Tag: organizational change

Call for Applications: 2026 Warwick Summer School on Practice and Process Studies

On By Jessica UrzúaIn Announcements, Calls for ParticipantsLeave a comment

To Know is to Act: Revisiting and rethinking learning and knowing from practice & process perspectives

An international gathering dedicated to the study, advancement and future development of practice-based studies in organisation, administrative and social studies, University of Warwick, Tuesday 30 June and Wednesday 01 and Thursday 02 July 2026.

Keynote Speakers

  • Jean Lave, Professor Emerita, University of California, Berkeley
  • Erik Rietveld, Socrates Professor, Senior Researcher, University of Amsterdam
  • Callen Anthony, Assistant Professor of Management and Organizations, NYU Stern

Research Clinics & Faculty

Participants will have the opportunity to present their work in research clinics and receive feedback from peers and senior scholars, including:

  • Ann Langley, HEC Montréal & Warwick Business School
  • Davide Nicolini, Warwick Business School
  • Hari Tsoukas, University of Cyprus & Warwick Business School
  • Jörgen Sandberg, University of Queensland
  • Katharina Dittrich, Warwick Business School
  • Qian Li, Warwick Business School
  • Omid Omidvar, Warwick Business School
  • Ila Bharatan, Warwick Business School

Application Details

  • Application deadline: Friday, 28 February 2026
  • Notification & registration deadline: Monday, 31 March 2026
  • Format: In-person
  • Location: University of Warwick, Coventry, UK

Apply here: Application form
More information: Summer School webpage

For questions, please contact IKON@wbs.ac.uk.

New Publication: “Subtle Webs: How Local Organizations Shape US Education” by Jose Eos Trinidad

On By Neha JangetiIn Announcements, new book, PublicationsLeave a comment

Trinidad, Jose Eos. 2025. Subtle Webs: How Local Organizations Shape US Education. Oxford University Press.

(30% off with code: AUFLY30)

Abstract: In Subtle Webs, Jose Eos Trinidad reveals how organizations outside schools have created an invisible infrastructure not only to affect local school districts but also to shape US education. He illustrates this by providing a behind-the-scenes look at how local organizations in Chicago, Philadelphia, and New York City have transformed data and worked with high schools to address the problem of students dropping out. The book argues that changes in a decentralized system happen less through top-down policy mandates or bottom-up social movements and more through “outside-in” initiatives of networked organizations spread across various local systems. By detailing change across multiple levels and across multiple locations, Trinidad uncovers new ways to think about educational transformation, policy reform, and organizational change.