This paper presents an integrated framework for studying organizational spaces. It suggests that existing research can be classed into three categories: studies of space as distance; studies of space as the materialization of power relations; and studies of space as experience. These approaches are drawn together using Henri Lefebvre's theory of spatial production to argue that an adequate understanding of organizational spaces would investigate how they are practised, planned and imagined. Moreover, an adequate theory of space would account for multiple spatial levels, or scales. To illustrate the potential of the synthetic framework, a reading of three exemplary studies of multiple organizational spaces, from social anthropology and economic geography, is presented. The paper concludes by presenting a research agenda that indicates how data collection and analysis in established fields such as employee relations and international business might become more 'space sensitive' by integrating such theorized cross-scale analysis.

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This paper seeks to establish the contours of the popular workplace spirituality discourse through analysis of academic and practitioner texts and accounts of organizational practice. We identify several themes, drawing attention to potential contradictions in the notions of meaning, measurement and community, which the discourse seeks to promote. In seeking to understand the means whereby it is embodied as a source of administrative power we draw on a range of historical and contemporary organizational examples, illustrating how pastoral power is reinforced through the construction of disciplinary technologies. We argue that the workplace spirituality discourse shares Weber's acceptance of the structural conditions of capitalism and seeks to resolve the dilemmas this creates for the individual through developing an inner sense of meaning and virtue. In this respect, it represents a revival of the Protestant ethic in a way that involves re-visioning the ambivalent relationship between self and organization. We conclude that the `social ethic' has given way to a New Age work ethic, which relies on the management of individual metaphysics as a source of organizational, as well as personal, transformation.

Accounts of managerial practice in small and medium-sized firms frequently draw upon notions of formality and informality. In this paper, we explore the relationship between these concepts through an analysis of managerial approaches to employment relations practice in six growing, medium-sized organizations. Drawing on recent conceptual work on informality and formality, we argue that the use of the terms in previous analyses tends to neglect the co-dependency of both the concepts and managerial approaches to the employment relationship. We present an alternative conceptualization of formalization and informalization processes that emphasizes synchronization through interactional practices. Through this analysis, we suggest that debate in this area can be reframed through thinking of informality and formality as a dualism rather than a dichotomy, and challenge the notion that small firms must, should or inevitably do move from informality to formality. From this, we construct an inclusive model of formality and informality that better reflects practice and enables further analytical development.

This paper reframes the notion of work/life balance through analysis of branding and the immaterial labour process in a "new age capitalist" organization. The company does not manufacture material products; rather, value is produced through branding imported goods to promote "alternative" ways of living. This is achieved through incorporation of leisure activities and lifestyles of key employees, effectively putting their "lives" to "work" in the creation of value for the company. For employees, therefore, much work actually takes place notionally outside or on the margins of their formally employed space and time. We argue that this qualitatively transforms the conceptions of, and relations between, work and life that underpin the concept of work/life balance. We conclude by exploring the tensions generated by organizational incorporation of employee autonomy in the pursuit of aspirational branding. KEY WORDSauthenticity / branding / identity / New Age capitalism / work/life balance