Pub Date : 2022-12-05DOI: 10.1080/14759551.2022.2153129
S. Schaefer
ABSTRACT This paper analyses an empirical case study of a corporate social media platform, and suggests and elaborates the concept of corporate social media creep framed by the notion of imagined affordances. The corporate social media creep describes the gradual expansion and encroachment of corporate social media on work and private life beyond its supposed productive function and purpose. The corporate social media creep is fuelled by ambient pervasive awareness which arouses users’ hope for exposure to relevant pieces of information and creates a perception of other users’ panoptic gaze. The concept of corporate social media creep extends theoretical knowledge of corporate social media users’ experience and provides a critical discussion of why users keep paying attention to corporate social media applications they largely deem to be irrelevant for their work.
{"title":"The corporate social media creep","authors":"S. Schaefer","doi":"10.1080/14759551.2022.2153129","DOIUrl":"https://doi.org/10.1080/14759551.2022.2153129","url":null,"abstract":"ABSTRACT This paper analyses an empirical case study of a corporate social media platform, and suggests and elaborates the concept of corporate social media creep framed by the notion of imagined affordances. The corporate social media creep describes the gradual expansion and encroachment of corporate social media on work and private life beyond its supposed productive function and purpose. The corporate social media creep is fuelled by ambient pervasive awareness which arouses users’ hope for exposure to relevant pieces of information and creates a perception of other users’ panoptic gaze. The concept of corporate social media creep extends theoretical knowledge of corporate social media users’ experience and provides a critical discussion of why users keep paying attention to corporate social media applications they largely deem to be irrelevant for their work.","PeriodicalId":10824,"journal":{"name":"Culture and Organization","volume":"29 1","pages":"124 - 138"},"PeriodicalIF":1.6,"publicationDate":"2022-12-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41356700","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-11-15DOI: 10.1080/14759551.2022.2143500
Stephen Dunne, Michael Pedersen
ABSTRACT Behaviourists treat habits as thoughtlessly undertaken actions. Pragmatists, by contrast, emphasise the role intelligence plays in habit’s cultivation. Although organisational analysts have tended to prefer behavioural approaches to habit, pragmatism has been recently resurgent. This paper analyses how David Foster Wallace’s Infinite Jest dramatises this hermeneutical dichotomy. The novel, we demonstrate, represents the difference between terminal decline and lasting sobriety by opposing the fates of two characters: the suffering addict (Randy Lenz) is characterised mechanistically whereas the recovering addict (Don Gately) is characterised experientially. Infinite Jest’s fictionalisation of addiction and recovery, we claim, emphasises the saving power of pragmatism. Wallace’s novel can therefore be read as another contribution towards the ongoing recovery of pragmatism both within and beyond organisation studies.
{"title":"Habits, Infinite Jest and the recoveries of pragmatism","authors":"Stephen Dunne, Michael Pedersen","doi":"10.1080/14759551.2022.2143500","DOIUrl":"https://doi.org/10.1080/14759551.2022.2143500","url":null,"abstract":"ABSTRACT Behaviourists treat habits as thoughtlessly undertaken actions. Pragmatists, by contrast, emphasise the role intelligence plays in habit’s cultivation. Although organisational analysts have tended to prefer behavioural approaches to habit, pragmatism has been recently resurgent. This paper analyses how David Foster Wallace’s Infinite Jest dramatises this hermeneutical dichotomy. The novel, we demonstrate, represents the difference between terminal decline and lasting sobriety by opposing the fates of two characters: the suffering addict (Randy Lenz) is characterised mechanistically whereas the recovering addict (Don Gately) is characterised experientially. Infinite Jest’s fictionalisation of addiction and recovery, we claim, emphasises the saving power of pragmatism. Wallace’s novel can therefore be read as another contribution towards the ongoing recovery of pragmatism both within and beyond organisation studies.","PeriodicalId":10824,"journal":{"name":"Culture and Organization","volume":"29 1","pages":"111 - 123"},"PeriodicalIF":1.6,"publicationDate":"2022-11-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45692651","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-11-08DOI: 10.1080/14759551.2022.2140805
F. Salvadori, J. Hindmarsh, C. Heath
ABSTRACT The contribution of the open-plan office to work and organisation has long been a matter of some debate. Aside from its economic advantages, it is argued that it provides an important opportunity for colleagues to share knowledge and help each other. It is recognised, however, that the presence and participation of others can undermine the ability of personnel to concentrate on individual tasks and subjects work to interruption. This paper seeks to show how these seemingly contradictory issues are matters participants themselves orient to on a daily basis. In particular, it explores the interactional practices in and through which participants address and, to some extent reconcile, these competing demands; initiating brief conversations while seeking to preserve the integrity of the ongoing tasks in which colleagues are engaged. This article focuses on participants progressively establishing momentary encounters that enable them to exchange information and resolve the inevitable difficulties colleagues face in organisations.
