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Journal Cover   Organization Studies
  [SJR: 2.371]   [H-I: 80]   [30 followers]  Follow
   Hybrid Journal Hybrid journal (It can contain Open Access articles)
   ISSN (Print) 0170-8406 - ISSN (Online) 1741-3044
   Published by Sage Publications Homepage  [819 journals]
  • Working and Resisting when One's Workplace is Under Threat of Being Shut
           Down: A Lacanian Perspective
    • Authors: Vidaillet, B; Gamot, G.
      Pages: 987 - 1011
      Abstract: The case presented here shows how a set of Lacanian concepts can be useful for analysing the behaviour of employees’ representatives in a factory belonging to a large globalized and financialised corporation and threatened with closure. We identify a central characteristic of this organization (the obliteration of symbolic authority) to identify the psychic processes the employees’ representatives go through as a result of this characteristic and the impact in terms of their difficulties in exerting resistance. We rest our analysis on the distinction Lacan makes between utterance and enunciation and make use of the concepts of master signifier, symbolic authority, fantasy and superego. We show that in this case the absence of symbolic authority leads the staff representatives to be taken over by the fantasy of a tyrannical and unbarred Other that has the absolute power to close down the factory at any time, and to feel guilty that they never do enough, a typical sense of guilt resulting from the superego’s unfulfillable demands. This theory is also relevant for understanding the paradoxes of resistance: the staff representatives will need to reintroduce a symbolic authority so as to be able to start resisting and no longer be overwhelmed by the fantasy of an unbarred Other. We emphasize the benefits of using a Lacanian approach for understanding how discursive, psychic and emotional processes are joined in the power relations characteristic of a global capitalist corporation, and reflect on the structural conditions in which resistance is possible in contemporary organizations.
      PubDate: 2015-07-20T07:32:37-07:00
      DOI: 10.1177/0170840615580013
      Issue No: Vol. 36, No. 8 (2015)
  • Caring Leadership: A Heideggerian Perspective
    • Authors: Tomkins, L; Simpson, P.
      Pages: 1013 - 1031
      Abstract: This paper develops the idea of caring leadership based on Heidegger’s philosophy of care. From this perspective, caring leadership is grounded in the practices of ‘leaping-in’ and ‘leaping-ahead’ as modes of intervention in the affairs of the world and the efforts of others. This involves gauging and taking responsibility for the ramifications of intervention, balancing the urge for certainty of outcome and visibility of contribution with the desire to encourage and enable others. Our analysis suggests several twists to contemporary leadership debates. We argue that the popular models of transactional and transformational leadership are to be critiqued not for their over-reliance but, rather, their under-reliance on agency. This is a different kind of agency to that of heroic or charismatic models. It involves tolerance of complexity and ambivalence; a rich sense of temporal trajectory; concern for one’s presence in the world; and crucially, the ability to resist the soothing normativity of ‘best practice’. From this position, we argue that the problem with the growing scholarly interest in an ethic of care is that it provides too tempting a recipe to follow. In a Heideggerian view, caring leadership has little to do with compassion, kindness or niceness; it involves and requires a fundamental organization and leadership of self.
      PubDate: 2015-07-20T07:32:37-07:00
      DOI: 10.1177/0170840615580008
      Issue No: Vol. 36, No. 8 (2015)
  • Looking 'Beyond the Factory Gates': Towards more Pluralist and Radical
           Approaches to Intraorganizational Trust Research
    • Authors: Siebert, S; Martin, G, Bozic, B, Docherty, I.
      Pages: 1033 - 1062
      Abstract: The aim of this paper is to suggest new avenues for trust research by critiquing the extant literature on this topic. We analyse the most influential research on intraorganizational trust from the perspective of a classic industrial sociology framework from the 1970s – Alan Fox’s work on frames of reference and trust dynamics. Our analysis of intraorganizational trust studies leads us to three conclusions. First, the large majority of intraorganizational trust research has strong unitarist underpinnings, which support a managerial agenda that is potentially detrimental to employees’ (and indeed managers’) long-term interests. Second, most of this research fails to explain how trust in organizations is embedded in societal and field-level institutions, hence it would benefit from looking ‘beyond the factory gates’ for a more complete understanding of trust dynamics in organizations. In this connection, we argue that Fox’s pluralist and radical perspectives, which are under-represented in intraorganizational trust research, could provide new lines of inquiry by locating internal trust relations in a wider institutional context. Third, Fox’s explanation of how low and high trust dynamics in organizations are embedded in wider society may help address the concerns about under-socialized, endogenous explanations and open the way for structure-agency analyses of building, maintaining and repairing intraorganizational trust.
      PubDate: 2015-07-20T07:32:37-07:00
      DOI: 10.1177/0170840615580010
      Issue No: Vol. 36, No. 8 (2015)
  • Building the Social Structure of a Market
    • Authors: McKague, K; Zietsma, C, Oliver, C.
      Pages: 1063 - 1093
      Abstract: Motivated by the question of how to develop viable new markets and value chains in the resource-constrained settings of least developed countries, we adopted multi-year qualitative methods to examine the intervention of a nongovernmental organization (NGO) in developing the dairy value chain in Bangladesh. Consistent with the theoretical premise that markets and value chains are social orders, we found that the NGO’s success relied on building the social structure of a market wherein market participants could negotiate relationships and norms of production and exchange and embed them in practices and technologies. To establish social structure among participants as a means of market building, the NGO acquired relevant knowledge, then used contextual bridging (transferring new meanings, practices and structures into a given context in a way that is sensitive to the norms, practices, knowledge and relationships that exist in that context), brokering relationships along the value chain (facilitating introductions and exchanges between value chain members) and funding experimentation (providing resources to test ideas and assumptions about new market practices). Market participants themselves also contributed to the development of the market’s social structure by means of social embedding (building relationships and negotiating norms of exchange and coordination), and material embedding (implementing technologies and practices and integrating market norms into technology). Increased productivity and equity and reduced costs of transactions resulted from the creation of a social structure that, in this case, preceded and enabled the economic structuring of a market rather than the other way around.
      PubDate: 2015-07-20T07:32:37-07:00
      DOI: 10.1177/0170840615580011
      Issue No: Vol. 36, No. 8 (2015)
  • The Aesthetics of Leadership: Beau Geste as Critical Behaviour
    • Authors: Bouilloud, J.-P; Deslandes, G.
      Pages: 1095 - 1114
      Abstract: This paper focuses on the role of beau geste in organizations, showing that it is endowed with a specifically critical dimension as it challenges both the established order and customary practices. We also scrutinize its unique role that consists in critically resisting economic norms. Analysing the beau geste actually offers an opportunity to broaden the scope of our vision of leadership by relying on aesthetics rather than conventionally viewing the leader as an artist. In the first part, we thus concentrate on the way leadership scholars have so far dealt with aesthetics. In the second part, through a series of examples and by adopting a historical perspective, we describe the defining features of the beau geste in organizations: gratuity effect, impact on the common good, size effect and surprise effect. We then analyse how beau geste indeed constitutes a form of provocation against an ‘organized’ world in which economic rationality seems to prevail. In the conclusion, we outline future prospects for research.
      PubDate: 2015-07-20T07:32:37-07:00
      DOI: 10.1177/0170840615585341
      Issue No: Vol. 36, No. 8 (2015)
  • Book Review: The Economics of Creativity: Art and Achievement under
    • Authors: Gerber; A.
      Pages: 1115 - 1117
      PubDate: 2015-07-20T07:32:37-07:00
      DOI: 10.1177/0170840615572588
      Issue No: Vol. 36, No. 8 (2015)
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