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Becoming and staying talented: A figurational analysis of organization, power and control

Introduction

Although organizations have long traditions of management and leadership development (Cappelli and Keller, 2017), it is only in the past 25 years that they have become attracted to the specific idea of ‘talent’, to talent’s presumed impact on organizational performance, and to the best ways of finding and deploying talent (Swailes, 2016).

Leadership and the stings of command

Introduction

The notion of ‘an order’ as a relatively fixed system within which people and things have their place and move around in predictable ways is, of course, central to the study of organization. An organization is generally understood as an ordered entity with clear goals that forms part of the structure of society. Such an understanding of organization makes sense against the backdrop of the culturally dominant way of valuing order. Something is ‘in order’ when it is deemed correct or appropriate, ‘out of order’ when it is not.

Dis/continuity and dis/organizing effects: Exploring absent presences in educational change projects

Introduction 

In the wake of the neoliberal reform agenda of the 1980s, public schools in many western countries, have faced reforms at an ever-quickening pace. One effect of this is the increased pace and number of organizational change projects going on in schools. Schools must be adaptable to shifting demands for outcomes, and must be able to take themselves to new modes of organising that are considered to be more goal efficient (OECD, 2013). 

Organizational space as sites of contention: Unravelling relations of dis/order in a psychiatric hospital

Introduction

Scholars in organization studies have long considered how architecture matters for organization (Borch, 2009; Dale and Burrell, 2008; Kornberger and Clegg, 2004), investigating how physical spaces facilitate and/or inhibit the people and organizational practices they contain (Baldry, 1999; Baldry and Barnes, 2012; Dale, 2005; Halford and Leonard, 2006).

Organizational mythopoeia and the spectacle in postfascist (dis)organization

Introduction

In May 2018, the far-right group Generation Identity announced via Twitter (#powellmobile) that they had bought a car formerly belonging to the deceased British politician Enoch Powell. What followed were a short series of events surrounding the purchase that saw attempts to transform the car’s cultural, political and historical significance for the benefit of the group by attempting to project it ideologically into public consciousness. These attempts ultimately failed and the event faded into obscurity.

Paying attention to tension: Towards a new understanding of the organizational mechanisms enabling sexual harassment

Introduction[1]

Recent events, including but not limited to the #MeToo movement, highlight that despite research efforts, legal and organizational prohibitions as well as feminist activism, sexual harassment in professional settings shows little sign of decreasing in its occurrence, let alone of being eliminated (Ahmed, 2015; 2017; FRA, 2015; McDonald, 2012; NIKK, 2020).

The (un)surprising nature of creativity: A Deleuzian perspective on the temporality of the creative process

Introduction

Creativity is not a new concept in business and management. During the early 1960s, it was already emerging as a new buzzword in the field, especially in advertising (Frank, 1997) However, from the 1990s, given turbulence and discontinuous change in contemporary markets, it has come to be regarded as one of the key factors in the success of organisations (Gogatz and Mondejar, 2005; Proctor, 2005; Williamson, 2001).

Digital commons, the political, and social change: Towards an integrated strategy of counter-hegemony furthering the commons

Introduction

At the dawn of the new millennium, certain theories of digital commons and peer production – or ‘commons-based peer production’ (Bauwens, 2005a, 2005b, 2009; Benkler, 2006, 2011; Benkler and Nissenbaum, 2006; Bollier, 2008) – made the case that new digital technologies are capable of eliciting structural social change, which would profoundly reshape the dominant modalities of social organization in the economy, culture and politics.

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