Do Organizations Have Feelings?

Albrow, Martin

doi:10.4324/9780203429174

Cited by 85 publications

(31 citation statements)

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“…One might conclude that recent moves within some disciplines -such as sociology and organization studies -to give attention to emotions (Albrow 1997;Fineman 1993;2000a;Hochschild 1979; are an effort to give voice to a phenomenon that has been unacknowledged in writing up to this point. As Albrow (1997) convincingly argues, this would be a narrow reading of history.…”

Section: Introductionmentioning

confidence: 99%

Affection not affliction: The role of emotions in information systems and organizational change

McGrath

2006

Information and Organization

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Most IS research in both the technical/rational and socio-technical traditions ignores or marginalizes the emotionally charged behaviours through which individuals engage in, and cope with the consequences of, IS practice and associated organizational change. Even within the small body of work that engages with emotions through particular conceptual efforts, affections are often conceived as a phenomenon to be eradicated -an affliction requiring a cure. In this paper, I argue that emotions are always implicated in our lived experiences, crucially influencing how we come to our beliefs about what is good or bad, right or wrong. I draw from the theoretical work of Michel Foucault to argue for elaborating current notions of IS innovation as a moral and political struggle in which individuals" beliefs and feelings are constantly tested. Finally, I demonstrate these ideas by reference to a case study that had considerable emotional impact, and highlight the implications for future work.

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Section: Introductionmentioning

confidence: 99%

Affection not affliction: The role of emotions in information systems and organizational change

McGrath

2006

Information and Organization

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“…8 The technique was significant-it ensured that the future perfect agenda was open and democratic in its projections among those in the top leadership team. It created a space in which emotional aspects of the project could be discussed (Fineman 2000, Albrow 1997. Increasingly, the routinized use of the item-which after a while became merely a matter for noting rather than action and was then later abandoned-signalled the limits of future perfect thinking when confronted by community matters that were outside of project control.…”

Section: End Games and The Practice Of Workhoppingmentioning

confidence: 99%

Constructing the Olympic Dream: A Future Perfect Strategy of Project Management

Pitsis

Clegg

Marosszeky

et al. 2003

Organization Science

233

183

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In this paper we investigate a uniquely complex organizational context-that of the fast-tracked large-scale project management of a significant piece of Sydney 2000 Olympic infrastructure, which we researched in terms of its management through the "future perfect." In a grounded analysis we resolved to track how the future perfect developed in the life of one large, complex project whose uniqueness meant that it was unable to be strategically planned in advance. We tracked the use of what we term "future perfect strategy" through analysis of data collected both in leadership meetings of the directing agency, "PALT"-Project Alliance Leadership Team-as well as in individual interviews that we conducted in and around the project, and through analysis of media coverage. Overall, the project was a success, but some problems arose along the way to completion. Largely, these were focused on issues of social rather than technical construction-something even the most strategic of plans cannot account for. As well as identifying some of the specific mechanisms for encouraging future perfect strategy that were used in the project, including encouraging "strange conversations," "playing end games," "workshopping," and "projecting feelings, concerns and issues," we also suggest some ways that the social construction issues might be handled in the future. (Interorganizational Collaboration; Project Management; Strategic Management; Future Perfect) The Future Perfect How do we deal with it now to avoid it later?This question was put by one of the Project Alliance Leadership Team members during the project that frames our reflections in this paper. In many respects, it is a quintessential management question-how to make the uncertainty attached to the future something that can be dealt with in advance of it occurring? There are many, equally quintessential, strategic management answersbut none of them frame this paper. Instead, we introduce the reader to a new conception, that of managing through the future perfect, an approach to strategic management that occurred in a context where planning was practically impossible. Out of this adversity-in which to plan was a luxury that could not be affordedemerged a new approach to strategic management.The concept of the future perfect is one that, for us, is rooted in the philosophy of Alfred Schütz (1967, p. 61), who defined the future perfect as the cognitive process by which an " actor projects his actions as if it were already over and done with and lying in the past Strangely enough, therefore, because it is pictured as completed, the planned act bears the temporal character of pastnessThe fact that it is thus pictured as if it were simultaneously past and future can be taken care of by saying that it is thought of in the future perfect tense." While many researchers and authors have adopted Schutz's notion of the future perfect (see

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“…Les 3 Les écoles de gestion francophones et anglophones du Québec incluent un important contenu américain dans leurs plans de cours. émotions sont des composantes de base nécessaires de la communication et des relations interpersonnelles, et elles forment le fondement de la construction de l'expérience humaine, que ce soit en milieu de travail ou dans la société en général (Albrow 1994(Albrow , 1997Dumouchel 1999;Fineman 1993Fineman , 1996Fineman , 2000Fineman , 2003Fineman , 2006Game 1997;Sartre 1995;Waldron 2000).…”

Section: La Thèse De La « Féminisation » De La Gestionunclassified

“…Une perspective constructiviste de l'affectivité et des émotions dans les organisations (Fineman 1993;Harré 1986;Hearn 1993) souligne le fait que les émotions sont socialement construites et localisées. De plus, les émotions et leur expression/suppression sont définies contextuellement (Albrow 1997;Fineman 1993Fineman , 1996Fineman , 2000. Elles se retrouvent également dans les structures sociales, comme la loyauté à laquelle l'organisation s'attend, ainsi que dans les rapports sociaux, comme la valorisation accordée aux différentes professions.…”

Section: L'étude Des éMotions Et Le Rôle De Gestionnaireunclassified

Qui a peur des émotions organisationnelles?

Symons¹

2007

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La thèse de cet article est double. Premièrement, à l’instar de Ferguson et de Fondas, l’auteure soutient que la profession de gestionnaire est engagée dans un processus de féminisation, par lequel les qualités associées traditionnellement aux femmes se répandent tant dans la théorie de la gestion que dans la pratique managériale. Pour sa part, Fondas suggère que les principes de gestion américains contemporains féminisent cette profession, et l’article de Symons a pour objet d’examiner cette hypothèse. D’ailleurs, l’étude qualitative et inductive à méthodologie flexible, menée au Québec par l’auteure auprès de 50 cadres de niveau supérieur et intermédiaire ainsi que superviseuses et superviseurs, venant d’organisations publiques et privées, soutient la thèse de la féminisation. Deuxièmement, l’auteure présente la métaphore de l’espace-temps affectif en tant que nouveau concept sociologique pour comprendre la dynamique affective du travail de gestion. Elle argumente que ce concept fournit une perspective organisationnelle nouvelle et utile, à partir de laquelle il est possible d’examiner le processus de féminisation. L’article se termine par une réflexion sur la signification de ce développement théorique en ce qui a trait à l’interrelation du féminin, des émotions et de la gestion dans le discours et dans la pratique. Selon la perspective de l’espace-temps affectif, les émotions sont des ressources et non un destin.

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Do Organizations Have Feelings?

Cited by 85 publications

References 0 publications

Affection not affliction: The role of emotions in information systems and organizational change

Affection not affliction: The role of emotions in information systems and organizational change

Constructing the Olympic Dream: A Future Perfect Strategy of Project Management

Qui a peur des émotions organisationnelles?

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