{"title":"Reconciling knowledge sharing with individual tasks: interaction and interruptions in the open-plan office","authors":"F. Salvadori, J. Hindmarsh, C. Heath","doi":"10.1080/14759551.2022.2140805","DOIUrl":"https://doi.org/10.1080/14759551.2022.2140805","url":null,"abstract":"ABSTRACT The contribution of the open-plan office to work and organisation has long been a matter of some debate. Aside from its economic advantages, it is argued that it provides an important opportunity for colleagues to share knowledge and help each other. It is recognised, however, that the presence and participation of others can undermine the ability of personnel to concentrate on individual tasks and subjects work to interruption. This paper seeks to show how these seemingly contradictory issues are matters participants themselves orient to on a daily basis. In particular, it explores the interactional practices in and through which participants address and, to some extent reconcile, these competing demands; initiating brief conversations while seeking to preserve the integrity of the ongoing tasks in which colleagues are engaged. This article focuses on participants progressively establishing momentary encounters that enable them to exchange information and resolve the inevitable difficulties colleagues face in organisations.","PeriodicalId":10824,"journal":{"name":"Culture and Organization","volume":"29 1","pages":"93 - 110"},"PeriodicalIF":1.6,"publicationDate":"2022-11-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41782343","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-10-27DOI: 10.1080/14759551.2022.2139378
C. Manolchev, A. Einarsdóttir, Delano Lewis, H. Hoel
ABSTRACT The place of humour in organisational interactions has been the subject of long-standing interest. Studies have considered the positive role of humour in increasing social contact and promoting group cohesion, while warning it can be a means for expressing hostility and excluding group members. However, more ambiguous uses of humour remain underexplored and under-theorised. Using a single case study of employee experiences at ‘Hillside’, a high-security prison in the UK, we address this gap. Adopting Julia Kristeva’s ‘theory of the abject’, we conceptualise ‘abject humour’ as a disruptive activity, which is composite, shady and sinister. We show that, despite Hillside’s adoption of Challenge It, Change It as a UK-wide safeguarding policy, the liminal spaces abject humour opens and occupies, are difficult to regulate. Those spaces trap both perpetrators and targets, and necessitate the use of avoidance, compliance, and retaliation strategies by the latter, as ways of coping.
{"title":"Trapped in the abject: prison officers’ use of avoidance, compliance and retaliation in response to ambiguous humour","authors":"C. Manolchev, A. Einarsdóttir, Delano Lewis, H. Hoel","doi":"10.1080/14759551.2022.2139378","DOIUrl":"https://doi.org/10.1080/14759551.2022.2139378","url":null,"abstract":"ABSTRACT The place of humour in organisational interactions has been the subject of long-standing interest. Studies have considered the positive role of humour in increasing social contact and promoting group cohesion, while warning it can be a means for expressing hostility and excluding group members. However, more ambiguous uses of humour remain underexplored and under-theorised. Using a single case study of employee experiences at ‘Hillside’, a high-security prison in the UK, we address this gap. Adopting Julia Kristeva’s ‘theory of the abject’, we conceptualise ‘abject humour’ as a disruptive activity, which is composite, shady and sinister. We show that, despite Hillside’s adoption of Challenge It, Change It as a UK-wide safeguarding policy, the liminal spaces abject humour opens and occupies, are difficult to regulate. Those spaces trap both perpetrators and targets, and necessitate the use of avoidance, compliance, and retaliation strategies by the latter, as ways of coping.","PeriodicalId":10824,"journal":{"name":"Culture and Organization","volume":"29 1","pages":"73 - 91"},"PeriodicalIF":1.6,"publicationDate":"2022-10-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49389220","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-10-15DOI: 10.1080/14759551.2022.2135004
Nanna Gillberg
ABSTRACT This article studies how governing agents at a civic orientation course site, through collaborative boundary work, manage tensions that arise from simultaneously representing the governing state and the governed subjects taking part in the courses. The findings illustrate how individual agency—in policy and practice—is expected of immigrants enrolled in civic orientation courses, but not necessarily facilitated by the governing system providing the context for this agency. Through three types of collaborative boundary work, the governing agents produce and enact an understanding of professionalism as continuous shifting between different positions related to their two reference points—the governing state and the governed subjects. By engaging in collaborative boundary work, the governing agents manage perceived ambiguities and tensions between rhetoric and ‘reality’ and between policies they are set to represent and practices related to these policies that they do not personally believe in and/or challenge.
