The purpose of this article is to contribute a conceptualization of liminality, a state of in-between-ness and ambiguity, as it applies to identity reconstruction of people in organizations. Liminality is discussed in anthropological and organizational literatures and a composite understanding is developed here. This incorporates a dialogical perspective and defines liminal practices along with varying orientations of dialogue between the self and others. Application of this conceptualization is illustrated by analysis of two cases and a broader application of the concept to the identity work literature is discussed.

This paper seeks to supplement the theory that identity work incorporates a dialogic process by focusing on how such processes can proceed. The research question is: how do people's identities become meaningful? The aim is to theorize the `route to meaning construction' of the self by producing a model of micro dialogical process. The model synthesizes current research on dialogic processes and classic concepts of Bakhtin and Wittgenstein. An empirical analysis is conducted of a longitudinal multi-method engagement with an organization in the cultural sector, focusing on the multiple identity narratives of a manager. Subsequently, the model is developed to incorporate the concepts of meaning-giving tensions and enabling/militating factors.

It has been argued that organisational life typically contains paradoxical situations such as efforts to manage change which nonetheless seem to reinforce inertia. Four logical options for coping with paradox have been explicated, three of which seek resolution and one of which 'keeps the paradox open'. The purpose of this paper is to explore the potential for managerial action where the paradox is held open through the use of theory on 'serious playfulness'. Our argument is that paradoxes, as intrinsic features in organisational life, cannot always be resolved through cognitive processes.What may be possible, however, is that such paradoxes are transformed, or 'moved on' through action and as a result the overall change effort need not be stalled by the existence of embedded paradoxes.