Pub Date : 2023-06-23DOI: 10.1177/01708406231185976
Yael Ben David, Tammy Rubel-Lifschitz
The research examined the interplay between institutional logics in a multi-sectoral initiative. Taking a longitudinal approach, we tracked the first three years of an initiative that aimed to reduce social inequality by promoting science, technology, engineering, and mathematics (STEM) education in Israel. We observed how the paradoxical dynamics between multiple logics unfolded over time, following the alternating dominance of business, civil and state actors. Results showed the initiative oscillated between a civil society logic, seeing STEM as a ‘springboard’ for equal opportunities and social change, and a market logic, seeing STEM as a ‘pipeline’ towards a technological workforce and economic profit. The state logic influenced this oscillation by converging with one of the two other logics, affecting both the working processes and the social impact of the initiative. We contribute to paradox theory by developing a process model of the paradoxical dynamics between multiple institutional logics in multi-sectoral initiatives. We identify three main mechanisms that drive this process: power shifts, logic divergence/convergence, and turning points. We suggest implications for the management of complex organizational environments.
{"title":"The right to success: Paradoxical tensions between contested logics in a multi-sectoral collaboration to promote scientific excellence in Israel","authors":"Yael Ben David, Tammy Rubel-Lifschitz","doi":"10.1177/01708406231185976","DOIUrl":"https://doi.org/10.1177/01708406231185976","url":null,"abstract":"The research examined the interplay between institutional logics in a multi-sectoral initiative. Taking a longitudinal approach, we tracked the first three years of an initiative that aimed to reduce social inequality by promoting science, technology, engineering, and mathematics (STEM) education in Israel. We observed how the paradoxical dynamics between multiple logics unfolded over time, following the alternating dominance of business, civil and state actors. Results showed the initiative oscillated between a civil society logic, seeing STEM as a ‘springboard’ for equal opportunities and social change, and a market logic, seeing STEM as a ‘pipeline’ towards a technological workforce and economic profit. The state logic influenced this oscillation by converging with one of the two other logics, affecting both the working processes and the social impact of the initiative. We contribute to paradox theory by developing a process model of the paradoxical dynamics between multiple institutional logics in multi-sectoral initiatives. We identify three main mechanisms that drive this process: power shifts, logic divergence/convergence, and turning points. We suggest implications for the management of complex organizational environments.","PeriodicalId":48423,"journal":{"name":"Organization Studies","volume":" ","pages":""},"PeriodicalIF":5.4,"publicationDate":"2023-06-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49628228","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-06-23DOI: 10.1177/01708406231185959
K. Orr
This paper uses the psychoanalytic concept of the uncanny to develop a new perspective on crisis, one that challenges its association with turning points and opportunities. It highlights the immanence of crisis in organizational life. Crises under consideration include the historic Covid-19 global pandemic, and examples of crisis in public sector organizations shaped by neoliberalism. Engaging with the work of Julia Kristeva, the uncanny is explored as an integral part of our subjectivities, one which disrupts our social stabilities and patterns of organizing. A montage of autoethnographic vignettes is assembled to illustrate the eruption of the uncanny unconscious, a dynamic that unsettles our routine impositions of order and control. Examining crisis through the lens of the uncanny brings to the fore the elusive and affective aspects of socio-political and organizational life. This perspective draws us away from an understanding of crisis as a passing phenomenon or as an opening that can be instrumentalized for cunning managerial purposes. Instead, it suggests the more radical insight that crisis is a condition of organizing.