{"title":"Remaining neutral while conveying ‘the right picture’ of Sweden: governing agents navigating a neoliberally influenced social contract","authors":"Nanna Gillberg","doi":"10.1080/14759551.2022.2135004","DOIUrl":"https://doi.org/10.1080/14759551.2022.2135004","url":null,"abstract":"ABSTRACT This article studies how governing agents at a civic orientation course site, through collaborative boundary work, manage tensions that arise from simultaneously representing the governing state and the governed subjects taking part in the courses. The findings illustrate how individual agency—in policy and practice—is expected of immigrants enrolled in civic orientation courses, but not necessarily facilitated by the governing system providing the context for this agency. Through three types of collaborative boundary work, the governing agents produce and enact an understanding of professionalism as continuous shifting between different positions related to their two reference points—the governing state and the governed subjects. By engaging in collaborative boundary work, the governing agents manage perceived ambiguities and tensions between rhetoric and ‘reality’ and between policies they are set to represent and practices related to these policies that they do not personally believe in and/or challenge.","PeriodicalId":10824,"journal":{"name":"Culture and Organization","volume":"29 1","pages":"54 - 72"},"PeriodicalIF":1.6,"publicationDate":"2022-10-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41459139","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-10-11DOI: 10.1080/14759551.2022.2125516
Nurit Zaidman, J. Dodick
ABSTRACT High-tech employees, need to manage their emotions on a daily basis, given their interactions with culturally different colleagues; nonetheless, they are not given much direction about such issues. Based on interviews with 75 Israeli workers employed by 25 high-tech companies, this study explains the display rules in high-tech organizations and the ways employees learn to manage their emotions. The results indicate that high-tech, global team employees engage regularly in emotional labor with co-workers while experiencing tremendous difficulties. Concurrently, their organizations do not communicate clear and detailed display rules such that the employees tend to learn about emotional labor, either independently via observation of others or via hard-earned experience. In addition to the emotional-rational dichotomy that has been discussed previously, we have identified individualism and personal responsibility as key premises explaining minimal or the absence of explicit display rules, and the ways that individuals learn emotional labor.
{"title":"How do high-tech industry remote team employees learn to manage their emotions?","authors":"Nurit Zaidman, J. Dodick","doi":"10.1080/14759551.2022.2125516","DOIUrl":"https://doi.org/10.1080/14759551.2022.2125516","url":null,"abstract":"ABSTRACT High-tech employees, need to manage their emotions on a daily basis, given their interactions with culturally different colleagues; nonetheless, they are not given much direction about such issues. Based on interviews with 75 Israeli workers employed by 25 high-tech companies, this study explains the display rules in high-tech organizations and the ways employees learn to manage their emotions. The results indicate that high-tech, global team employees engage regularly in emotional labor with co-workers while experiencing tremendous difficulties. Concurrently, their organizations do not communicate clear and detailed display rules such that the employees tend to learn about emotional labor, either independently via observation of others or via hard-earned experience. In addition to the emotional-rational dichotomy that has been discussed previously, we have identified individualism and personal responsibility as key premises explaining minimal or the absence of explicit display rules, and the ways that individuals learn emotional labor.","PeriodicalId":10824,"journal":{"name":"Culture and Organization","volume":"29 1","pages":"34 - 53"},"PeriodicalIF":1.6,"publicationDate":"2022-10-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47506046","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-09-27DOI: 10.1080/14759551.2022.2125515
M. Dille
ABSTRACT In this article, I propose that the work of middle managers can meaningfully be conceptualized as a form of liminal work herby drawing attention to the interstitial (spatial) and temporary (temporal) elements of organizing and work. Building on a case study of emerging middle management positions within schools in Denmark, I show that working ‘in’ the middle is demarcated by entanglements of spatio-temporalities and other discourse-materialities producing a liminal friction that reconfigures this work as permanently liminal. Inspired by new materialism and the work of Karen Barad, I utilize the concept of spacetimemattering to analytically unpack these work practices that materialize in and through multiple times and spaces and matter and thereby elucidate the constitutive processes and performative effects of the ambiguous work of middle managers. To this end, the article offers an analytical understanding that expands a focus on hierarchical forms of organizing as a core issue of ambiguity.
