This paper contributes to creative entrepreneurship studies through exploring 'liminal entrepreneuring', i.e., the organization-creation entrepreneurial practices and narratives of individuals living in precarious conditions. Drawing on a processual approach to entrepreneurship and Turner's liminality concept, we study the transition from un(der)employment to entrepreneurship of 50 nascent necessity entrepreneurs (NNEs) in Spain, the United Kingdom, and Ireland. The paper asks how these agents develop creative

In this paper we demonstrate that societal psychology makes a unique contribution to the study of change through its focus on the 'contextual politics' of change, examining the different interests at stake within any social context. Societal psychology explores the contexts which promote or inhibit social and societal change and can be seen as a bridge between social and political psychology. It focuses on how the context shapes the ways in which societal change is understood, supported or resisted. To understand the intellectual rationale of societal psychology, and how it aims to foster societal change, we first consider the history of the discipline. Second, we consider what is meant by 'context', as understanding the environment of change is the hallmark of societal psychology. Third, we lay out three distinct features of a societal psychological approach to change: the politics of change; interventions and planned change; emergent change processes. Finally, the paper examines possible future developments of societal psychology and its role in understanding and creating societal change, alongside its place within the wider canon of social and political psychology.

Organization research on stigma has mostly focused on the stigmatized, limiting the scope for exploring what is possible and lacking recognition of the structural conditions and unequal power relations that create and sustain stigma. Consequently, it overlooks how actors can organize to resist and potentially overcome stigmatization altogether. Addressing this question empirically, we studied the long-term unemployed in Spain using a longitudinal qualitative research design. We develop a typology of responses to stigmatization—getting stuck, getting by, getting out, getting back at, and getting organized— that advances our understanding of stigma in several ways. First, our typology captures stigma as a multilevel phenomenon. Second, it makes explicit that stigma can only be understood in relation to its socio-historical contexts and unequal relations of power. Third, it captures how resisting stigma needs to be a collective enterprise and advances the importance of organizing to both challenge stigmatization and explore alternatives.

Purpose -The purpose of this paper is to provide an overview of the issues involved in managerial control and managerial identity in relation to the idea of a post-bureaucratic organization. In addition it introduces the papers in this special issue. Design/methodology/approach -The paper identifies the increasing complexity of issues of managerial control and managerial identity that arise from the idea of a post-bureaucratic organization and post-bureaucratic working practices, such as flex-work and project management. Findings -The paper suggests that the form and nature of managerial control and managerial identity are constantly evolving and in a state of flux as a consequence of processes of (de)bureaucratization and (re)bureaucratization. Originality/value -The paper raises important questions about the nature of management in post-bureaucratic work environments and challenges the behaviourist competencies approach to developing managers. Keywords Managerialism, Control, CompetencesPaper type General review What is it to "be" in the modem organization? Is it possible to "be" anything or are we destined, as individuals in organizations, to remain constantly "becoming" and thus without permanence, stability, belonging, a common history or coherent narrative? This special issue explores the connectivity between "being and becoming" as it operates at the interface of the relationship between the individual and the organization. In particular we are interested in developing a deeper understanding of what it is to "be" a manager in the modem organization.This tension between being and becoming in organizations is especially clear in emergent work environments, where the social bond among organizational members is less bureaucratic and more informational. Connectivity among organizational members is developed on a project-by-project basis and the establishment of standards and protocols that are temporary. This way of relating is emerging alongside and sometimes displacing the idea of the organization as a community. A community entails stability and belonging, involving proximity and a common history

Intellectual Capital Reporting (ICR) has garnered increasing attention as a new accounting technology that can engender significant organisational changes. However, when ICR was first recognised as a management fashion, the intended change it heralded in stable environments was criticised for having limited impact on the state of practice. Conceiving ICR through a lens predicated on the notion of discursive practice, we argue that ICR can enable substantive change in emergent conditions. We empirically demonstrate this process by following the implementation of ICR in one organisation through interviews, documents and observations over 30 months. The qualitative analysis of the data corpus shows how situated change, subtle but no less significant, can take place in the name of intellectual capital as actors appropriate ICR into their everyday work practices while improvising variations to accommodate different logics of action. The paper opens up a new avenue to examine the specific roles of ICR in relation to the types of change enacted. It thus demonstrates when and how ICR may transcend a mere management fashion and the intended change it sets in motion through altering organisational actors' ways of thinking and doing within the confines of their organisation.