We-experiences and the maintenance of workplace friendships: Being workplace friends together

IF 2.8 3区管理学 Q2 MANAGEMENT Management Learning Pub Date : 2023-07-29 DOI:10.1177/13505076231181194

Stefan Korber, P. Hibbert, L. Callagher, Frank Siedlok, Ziad Elsahn

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引用次数: 2

Abstract

In this article, we are interested in how togetherness in workplace friendships is experienced in the absence of physical co-presence. We explore practices through which we-experiences, that is, shared experiences that produce feelings of togetherness, are realized and maintained across time and space and how different we-experiences constitute different modes of togetherness. Findings from our autoethnographic phenomenological study suggest four modes. Transactive togetherness as vivid and intense we-experiences in the face of tight deadlines but little genuine we-experiences at other times. Retrospective togetherness as re-lived we-experiences when shared memories or stories are retold, recalled, and ‘brought back to life’. Associative togetherness as we-experiences that emerge in the light of immediate emotional and personal challenges that are addressed collectively. Projective togetherness as anticipated we-experiences that emerge from a compelling vision of each other in our work and personal life. We add to the current conversations on the continuous entanglement and interlocking nature of we-experiences, the temporality of togetherness at work, and how friendships are actively accomplished through individuals.

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我们体验和维护职场友谊：一起成为职场朋友

在这篇文章中，我们感兴趣的是在没有身体共同存在的情况下，职场友谊中的团结是如何体验的。我们探索实践，通过这些实践，我们的经历，即产生团结感的共同经历，在时间和空间上得以实现和保持，以及我们的不同经历如何构成不同的团结模式。我们的民族志现象学研究结果提出了四种模式。在紧迫的最后期限面前，我们会体验到生动而激烈的跨文化团结，但在其他时候，我们几乎没有体验到真正的团结。当共同的记忆或故事被重述、回忆和“复活”时，我们重新生活在一起。当我们经历集体应对的直接情感和个人挑战时，我们会联想到一起。正如预期的那样，我们在工作和个人生活中对彼此有着令人信服的看法，从而体验到了投射式的团结。我们在当前的对话中加入了关于我们经历的持续纠缠和环环相扣的本质，工作中团结的暂时性，以及友谊是如何通过个人积极实现的。

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来源期刊

Management Learning MANAGEMENT-

CiteScore

6.10

自引率

29.20%

发文量

期刊介绍： The nature of management learning - the nature of individual and organizational learning, and the relationships between them; "learning" organizations; learning from the past and for the future; the changing nature of management, of organizations, and of learning The process of learning - learning methods and techniques; processes of thinking; experience and learning; perception and reasoning; agendas of management learning Learning and outcomes - the nature of managerial knowledge, thinking, learning and action; ethics values and skills; expertise; competence; personal and organizational change