{"title":"Unpacking the ambiguous work of middle managers: on the ongoing becoming in liminality","authors":"M. Dille","doi":"10.1080/14759551.2022.2125515","DOIUrl":"https://doi.org/10.1080/14759551.2022.2125515","url":null,"abstract":"ABSTRACT In this article, I propose that the work of middle managers can meaningfully be conceptualized as a form of liminal work herby drawing attention to the interstitial (spatial) and temporary (temporal) elements of organizing and work. Building on a case study of emerging middle management positions within schools in Denmark, I show that working ‘in’ the middle is demarcated by entanglements of spatio-temporalities and other discourse-materialities producing a liminal friction that reconfigures this work as permanently liminal. Inspired by new materialism and the work of Karen Barad, I utilize the concept of spacetimemattering to analytically unpack these work practices that materialize in and through multiple times and spaces and matter and thereby elucidate the constitutive processes and performative effects of the ambiguous work of middle managers. To this end, the article offers an analytical understanding that expands a focus on hierarchical forms of organizing as a core issue of ambiguity.","PeriodicalId":10824,"journal":{"name":"Culture and Organization","volume":"29 1","pages":"19 - 33"},"PeriodicalIF":1.6,"publicationDate":"2022-09-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41654379","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-08-17DOI: 10.1080/14759551.2022.2113536
J. Kalkman
ABSTRACT Organizational identification has received much scholarly attention, while disidentification remains understudied. Existing studies on disidentification examined people who never identified with an organization in the first place or rely on (cross-sectional) survey data. This means that there is little research on the lived experience of the disidentification process. Based on an analysis of ten fictional war novels by veterans who disidentified, this study offers insights into the antecedents, manifestations, and effects of their disidentification. Organizational members disidentify from their organization after feeling betrayed by it, because their expectations have been violated. They disidentify through dissociating from organizational leadership, practices, bureaucracy, mission, and values. As a result, they suffer from psychological distress, identity loss, and loneliness. The article contributes to the literature by offering a qualitative, processual account of the deeply personal experiences around disidentification.
{"title":"The lived experience of organizational disidentification: how soldiers feel betrayed, dissociate, and suffer","authors":"J. Kalkman","doi":"10.1080/14759551.2022.2113536","DOIUrl":"https://doi.org/10.1080/14759551.2022.2113536","url":null,"abstract":"ABSTRACT Organizational identification has received much scholarly attention, while disidentification remains understudied. Existing studies on disidentification examined people who never identified with an organization in the first place or rely on (cross-sectional) survey data. This means that there is little research on the lived experience of the disidentification process. Based on an analysis of ten fictional war novels by veterans who disidentified, this study offers insights into the antecedents, manifestations, and effects of their disidentification. Organizational members disidentify from their organization after feeling betrayed by it, because their expectations have been violated. They disidentify through dissociating from organizational leadership, practices, bureaucracy, mission, and values. As a result, they suffer from psychological distress, identity loss, and loneliness. The article contributes to the literature by offering a qualitative, processual account of the deeply personal experiences around disidentification.","PeriodicalId":10824,"journal":{"name":"Culture and Organization","volume":"29 1","pages":"1 - 18"},"PeriodicalIF":1.6,"publicationDate":"2022-08-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49068727","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-08-11DOI: 10.1080/14759551.2022.2108811
Eeva Aromaa, P. Eriksson, A. Mills
ABSTRACT This paper examines how emotion rules are socially constructed and how and why they are enacted and challenged through specific modes of embodiment in face-to-face interactions. The paper broadens the understanding of emotion rules by connecting them to aesthetics to explore face-to-face interactions. This paper is based on ethnographic data gathered from a two-year study of a micro-sized service company. It explores the structure, function, and meaning of three emotion rules: (1) the emotionality rule, (2) the enthusiasm rule, and (3) the nice way rule as enacted by the company’s chief executive officer (CEO) and employees. This paper enhances the understanding of the role of emotion rules in establishing an innovative and democratic organisation. It offers insight into how emotion rules were enacted, challenged, and broken in an unexpected situation when the CEO announces her non-consultative decision that affected the company’s employees.