{"title":"Uncanny organization and the immanence of crisis: the public sector, neoliberalism, and Covid-19","authors":"K. Orr","doi":"10.1177/01708406231185959","DOIUrl":"https://doi.org/10.1177/01708406231185959","url":null,"abstract":"This paper uses the psychoanalytic concept of the uncanny to develop a new perspective on crisis, one that challenges its association with turning points and opportunities. It highlights the immanence of crisis in organizational life. Crises under consideration include the historic Covid-19 global pandemic, and examples of crisis in public sector organizations shaped by neoliberalism. Engaging with the work of Julia Kristeva, the uncanny is explored as an integral part of our subjectivities, one which disrupts our social stabilities and patterns of organizing. A montage of autoethnographic vignettes is assembled to illustrate the eruption of the uncanny unconscious, a dynamic that unsettles our routine impositions of order and control. Examining crisis through the lens of the uncanny brings to the fore the elusive and affective aspects of socio-political and organizational life. This perspective draws us away from an understanding of crisis as a passing phenomenon or as an opening that can be instrumentalized for cunning managerial purposes. Instead, it suggests the more radical insight that crisis is a condition of organizing.","PeriodicalId":48423,"journal":{"name":"Organization Studies","volume":" ","pages":""},"PeriodicalIF":5.4,"publicationDate":"2023-06-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49474143","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-05-30DOI: 10.1177/01708406231181698
Linda Rouleau
{"title":"Media Review: Exploring the potential of documentary in organization research","authors":"Linda Rouleau","doi":"10.1177/01708406231181698","DOIUrl":"https://doi.org/10.1177/01708406231181698","url":null,"abstract":"<jats:p> </jats:p>","PeriodicalId":48423,"journal":{"name":"Organization Studies","volume":" ","pages":""},"PeriodicalIF":5.4,"publicationDate":"2023-05-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48607031","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-05-12DOI: 10.1177/01708406231169425
A. A. Gümüsay
{"title":"Management Scholars of the World, Unite!","authors":"A. A. Gümüsay","doi":"10.1177/01708406231169425","DOIUrl":"https://doi.org/10.1177/01708406231169425","url":null,"abstract":"","PeriodicalId":48423,"journal":{"name":"Organization Studies","volume":"44 1","pages":"1377 - 1380"},"PeriodicalIF":5.4,"publicationDate":"2023-05-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45671864","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-05-04DOI: 10.1177/01708406231175297
M. Hartmann, Ninna Meier
Emotion regulation is essential to the maintenance of institutions. To date, institutional scholars have focused on how individual actors express or suppress emotions according to internalised institutional ‘feeling rules.’ Drawing on an empirical study of police officers, this article offers emotion absenting as a socially practised, embodied form of emotion regulation. Police officers’ shared emotion absenting enabled them to practise fear in unarticulated yet highly coordinated ways in alignment with their institutional role. The practice of emotion absenting is learned through socialisation into policework and the institution of law enforcement. Because police officers learn to regulate emotions together in subtle ways through the coordination of their bodies, emotion absenting can be functionally invisible in social interactions. This suggests that inappropriate emotions are not necessarily suppressed, i.e. removed from the situation. Rather, our study shows that such emotions may function as a resource among members of a group, especially when these emotions are practised in institutionally competent ways.
{"title":"'Letting the uniform take it': Emotion absenting and its role in institutional maintenance","authors":"M. Hartmann, Ninna Meier","doi":"10.1177/01708406231175297","DOIUrl":"https://doi.org/10.1177/01708406231175297","url":null,"abstract":"Emotion regulation is essential to the maintenance of institutions. To date, institutional scholars have focused on how individual actors express or suppress emotions according to internalised institutional ‘feeling rules.’ Drawing on an empirical study of police officers, this article offers emotion absenting as a socially practised, embodied form of emotion regulation. Police officers’ shared emotion absenting enabled them to practise fear in unarticulated yet highly coordinated ways in alignment with their institutional role. The practice of emotion absenting is learned through socialisation into policework and the institution of law enforcement. Because police officers learn to regulate emotions together in subtle ways through the coordination of their bodies, emotion absenting can be functionally invisible in social interactions. This suggests that inappropriate emotions are not necessarily suppressed, i.e. removed from the situation. Rather, our study shows that such emotions may function as a resource among members of a group, especially when these emotions are practised in institutionally competent ways.","PeriodicalId":48423,"journal":{"name":"Organization Studies","volume":"1 1","pages":""},"PeriodicalIF":5.4,"publicationDate":"2023-05-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41435551","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-05-04DOI: 10.1177/01708406231175319
V. Soundararajan, Garima Sharma, Hari Bapuji
Research on precarity predominantly adopts a monolithic view of labour market intermediaries and ignores the differential distribution of precarity based on social group membership. This omission not only hinders a nuanced understanding of precarity but also prevents our ability to address inequalities. To address this, we examined the influence of caste on differential experiences of precarity among labour contractors in the garment industry in Tamil Nadu, India. We find that unequal distribution of social capital along caste lines leads to Dalit labour contractors experiencing greater precarity than their upper caste counterparts and also being stuck in such precarity. Specifically, caste-based dynamics of social capital threaten the survival of Dalit labour contractors by distorting their economic wellbeing and destabilising their leadership, and hinder their upward occupational mobility by confining their spatial mobility, limiting resourceful connections, and thwarting growth opportunities. Our study shines new light on how societal inequalities differentially distribute precarity among actors in the same occupation and underscores the intersectional nature of occupational precarity as well as the contextual nature of social capital.
