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The term 'connectivity' has wide usage as a technical term describing connections between electronic devices. Increasingly, however, the concept of connectivity is being used as a metaphor for intra-and inter-organizational interactions. This article explores some of the attributes that make the metaphor of connectivity applicable to social phenomena, namely latent potentiality, temporal intermittency, actor agency and unknowable pervasiveness. Furthermore, it identifies how 'connects' and 'disconnects' suggest an underlying theoretical duality, which is illustrated across multiple dimensions of connectivity, including: geo-physical, technical, interpersonal, group, organizational, networks, economic, cultural, political and philosophical. Implications for management and research are discussed.

A recent article in Organization Studies used in its title the term 'constant connectivity'. Though we commonly think of connectivity as 'constant', temporal intermittency and actor agency make connectivity seldom, if ever, constant. Reflecting on studies of connectivity highlights the growing importance of recognizing and defining 'states' of connectivity. Several states of connectivity are reviewed, namely: hypo-connectivity, hyper-connectivity, requisite and optimal connectivity ('flow'). As an organizational resource, understanding various states of connectivity is critical to future research. More empirical work is needed to determine how the volume of connectivity makes a difference to performance and other outcomes.

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