Where do new organizations come from, and how do they persist? Based on an ethnographic study of two creative hubs in Amsterdam, in which creative independent workers rented studio space, we show how space plays a role in constituting new organizations and making them last. Focusing on challenging moments in the development of these two creative hubs, we propose that space, understood as a material assemblage, participates in providing endurance to organizing practices. It does so because space and practice reflexively account for each other. In other words, space may constrain or enable practices, and provide them with meaning, as the literature abundantly illustrates, but practices also define and shape space. Rather than emphasizing either of these two options, we argue that they should be understood as integral to each other. Furthermore, it is precisely their reflexive relation that contributes to organizing. Our study contributes to the literature on the communicative constitution of organizations, and more broadly to the knowledge of organizing in the creative industries.

We aim to shed light on the deep mechanisms that keep individual entrepreneurs in the creative and cultural industries motivated in this insecure and fast‐paced environment. We collect data through a survey of entrepreneurs working in the Dutch creative and cultural industries (CCI) and examine what motivates these professionals to work in an environment characterized by tough competition. Specifically, we analyse our respondents' self‐perceived (creative and entrepreneurial) competences and needs (for autonomy and relatedness) in relation to their motivation to execute creative work. We suggest a reading of our results through the lens of self‐determination theory. Our results show that the need for competence is a consistent predictor of an individual's motivation to work in the CCI. Furthermore, we find that although intrinsic motivation is very high among entrepreneurs working in the creative and cultural industries, those who have a relatively high esteem of their creative capabilities do expect external rewards as well. Our study suggests the existence of a trade‐off between autonomy and commercial viability rather than one between intrinsic and extrinsic motivations.

Work and organization increasingly happen in transit. People meet in coffee shops and write emails from their phones while waiting for buses or sitting outdoors on benches. Business meetings are held in airports and projects are run from laptops during travel. We take the street as a place where organizing in transit accumulates. While the organization studies field has been catching up with various related phenomena, including co-working, digital nomadism, and mobile and online communities, we argue that it has overlooked what has historically been the most important site for organizational activity outside of organizations. The street has been both location and inspiration for organizing, whether political, social or governmental. It is a space of both planning and spontaneity, of silent co-existence and explicit conflict, and therefore offers abundant empirical and methodological opportunities. It is surprising that the street and the experiences it brings with it have remained largely outside the scope of organization studies. We suggest that organization scholars take to the street, and offer recommendations as to how to do so. Specifically, we explore the tensions that become apparent when organizing happens in and through the street.

Research in management and organization may only gain by being inspired from arts, culture and humanities in order to rethink practices but also to nourish its own perspectives. Life in organizations is artificially separate from ordinary life: all of mundane objects are thus conducive to astonishment, inspiration, and even problematization. The unplugged subsection "voices" gives the opportunity to academics and non-academics to deliver an interpretation about an object from the cultural or artistic world. Interpreted objects are or not directly related to organizational life, resonate or not with the moment, but share some intriguing features. These interpretations suggest a patchwork of variations on the same object.