{"title":"Emotional rhythms of power: reframing emotion rules through aesthetic modes of embodied interaction","authors":"Eeva Aromaa, P. Eriksson, A. Mills","doi":"10.1080/14759551.2022.2108811","DOIUrl":"https://doi.org/10.1080/14759551.2022.2108811","url":null,"abstract":"ABSTRACT This paper examines how emotion rules are socially constructed and how and why they are enacted and challenged through specific modes of embodiment in face-to-face interactions. The paper broadens the understanding of emotion rules by connecting them to aesthetics to explore face-to-face interactions. This paper is based on ethnographic data gathered from a two-year study of a micro-sized service company. It explores the structure, function, and meaning of three emotion rules: (1) the emotionality rule, (2) the enthusiasm rule, and (3) the nice way rule as enacted by the company’s chief executive officer (CEO) and employees. This paper enhances the understanding of the role of emotion rules in establishing an innovative and democratic organisation. It offers insight into how emotion rules were enacted, challenged, and broken in an unexpected situation when the CEO announces her non-consultative decision that affected the company’s employees.","PeriodicalId":10824,"journal":{"name":"Culture and Organization","volume":"28 1","pages":"549 - 565"},"PeriodicalIF":1.6,"publicationDate":"2022-08-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45950010","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-08-01DOI: 10.1080/14759551.2022.2103133
F. Santos
ABSTRACT Previous research shows that entrepreneurs create stories about their new organizations to convince key audiences of their legitimacy. However, over time, stories can become misaligned with changed circumstances. While entrepreneurs may modify the stories with which they present their organization to cope with these changes, preserving the continuity of the foundational stories that ensured success in the first place is essential to avoid audiences’ scepticism or distrust. Thus I decided to pursue the following research question: how do entrepreneurs modify their organizations’ stories to face changed circumstances, while also preserving continuity? My study suggests that to ensure continuity in the story, entrepreneurs should propose new meanings to previous narrative elements; bring changes to the plot by establishing relational links that provide a plausible explanation for the transition between stories; and reformulate the interplay between past, present and future.
{"title":"Changing an organization’s legitimation story: navigating between the materiality of the past and the strategy for the future","authors":"F. Santos","doi":"10.1080/14759551.2022.2103133","DOIUrl":"https://doi.org/10.1080/14759551.2022.2103133","url":null,"abstract":"ABSTRACT Previous research shows that entrepreneurs create stories about their new organizations to convince key audiences of their legitimacy. However, over time, stories can become misaligned with changed circumstances. While entrepreneurs may modify the stories with which they present their organization to cope with these changes, preserving the continuity of the foundational stories that ensured success in the first place is essential to avoid audiences’ scepticism or distrust. Thus I decided to pursue the following research question: how do entrepreneurs modify their organizations’ stories to face changed circumstances, while also preserving continuity? My study suggests that to ensure continuity in the story, entrepreneurs should propose new meanings to previous narrative elements; bring changes to the plot by establishing relational links that provide a plausible explanation for the transition between stories; and reformulate the interplay between past, present and future.","PeriodicalId":10824,"journal":{"name":"Culture and Organization","volume":"28 1","pages":"485 - 508"},"PeriodicalIF":1.6,"publicationDate":"2022-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49194045","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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