Tuning-In 1 to Organizational Song as Aesthetic Discourse

In this article, the author explores organizational songs, referring to songs that are created by members of an organization as an expression of organizational culture. More specifically, the author is concerned with organizational songs as an expression of organizational culture, versus the better-known occupational songs that act as an expression of occupational culture. First, the study differentiates the genre of work songs (defined by the occupation of 'laborer') to discern organizational songs (defined by the occupation of "manager"). Second, this exploration reveals a musical expression of organizations; a musical expression that also serves as a form of organizational communication or organizational discourse--specifically an aesthetic communication or aesthetic discourse. A significance for organizational studies is asserted, as the study identifies organizational songs as expressive strategies: song as a form of organizational action and an attempt at organizational intervention; song as an organization's attempt to construct its own history and autobiography; and song as a means of celebrating the identity of organizational leaders and organizational values. The approach is to provide a comprehensive literature review followed by case vignettes of organizational songs.     

Aesthetic Understanding of Work and Organizational Life: Approaches and Research Developments

The aesthetic dimension of work and organizational life attracted the attention of organization scholars during the 1980s and 1990s, and its study burgeoned at the turn of the new millennium. There are today four main approaches to the study of organizational aesthetics: (i) the archaeological approach which privileges the symbolic dimension of aesthetic understanding; (ii) the empathic-logical approach which seeks to grasp the pathos of organizational life; (iii) the aesthetic approach which emphasizes the negotiation of organizational aesthetics; (iv) the artistic approach which examines flow, creativity, and playfulness. They all engage in an intellectual controversy with approaches to the study of organizations which privilege the mental, cognitive, and rational dimension of social action whilst neglecting the material, sensible, and emotional dimension of work relations in organizations. This article will illustrate and discuss these approaches by paying particular attention to the topics of the emancipation of people at work and the style of work and organizational practices.     

Ethical–aesthetic critique of moral organization: Inspirations from Michael Haneke's cinematic work

This paper looks at the work of the Austrian film-maker Michael Haneke as an inspiration for developing an ethical–aesthetic critique of organization. Haneke's practice of film-making is located in the tradition of an ‘ethical parrhesia’, the courageous and often dangerous ‘truth-telling’, which aims at the transformation of being. Haneke's approach is then illustrated with an analysis of his film The White Ribbon. This example is taken to illustrate an ethical critique of moral organization and for analysing strategies that seek to instigate the open-ended moral reflection. By discussing implications of this form of critique, the paper contributes to the development of a critical aesthetics of organization that seeks to open a reflexive space on how we are formed in social and organizational life, and at what costs.     

SCHOOLS OF ACTIVITY AND INNOVATION

Explanations of artistic innovation have generally focused on political or psychological factors influencing individual socialization. This article suggests an alternative approach focusing on the organizational processes in an art world, specifically the production of concert music. Concerts are produced through the collective activity of musical specialists. Compatible collaborators identify each other by constructing "schools of activity" that group conventional concert practices and practitioners. Different schools, however, do not simply represent alternative conventions, rather they represent degrees of convention that correspond to varying aesthetic interests in innovation and virtuosity. The first part of this article examines the organization of artistic activity and the formation of schools. The second part presents data from the concert world illustrating the organization of alternative types of artistic practice.     

Good Boundaries Make Good Neighbors: Boundary Management—Tearing Down the Walls and Fostering Organizational Change

This article focuses on the ubiquitous problem of bureaucratic fragmentation experienced by organizations of all kinds. It proposes the strategy and practice of boundary management as a way of addressing the problem while creating organizational change. Based on a classic case of an aging Midwestern steel mill, the purpose of the article is threefold: (i) to define the problem of bureaucratic segmentalism and fragmentation as having to do with the formation of divisive and impenetrable barriers and walls, (ii) to suggest the importance of developing and maintaining permeable boundaries designed to open up and integrate the organization, and (iii) to develop the concept and practice of boundary management and its usefulness in tearing down the walls and creating organizational change.     

