Bent Meier Sørensen

Play at work: continuation, intervention and usurpation

The interest in organizational play is growing, both in popular business discourse and organization studies. As the presumption that play is dysfunctional for organizations is increasingly discarded, the existing positions may be divided into two camps; one proposes ‘serious play’ as an engine for business and the other insists that work and play are largely indistinguishable in the postindustrial organization. Our field study of a design and communications company in Denmark shows that organizational play can be much more than just functional to the organization. We identify three ways in which workplaces engage in play: play as a (serious) continuation of work, play as a (critical) intervention into work and play as an (uninvited) usurpation of work.

Theology and organization

This Introduction argues for the importance of theology for the study of organization. It also draws the contours of a possible ‘theology of organization’. Theology of organization, as we use it here, does not refer to a study of organization that is rooted in faith, nor does it refer to a study of religious practices in organizations. Instead, theology of organization recognizes that the way we think about and act in organizations is profoundly structured by theological concepts. In this editorial to the special issue we have three aims: to outline what theology of organization is, to show how it builds upon Carl Schmitt’s ‘political theology’ and Giorgio Agamben’s ‘economic theology’ and finally to propose three different forms that theology of organization can take. These forms of theology of organization respectively (1) analyse organizational concepts as secularized theological concepts, (2) show how theological concepts have survived unaltered in organizational contexts and (3) show how theological concepts have been corrupted or lost their original meaning when deployed in organizational contexts. In the final section of this editorial, we introduce the five contributions to this issue and indicate how they connect to the three forms of theology of organization that we have proposed.

Profaning the sacred in leadership studies: a reading of Murakami's A Wild Sheep Chase

The leadership literature is full of stories of heroic self-sacrifice. Sacrificial leadership behaviour, some scholars conclude, is to be recommended. In this article we follow Keith Grint’s conceptualization of leadership as necessarily pertaining to the sacred, but—drawing on Giorgio Agamben’s notion of profanation—we highlight the need for organization scholars to profane the sacralizations embedded in leadership thinking. One example of this, which guides us throughout the article, is the novel A Wild Sheep Chase, by the Japanese author Haruki Murakami. By means of a thematic reading of the novel, we discuss how it contributes to profaning particular notions of sacrifice and the sacred in leadership thinking. In the novel, self-sacrifice does not function as a way of establishing a leadership position, but as a way to avoid the dangers associated with leadership, and possibly redeem humans from their current collective urge to become leaders. Inspired by Murakami’s fictional example, we call organization scholars to engage in profanation of leadership studies and, in doing so, open new vistas for leadership theory and practice.

‘It's capitalism on coke!’: From temporary to permanent liminality in organization studies

In recent years, organization studies have become increasingly aware of the concept of liminality. In our review and critique of this reception of liminality in organization studies, we emphasize that liminality involves a fundamental suspension of ordinary social structures. Although the prevailing use of the concept in anthropology as well as in organization studies has conceptualized liminality as a temporary state, we focus on permanent liminality. Yet the idea of permanent liminality leads to an inevitable paradox, because the concept, by definition, is a temporary state. Conceptualizing liminality as a constant state of social limbo, we show that the paradox in permanent liminality stems from the impossibility of drawing clear distinctions between different social spheres, especially as they apply to modern work–life. Examining a case study about a management consultant, we illustrate the paradox of liminality in terms of a zone of indistinction between work and life as it is reflected in an empirical self-narrative about a consultancy ‘lifestyle’. We further link these findings to a possible transition from disciplinary societies to societies of control.

The abject of entrepreneurship: failure, fiasco, fraud

Purpose– Failure as an integral part of the entrepreneurial process has recently become a hot topic. The purpose of this paper is to review this debate as expressed both in research on entrepreneur ...

