Table 2 Data structure: dimensions of... | Emerald Publishing

Table 2

Data structure: dimensions of creating a shared context

Examples of 1st order illustrative quotes	1st level codes	2nd level codes	Code weaving: aggregate themes
Theme 1: Hindering factors
Unfortunately, more often, when change comes, we tend to be territorial, we tend to lean towards defending your own space … So at the beginning, that was a difficult challenge to sell the part. It was quite tough So yes, there was a, definitely, increase in terms of workload. There was definitely a lot of anxiety and concern I had huge reservations …	• Initial inertia • High workload • Silo effect • Initial resistance-territorial • Tensions regarding turf wars • Fear of unknown • Lack of time	Resistance and initial inertia	Hindering factors
Theme 2: Enabling factors
certain decisions had to be made to push the process forward … So everybody specialises and we don’t ever get … that’s what, to me, absolutely stands out in this event … the fact that we worked in a team. I just liked that	• Pushing the process forward • Breaking silos (through team approach) • Individuals reflecting on the past • Episodes of tensions and dissonances	Overcoming employee inertia	Enabling factor 1
… instead of looking at hierarchy, they looked at knowledge and that worked well … it was because of, probably, at the time, a group of informal leaders, if I want to call it that, that were not formally appointed to do this but thought it is important enough to spend time on this and so on that moved the whole ….that kept the momentum	• Colleagues learnt from each other • Informal leaders initiating change • Approach based on competence, not hierarchy • Assistance from external specialists • Good leadership by academic director enabling teamwork	Distributed leadership	Enabling factor 2
… so I did that for the module that essentially encapsulates everything that’s in the module and then I discussed that with colleagues, showed it to them, just got a sense of whether they believe that it can work and, so … And, whenever one of our colleagues completed their particular section pertaining to a module, it was sent out to everybody else who was part of that particular team for developing that module so that they could also then critically read it, give their inputs	• Creating a framework • Templates and instructions • Research and reading • Meetings to structure the qualification • Workshops • Sharing information resources • Checklists	Socio-material practices	Enabling factor 3
And that was, essentially, a process of reading, writing, reading, writing, rethinking, deleting and so on I think, for me, informal discussion, just testing ideas with colleagues. I like to work from structures so I would create a structure first and … At times, you would go days and days reading a lot of articles, viewing a lot of videos, but ultimately, rejecting them …	• Testing ideas with colleagues and getting buy-in • Back-and-forth interactions • Processes of adjustment • “Ebb and flow”	Iterative cycles	Enabling factor 4

Examples of 1st order illustrative quotes	1st level codes	2nd level codes	Code weaving: aggregate themes
Theme 1: Hindering factors
Unfortunately, more often, when change comes, we tend to be territorial, we tend to lean towards defending your own space …So at the beginning, that was a difficult challenge to sell the part. It was quite toughSo yes, there was a, definitely, increase in terms of workload. There was definitely a lot of anxiety and concernI had huge reservations …	• Initial inertia • High workload • Silo effect • Initial resistance-territorial • Tensions regarding turf wars • Fear of unknown • Lack of time	Resistance and initial inertia	Hindering factors
Theme 2: Enabling factors
certain decisions had to be made to push the process forward …So everybody specialises and we don’t ever get … that’s what, to me, absolutely stands out in this event … the fact that we worked in a team. I just liked that	• Pushing the process forward • Breaking silos (through team approach) • Individuals reflecting on the past • Episodes of tensions and dissonances	Overcoming employee inertia	Enabling factor 1
… instead of looking at hierarchy, they looked at knowledge and that worked well… it was because of, probably, at the time, a group of informal leaders, if I want to call it that, that were not formally appointed to do this but thought it is important enough to spend time on this and so on that moved the whole ….that kept the momentum	• Colleagues learnt from each other • Informal leaders initiating change • Approach based on competence, not hierarchy • Assistance from external specialists • Good leadership by academic director enabling teamwork	Distributed leadership	Enabling factor 2
… so I did that for the module that essentially encapsulates everything that’s in the module and then I discussed that with colleagues, showed it to them, just got a sense of whether they believe that it can work and, so …And, whenever one of our colleagues completed their particular section pertaining to a module, it was sent out to everybody else who was part of that particular team for developing that module so that they could also then critically read it, give their inputs	• Creating a framework • Templates and instructions • Research and reading • Meetings to structure the qualification • Workshops • Sharing information resources • Checklists	Socio-material practices	Enabling factor 3
And that was, essentially, a process of reading, writing, reading, writing, rethinking, deleting and so onI think, for me, informal discussion, just testing ideas with colleagues. I like to work from structures so I would create a structure first and …At times, you would go days and days reading a lot of articles, viewing a lot of videos, but ultimately, rejecting them …	• Testing ideas with colleagues and getting buy-in • Back-and-forth interactions • Processes of adjustment • “Ebb and flow”	Iterative cycles	Enabling factor 4

Source(s): Authors’ own work