Using artistic form for aesthetic organizational inquiry: Rimini Protokoll constructs Daimler's Annual General Meeting as a theatre play

This paper reviews and analyses an artistic intervention in the context of aesthetic organizational inquiry and theatre in organizations. Having served as inspiration and as a tool within organizations, theatre now has returned the favour: Rimini Protokoll, a group of directors, used Daimler's 2009 Annual General Meeting in Berlin as a ready-made and constructed it as a theatre play entitled Hauptversammlung. Two hundred theatre spectators were channelled into the event via the purchase of shares. This study focuses on the aesthetic experience of the event and underlines the potential of artistic forms for aesthetic organizational inquiry. Implications suggest that a so-called postdramatic, nonlinear aesthetic form can be most promising for enabling critical interpretations of organizational issues.     

Displayed Art and Performed Music: Selective Innovation and the Structure of Artistic Media*

Aesthetic innovation in symphony orchestras and art museums is strongly influenced by the fundamental structure of the art forms with which each institution is associated. Music depends on time, visual art on space; while music is ephemeral, painting and sculpture consist of concrete objects. These structural differences have implications for the organizations: costs, expectations of growth and patronage sources. Most important, just as museums are constrained to feature innovative works, performed music institutions are constrained to avoid them. Examining orchestras and art museums reveals the connections among specific art forms, organizational structures and aesthetic outcomes.     

Social forces and decision‐making by gatekeepers in arts organizations

Gatekeepers in arts organizations have an important role to play in determining which artistic works the public gets to experience. Performing arts organizations provide a good example of how these decisions made by gatekeepers necessarily delimit the art that the audiences will experience. This article catalogs the social forces that influence individual decision‐makers. Individual level forces like social background, embeddedness in social networks, and perceptions of the organization and organizational level forces like organizational structure, funding, and size all affect what they ultimately produce. This, in turn, allows us to better understand the work these companies produce form a sociological perspective.     

The body without organs: nonorganizational desire in organizational life

In an attempt to challenge the status of the organizational, this paper proposes a ‘nonorganizational’ turn towards embodiment and desire. Introducing and critically discussing Deleuze and Guattari's () notion of the ‘body without organs’ (BwO), it argues that this may improve organization theory's opportunities to think about the forces of embodied desire that disrupt, undermine and escape organization, upset the homogeneity of organizational life, and overpower organizations to such an extent that they cease to be organizations. Rather than adding more ‘organization’ to ‘organizational life’, this may be a way to put more ‘life’ into it. And rather than deeming organization more powerful, this may be a way to recognize its limitations and fragility.     

Ingesting the organization: The embodiment of organizational food rituals

This exploratory paper asks: ‘how do organizational food and drink rituals shape, reflect or create organizational culture?’ Adopting an embodied approach based on Merleau-Ponty's [1945. Phenomenology of Perception. Translated by C. Smith, 2003. London: Penguin. New York: Routledge] phenomenological work, this paper explores the significance of food-based rituals. Data were collected from different organizations using mixed methods and an embodied, reflexive approach – which is relatively novel in organizational research. Embodied experiences are potent, and this paper proposes that workplace food and drink rituals can powerfully influence perceptions of organizational culture. The unique contribution is in showing how embodied organizational rituals create and sustain organizational culture by using the pre-reflective moment of food ingestion to shape cognitive reconstructions of organizational culture. However, food rituals can be controlled and shaped by the organization to specifically influence employee perceptions of organizational culture. Control of food rituals can be perceived as a deliberate effort to create a constructive culture and encourage reciprocity through employee loyalty and effort.     

Organization as hypertext: A metaphor from visual cultures

This article argues that visual cultures exert a profound influence at the level of the metaphorical conceptions of organizational life. It investigates two metaphors of the organization which have their roots in visual cultures: the metaphor of taking a photograph of the organization, and the metaphor of the organization as a hypertext. The diversity of these two metaphors in their conceptualisation of organizational life is illustrated, as well as their shared link with the aesthetic understanding of organization. It emerges that the metaphor of the photograph highlights the organizational knowledge which is incremental, objective and ‘subject-less’. On the contrary, the metaphor of the hypertext shows that organizational knowledge ‘always has a subject’, and that this subject may be conceived as internal to the organization and not as exclusively external to it.     

Organizational Identity in Nonprofit Organizations: Strategic and Structural Implications

Organizational identity is what is central, distinctive, and enduring about an organization. This article argues that clarity and consensus about organizational identity are essential elements in setting successful long‐term strategy and making structural choices in a nonprofit organization. Four classes of nonprofit organization are examined here: grantmaking foundations, federated fundraising organizations, nonprofit academic centers, and social enterprises. In each case, alternative identities are described and the implications of each identity for organizational strategy and structure are analyzed. The article suggests that examination of identity should become an integral part of organizational development for nonprofit organizations and a subject for continued research.     