Changing the Memory of Suffering: An Organizational Aesthetics of the Dark Side

This paper addresses processes of subjection and abjection as expressed in organizational and collective memory. It complements recent developments in organizational memory studies by demonstrating how the dark side of organization has been subjected to what Susan Sontag calls a ‘collective instruction’ process that normalizes how this dark side is understood, or marginalized. The paper argues that history today is often represented as kitsch and offers a method of aesthetic ‘juxtaposition’ of visual artefacts that together with a detailed reading enables researchers to critically challenge this organization of memory and reintegrate abjected material. The method is exemplified by juxtaposing the iconic World War II photo of a little Jewish boy leaving his home with his hands in the air during the Nazi clearances of the Warsaw Ghetto and Paul Klee’s iconic painting of an angel in terror, Angelus Novus, painted in 1920 just after World War I. The analysis demonstrates how history tends to be organized by a majoritarian system – in this case what has been termed ‘the Holocaust industry’ – through collective instruction in how to interpret events, and outlines alternative ways for exposing and resisting this process, resulting in the creation of counter-narratives. This analytical strategy confirms that organizational aesthetics resides at the heart of what is political.

St Paul’s Conversion: The Aesthetic Organization of Labour

This paper compares the Italian Renaissance painter Caravaggio’s two versions of the Conversion of Saint Paul (1600/1601) with two modern models of organization. These comparisons show how organization is produced in art through ‘aesthetic landscaping’ (Gagliardi 2006), and in particular how these artistic reproductions convey certain images of the appropriate modern, entrepreneurial self and regimes of organization. The painting was originally commissioned by the Catholic Church, but it rejected the first and accepted the second version. The paper claims that this strategy strengthens the given organization of the Church and the Church’s strategic influence on the believers that adore the painting. But this all comes with a price, namely, the production of a number of strict divisions: in the accepted version, Paul becomes a pure transcendent spirit. Isolated from his surroundings, his servant and his horse, he is cut off from the very event of conversion. The rejected version harbours radically different, transgressive images of subjectivity, collectivity and entrepreneurship. By identifying these images, the paper contributes to the development of a critical approach to organizational aesthetics.

Identity Sniping: Innovation, Imagination and the Body

Two routes to the creation of the new dominate the current literature on innovation: one is guided by fantasy, brainstorms and free interaction, the other one is focused on knowledge-sharing technologies and the implementation of new organizational forms. Eventually, however, this article rejects both routes, further arguing that innovation is a matter of details and the work invested in creating such details. The body plays a crucial role here, and a case from weapon design innovation exemplifies this insight: that the creation of new knowledge always happens through a crisis in which the body trembles. This crisis is called an event where new and unforeseen connections between the individual and the organization becomes possible.

‘You have to choose a novel': The biopolitics of critical management education

In this article, we engage empirically with the biopolitical nature of pedagogic practice in critical management education. We do so through considering the effects of employing literary fiction in an introductory management and organization module taught to master’s degree students in a UK business school. We see the deployment of fictional literature in teaching as a way of consciously intervening in this biopolitical predicament. By urging students to work with fictional literature that has been part of their personal past, we encourage them to develop a ‘care of the self’. In the analysis, we first discuss the pedagogic process of the module, reflecting on our own presumptions and behaviours. Second, on the basis of students’ assignments, we analyse the outcome of their learning. In the concluding discussion, we argue that the fact that critical management education is already biopolitical does not preclude the possibility for it to renew educational practice. We suggest that as a result of the potential for creative self-formation offered by the use of literary fiction, transformation of both students and educators is possible.

The naked manager: : The ethical practice of an anti-establishment boss

This article explores how an allegedly ‘non-hierarchical’ and aestheticized managerial practice reconfigures power relations within a creative industry. The key problematic is ‘governmental’ in the sense suggested by Michel Foucault, in as much as the manager’s ethical self-practice—which involves expressive and ‘liberated’ bodily comportment—is used tactically to shape the space of conduct of others in the company. The study foregrounds the managerial body as ‘signifier’ in its own right. Empirically, this is done through an analysis of video material produced by the film company Zentropa about their apparently eccentric Managing Director, Peter Aalbæk. Contrary to much of the literature discussing embodiment and ethics in organization studies, we do not identify an ‘ethics of organization’ dominated by instrumental rationality, efficiency and desire for profit which is ostensibly juxtaposed to a non-alienating, embodied ethics. Rather, when the body becomes invested in management, we observe tensions, tactics of domination and unpredictability.