.). Frankfurt/Main: Campus-Verl. • Göhlich, M. (2014). Institution und Organisation. In C. Wulf & J. Zirfas (Hrsg.), Handbuch Pädagogische Anthropologie (S. 65–75). Wiesbaden: Springer VS. • Göhlich, M. (2016). Theories of Organizational Learning as resources of Organizational Education. In: Andreas Schröer, Michael Göhlich, Susanne Maria Weber und Henning Pätzold (Hg.): Organisation und Theorie. Wiesbaden: Springer VS, pp. 11–21. • Göhlich, M.; Engel, N. & Höhne, T. (2012). Szenen und Muster. Zur pädagogischen Ethnographie von Organisationen im Kontext der Grenzüberschreitung. In: Barbara Friebertshäuser, Helga Kelle, Heike Boller, Sabine Bollig, Christina Huf, Antje Langer et al. (Hg.): Feld und Theorie. Opladen: Budrich, pp. 153–167. • Göhlich, M. & Zirfas, J. (2007). Lernen. Ein pädagogischer Grundbegriff. Stuttgart: Kohlhammer. References 8/14/2021 ECER 2021: Network 32; Sabine Lanz & Michael Göhlich 23 • Gustafsson, J., Prieto Peralta, J. & Danermark, B. (2013). The employers´s perspective on Supported employment for people with disabilities: Successful approaches of Supported employment organizations. Journal of Vocational Rehabilitation 38, 99–111. • Lave, J.; Wenger, E. (1991). Situated learning. Cambridge University Press. • Neyland, D. (2008): Organizational Ethnography: London: Sage. • Nietupski, J., Hamre-Nietupski, S., VanderHart, N. S. & Fishback, K. (1996). Employer Perceptions of the Benefits and Concerns of Supported Employment. Education and Training in Mental Retardation and Developmental Disabilitities 31 (4), 310–323. • Oshima, I., Sono, T., Bond, G. R., Nishio, M. & Ito, J. (2014). A randomized controlled trial of individual placement and support in Japan. Psychiatric rehabilitation journal 37 (2), 137–143. • Revsbaek, L. (2019): Researching Organizational Entry from a Perspective of Newcomer Innovation. In: Peters, Michael; Weber, Susanne M. (ed.): Organization and Newness. Brill. pp. 69-80. • Rüst, T. & Debrunner, A. (2005). Supported Employment. Modelle unterstützter Beschäftigung bei psychischer Beeinträchtigung. Zürich: Rüegger. • Strauss, A. L. & Corbin, J. M. (1996). Grounded theory. Grundlagen qualitativer Sozialforschung. Weinheim: Beltz. • Ybema, S., Yanow, D., Wels, H. & Kamsteeg, F. (2009). Studying everyday organizational life. In S. Ybema, D. Yanow, H. Wels & F. Kamsteeg (Hrsg.), Organizational Ethnography. Studying the Comlexities of Everyday Life (S. 1–20). London: Sage. References 8/14/2021 ECER 2021: Network 32; Sabine Lanz & Michael Göhlich 24
  • 13. BACK UP – Further Discussion Further Discussion Characteristics of the Organizational Ethnography – Discontinuous Field Visits – Analytical Category of Scene (Göhlich et al. 2012) meaningful capture by focusing on organizational scenes Identification of: organizational practice patterns Concept of Spacing (Beyes & Steyaert 2011) the enactment of organizational geographies in slow motion Variation of: focus, rhythm & details  potentials & limitations  practical implementation  alternative strategies 8/14/2021 ECER 2021: Network 32; Sabine Lanz & Michael Göhlich 26