Survival in local voluntary associations

This article uses longitudinal data to explore the antecedents of survival among local voluntary associations. The literature distinguishes between deterministic and voluntaristic accounts of organizational survival. In a deterministic perspective, external selection processes determine whether organizations persevere. In a voluntaristic approach, strategic choices and organizational design are paramount. The analyses show that both perspectives have explanatory power. When it comes to avoiding organizational death, organizations can influence their destiny substantially by being extroverted, selecting a diverse and qualified board, and establishing ties to higher organizational levels.     

The Social Impacts of Electronic Mail in Organizations: A case study of electronic power games using communication genres

This paper investigates the effects of the introduction of electronic mail on organizational structure and power. It provides empirical support to the view that technology, organizational context, and individual actors interact to shape the use of Information and Communication Technologies (ICTs) and their effect on organizations. Through an analysis of power games reflected in the progressive constitution of electronic mail genres, it illustrates in particular how the specific organizational configurations in which technology is deployed deeply influence its ultimate use. Far from transforming an organization, it appears that the introduction of electronic communication tools may in certain circumstances help reinforce an organization's preexisting structure.     

"Keeping our mission, changing our system": translation and organizational change in natural foods co-ops

Institutional theory has played a central role in the study of organizations for over half a century, but it often overlooks the actions of the people who bring organizations to life. This article advances an inhabited approach to institutional analysis that foregrounds the creativity of organizational members. It argues that people use local cultures to translate and respond to institutional pressures. The article analyzes qualitative data from countercultural co-op stores that have been pushed to conform to mainstream forms of business organization by a competitive market and demonstrates that translation explains why outcomes that institutional theory would not predict have come to pass.     

Air canada vs. canadi>n: competition and merger in the framing of airline culture ∗

This paper is concerned with airlines, metaphors and organizational cultures. Specifically the paper seeks to answer the question, ‘why, when so many political and economic commentators are agreed that Canada has only room for one viable airline, has it proven impossible to merge the country's two main commercial airlines?’ To answer the question we draw upon Jenkin's (1994) critical historiographic approach, focusing on the development of the organizational cultures and associated discourses of each airline over time. In the process the paper traces the metaphorical use of the concept of competition in the development of the commercial airline business in Canada. We conclude that the culture of an organization may not, of itself, be enough to explain certain organizational outcomes (e.g., a failure to form a merger or alliance) - particularly organizations that are, in large part, dependent on broad policy concerns, but that broader social discourses (e.g., government policy), mediated by specific organizational cultures, may be the major influence.     

Women's Organizations and Civil Society in China Making a Difference

This article explores the changing terrain of women's organizations in the reform period in China. It identifies the internal and external factors which have triggered both changes within the All-China Women's Federation (ACWF), the officially designated mass organization representing women's interests, as well as the emergence of new, more autonomous women's organizations. It looks closely at the influence of these organizations on government policy. While the ACWF is particularly well positioned, as a Party organization, to influence policy, the ability of new women's organizations to bring about policy change is more limited. Through the study of women's organizations the article draws broader conclusions about the changing nature of civil society in China. Though women's organizations do not have political change as their prime organizational motive, they are nevertheless symbolically important. As occupiers of non- governmental organizational space and as components of a critical public sphere, they have implicit political agency, and as such, are as much makers of herstory as its product.     

Hypernetwork sampling: Duality and differentiation among voluntary organizations

One of the recurrent problems in the study of social organization is that survey researchers are forced to study individuals, while they are often interested in hypotheses about organizations or systems of organizations. This paper offers some methods which allow survey researchers to address hypotheses about the relations generated among individuals by organizations, the organizations themselves, and the relations among organizations. Estimators are developed for the number and size distribution of organizations in communities, the density of relations among individuals generated by organizations, the number and density of interorganizational linkages, and the amount of membership overlap among organizations. This approach combines Granovetter's idea of network sampling with Breiger's notion of the duality of persons and groups to produce a quantitative approach to the study of voluntary organization. We provide an illustration of the methods we develop by testing two of Blau's structural hypotheses on data concerning voluntary organizations. The hypotheses that structural differentiation increases with system size and that this increase is at a decreasing rate are strongly supported. The paper closes with some suggestions for further elaborations of the hypernetwork approach.