{"title":"Caste, Social Capital and Precarity of Labour Market Intermediaries: The case of Dalit labour contractors in India","authors":"V. Soundararajan, Garima Sharma, Hari Bapuji","doi":"10.1177/01708406231175319","DOIUrl":"https://doi.org/10.1177/01708406231175319","url":null,"abstract":"Research on precarity predominantly adopts a monolithic view of labour market intermediaries and ignores the differential distribution of precarity based on social group membership. This omission not only hinders a nuanced understanding of precarity but also prevents our ability to address inequalities. To address this, we examined the influence of caste on differential experiences of precarity among labour contractors in the garment industry in Tamil Nadu, India. We find that unequal distribution of social capital along caste lines leads to Dalit labour contractors experiencing greater precarity than their upper caste counterparts and also being stuck in such precarity. Specifically, caste-based dynamics of social capital threaten the survival of Dalit labour contractors by distorting their economic wellbeing and destabilising their leadership, and hinder their upward occupational mobility by confining their spatial mobility, limiting resourceful connections, and thwarting growth opportunities. Our study shines new light on how societal inequalities differentially distribute precarity among actors in the same occupation and underscores the intersectional nature of occupational precarity as well as the contextual nature of social capital.","PeriodicalId":48423,"journal":{"name":"Organization Studies","volume":" ","pages":""},"PeriodicalIF":5.4,"publicationDate":"2023-05-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46656869","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-05-04DOI: 10.1177/01708406231175293
Seray Ergene, M. Calás
The Earth is facing extraordinary ecological crises resulting from human impact on the planet. Meanwhile, a growing body of research studies the relationship of organizations with the natural environment but often overlooks anthropocentrism: the premise of human superiority over nature. Unfortunately, this human exceptionalist premise is the crux of the ecological crisis that cannot be overlooked any longer. To address this discrepancy in the literature, we claim that an ontological shift is necessary. Drawing from feminist new materialisms and Deleuzian relational ontologies, we develop becoming naturecultural, a material-discursive assembling process of more-than-human and more-than-capitalist entanglements. To illustrate the analytical value of becoming naturecultural, we engaged in empirical work at an organic cotton t-shirt supply chain and conducted a multi-sited fieldwork with affective ethnographic methodologies. Working with the data collected, we narrated a human de-centered case study fostering critical but affirmative inquiries about sustainability from a non-anthropocentric relational ontology. At the end we discuss two implications for organizational sustainability research: thinking with and writing with becoming naturecultural. They facilitate moving beyond critiques of anthropocentrism and articulating affirmative possibilities for organization studies in and for the Anthropocene.
{"title":"Becoming Naturecultural: Rethinking Sustainability for a More-than-human World","authors":"Seray Ergene, M. Calás","doi":"10.1177/01708406231175293","DOIUrl":"https://doi.org/10.1177/01708406231175293","url":null,"abstract":"The Earth is facing extraordinary ecological crises resulting from human impact on the planet. Meanwhile, a growing body of research studies the relationship of organizations with the natural environment but often overlooks anthropocentrism: the premise of human superiority over nature. Unfortunately, this human exceptionalist premise is the crux of the ecological crisis that cannot be overlooked any longer. To address this discrepancy in the literature, we claim that an ontological shift is necessary. Drawing from feminist new materialisms and Deleuzian relational ontologies, we develop becoming naturecultural, a material-discursive assembling process of more-than-human and more-than-capitalist entanglements. To illustrate the analytical value of becoming naturecultural, we engaged in empirical work at an organic cotton t-shirt supply chain and conducted a multi-sited fieldwork with affective ethnographic methodologies. Working with the data collected, we narrated a human de-centered case study fostering critical but affirmative inquiries about sustainability from a non-anthropocentric relational ontology. At the end we discuss two implications for organizational sustainability research: thinking with and writing with becoming naturecultural. They facilitate moving beyond critiques of anthropocentrism and articulating affirmative possibilities for organization studies in and for the Anthropocene.","PeriodicalId":48423,"journal":{"name":"Organization Studies","volume":" ","pages":""},"PeriodicalIF":5.4,"publicationDate":"2023-05-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42136217","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"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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