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"Clegg, Stewart"
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Power and organizations
A comprehensive account of power and organizations, unlocking power as the central relation of modern organizations and society. The authors present an excellent synthesis of organization, social and political theory to offer an overview of power and organizations that is historically informed, addresses current issues and is comprehensive in scope.
eBook
Resisters at Work: Generating Productive Resistance in the Workplace
Research has recognized the transformative dimension of resistance in the workplace. Yet resistance is still seen as an adversarial and antagonistic process that management can accept or reject; thus, understanding how resistance can actually influence workplace change remains a challenge for research. In this paper, we offer an analysis of two situations of resistance wherein resisters, organized in temporary enclaves, are able to influence top management's decisions and produce eventual change. Whether or not resistance becomes productive depends on the skillful work of resisters and the creation of powerful “objects of resistance” that enable resisters to modify temporarily the power configuration of a situation and oblige top management to listen to their claims and accommodate to the new configuration. This paper shows that resistance can be better explained by what resisters do to achieve their ends rather than by seeing resistance as a fixed opposition between irreconcilable adversaries.
Journal Article
Positive Organizational Behaviour
Positive Organizational Behaviour: A Reflective Approach introduces the most recent theoretical and empirical insights on positive organizational practices, addressing emerging topics such as resilience, job crafting, responsible leadership and mindfulness. Other books on positive approaches tend to gloss over the limitations of the positive agenda, but this textbook is unique in taking a reflective approach, focussing on the positive while also accommodating critical perspectives relating to power and control.
Positive Organizational Behaviour provides an integrated conceptual framework, evidence-based findings and practical tools to gain an understanding of the potential of positive organizational practices.
This innovative new textbook will provide advanced management and psychology students with a grounding in the area, and help them develop strategies for building effective and responsible organizations.
eBook
Organization Theory in Business and Management History: Present Status and Future Prospects
A common lament is that business history has been marginalized within mainstream business and management research. We propose that the remedy lies in part with more extensive engagement with organization theory. We illustrate our argument by exploring the potentialities for business history of three cognitive frameworks: institutional entrepreneurship, evolutionary theory, and Bourdieusian social theory. Exhibiting a higher level of theoretical fluency might enable business historians to accrue scholarly capital within the business and management field by producing theoretically informed historical discourse, demonstrating the potential of business history to extend theory, generate constructs, and elucidate complexities in unfolding relationships, situations, and events.
Journal Article
'If I Should Fall From Grace...': Stories of Change and Organizational Ethics
Although studies in organizational storytelling have dealt extensively with the relationship between narrative, power and organizational change, little attention has been paid to the implications of this for ethics within organizations. This article addresses this by presenting an analysis of narrative and ethics as it relates to the practice of organizational downsizing. Drawing on Paul Ricoeur's theories of narrative and ethics, we analyze stories of organizational change reported by employees and managers in an organization that had undergone persistent downsizing. Our analysis maintains that the presence of a dominant story that seeks to legitimate organizational change also serves to normalize it, and that this, in turn, diminishes the capacity for organizations to scrutinize the ethics of their actions. We argue that when organizational change narratives become singularized through dominant forms of emplotment, ethical deliberation and responsibility in organizations are diminished. More generally, we contend that the narrative closure achieved by the presence of a dominant narrative amongst employees undergoing organizational change is antithetical to the openness required for ethical questioning.
Journal Article
Managing the Anthropocene
This article examines how agency should be conceptualized to manage the pressing problems of the Anthropocene in support of sustainable change. The article reviews and analyzes literature on agency in relation to planetary boundaries, advancing the relational view of agency in which no actors are granted a primary ontological status, and agency is not limited to humans but may be attributed to other actors. This understanding of agency can effectively contribute to sustainable organizations; on the one hand, it enables non-anthropocentrism and on the other hand, admits that networks bind actors. We conclude that boundary blurring (between actors) and boundary formation (between actors and networks) are complementary processes. Consequently, relationality is proposed as an applicable means of respecting planetary boundaries, while recognizing that all action flows through circuits of power whose obligatory passage points are the major conduits for intervention. Intervention occurs through regulation and nudging action such as ecotaxation.
Journal Article
Organizational memorialization: spatial history and legitimation as chiasms
PurposeThe purpose of this paper is to understand how historical materialities might play a contemporary role in legitimation processes through the memorialization of history and its reproduction in the here-and-now of organizations and organizing.Design/methodology/approachThe authors briefly review the existing management and organization studies (MOS) literature on legitimacy, space and history; engage with the work of Merleau-Ponty to explore how organizational legitimacy is managed in time and space; and use the case of two Parisian universities to illustrate the main arguments of the paper.FindingsThe paper develops a history-based phenomenological perspective on legitimation processes constitutive of four possibilities identified by means of chiasms: heterotopic spatial legacy, thin spatial legacy, institutionalized spatial legacy and organizational spatial legacy.Research limitations/implicationsThe authors discuss the implications of this research for the neo-institutional literature on organizational legitimacy, research on organizational space and the field of management history.Originality/valueThis paper takes inspiration from the work of Merleau-Ponty on chiasms to conceptualize how the temporal layers of space and place that organizations inhabit and inherit (which we call “spatial legacies”), in the process of legitimation, evoke a sensible tenor.
Journal Article
Learning/Becoming/Organizing
In this paper we rethink and reframe organizational learning in terms of organizational becoming. We see these concepts as two mutually implicating ways of exploring and simultaneously constituting the phenomena of organization. Bearing in mind that the understanding of organization is simultaneously a question of the organization of understanding, we reflect on the complex interrelation between thinking and organizing. In order to connect the processes of learning and becoming, we consider the concept of organization as space in between order and chaos. We propose a perspective that sees learning not as something that is done to organizations, or as something that an organization does; rather, learning and organizing are seen as mutually constitutive and unstable, yet pragmatic, constructs that might enable a dynamic appreciation of organizational life. Further, we argue that the becoming that is in organizing implies a permanent non-rational movement such that organization can never be rationally defined.
Journal Article