Doing Free Jazz and Free Organizations, “A Certain Experience of the Impossible”? Ornette Coleman Encounters Jacques Derrida

Griffin, Martyn; Humphreys, Michael; Learmonth, Mark

doi:10.1177/1056492614532316

Cited by 5 publications

(3 citation statements)

References 52 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Moreover, the Derridaean conceptual background that inspires this analytical framework offers promising avenues to study the role of communication in (dis)organizing processes. The work of Derrida has rarely been mobilized in the organizational and management literatures (for exceptions, see Brummans, 2007; Cooren, 2009; Griffin et al, 2015). Yet, as we showed in this article, his work can strongly contribute to a subtle understanding of the dynamics of (written) language (i.e.…”

Section: Discussionmentioning

confidence: 99%

Summoning the spirits: Organizational texts and the (dis)ordering properties of communication

2015

View full text Add to dashboard Cite

This article addresses the question: Why does disorder tend to simultaneously accompany efforts to create order when organizing? Adopting a communication-centered perspective, we specifically examine the role of texts in the mutual constitution of order and disorder. Drawing on empirical material from three qualitative case studies on project organizing, we show that attempts of ordering through language use and texts (i.e., by closing and fixing meaning) tend to induce disorder (i.e., by opening the possibility of multiple meanings), at the same time. As we contend, these (dis)ordering dynamics play a key role in the communicative constitution of organizations, keeping them in motion by calling forth continuous processes of meaning (re-) negotiation.

show abstract

Section: Discussionmentioning

confidence: 99%

Summoning the spirits: Organizational texts and the (dis)ordering properties of communication

2015

View full text Add to dashboard Cite

show abstract

“…Also, in our assessment, another strong element that adds comfort is employee empowerment, both professionally and personally. Professionally, it is encouraged that employees exercise self-discretion in professional matters (Griffin et al , 2014; Huber and Brown, 2016; Jeanes, 2013; Robertson and Swan, 2003). For example, Siciliano (2016, p. 9) reported in his case study that “managers advise these workers to ‘take ownership’ and use their department as a platform for their own ‘creativity.’” As a manager said, “Instead of believing that I know the best way to get things done, I’d rather give them goals.”…”

Section: Findings: Agential Propertiesmentioning

confidence: 99%

Agential explanations: how employee participation is enhanced in normatively controlled organizations?

Hassan

Nadeem

2023

MRR

View full text Add to dashboard Cite

Purpose The study aims to highlight and understand, and bring the human agency into the debate on the theory of normative control. While, the previous literature has highlighted the problem of the missing subject. However, the actual human agency in terms of agential properties has not been seriously addressed. This study is an attempt to overcome this problem of the missing subject. Design/methodology/approach A two-phase design inspired by retroductive inference was adopted for this study. In the first phase, abduction was used to explore the literature on normative control to highlight the forces of attraction, which may pull the employees to participate willingly within normative control systems. In the second phase, following retroductive inference, agential explanations of the forces of attraction identified in the first phase were explored by venturing into other related fields, e.g. psychology and sociology. Findings The study highlights four strategies used by organizations using normative control, i.e. comfort zoning, relational bonding, moral trapping and elitist appeal. These strategies rely on attractive forces. These forces of attraction pull employees to participate in the normative control system. The attractive element in the identified strategies is due to the fact that these strategies target specific agential properties, i.e. the need for comfort, sense of belonging, moral agency and pride. Overall, the findings suggest that individuals drive their concerns from culture but in relation to their capacity as needy beings for being enculturated. Practical implications Theoretically, this study adds conceptual strength to the explanations of normative control. It is suggested that neglect of human agency renders explanations conceptually weak. The study fills this gap in the research. Practically, this study would be beneficial for better design and implementation of normative control. Several studies have pointed out that normative control does not yield the intended results. Out of many reasons, a lack of understanding of human agency is a major cause of unsuccessful attempts to normatively control employees. This study provides some basis to understand the human subject for better design of soft systems of control. Originality/value To the best of the authors’ knowledge, this is the first research study that explores agential properties with reference to normative control systems. This study is important for researchers and practitioners.

show abstract

“…In the past, management literature has sought inspiration from the arts, both narrative fiction (Cohen, 1998; Czarniawska-Joerges and De Monthoux, 1994; Michaelson, 2016) and theatre (Beirne and Knight, 2007; Kostera and Kozminski, 2001; Starkey et al, 2019). In more contemporary arts, a rich seam has been mined both from rock (Rhodes, 2004, 2007) and jazz music (Griffin et al, 2015; Hatch, 1999; Kamoche and Cunha, 2001). Other forms of music also provide inspiration; Fado is a rich artistic expression that incorporates music, dance and culture (Gray, 2007, 2013) in a uniquely Portuguese mode that invokes a sense of mournful regret in response to crescive contradictions of the past as well as transcending hope for the future, supporting dignified action and emancipation.…”

Section: Introductionmentioning

confidence: 99%

Art, culture and paradox pedagogy in management learning: The case of Portuguese fado

Simpson

Berti

Cunha³

et al. 2021

Management Learning

View full text Add to dashboard Cite

We propose a reawakening of interest in the role of artistic knowing for managerial education, presenting a pedagogy that is sensitive to cultural context and aimed at enabling the phronetic management of paradox. Inspired by fado, the iconic Portuguese popular music, especially the ways in which it embodies the stresses of society, we develop strategies for management learning based on engagement with art that fosters sensitivity to paradox. We contribute to management learning by inviting practitioners to be sensitive to the complexity of competing tensions in the cultures and language in and through which everyday lives are lived by bringing attention to the potential of artistic knowing for highlighting and navigating management paradoxes, to develop phronesis.

show abstract

Doing Free Jazz and Free Organizations, “A Certain Experience of the Impossible”? Ornette Coleman Encounters Jacques Derrida

Cited by 5 publications

References 52 publications

Summoning the spirits: Organizational texts and the (dis)ordering properties of communication

Summoning the spirits: Organizational texts and the (dis)ordering properties of communication

Agential explanations: how employee participation is enhanced in normatively controlled organizations?

Art, culture and paradox pedagogy in management learning: The case of Portuguese fado

Contact Info

Product

Resources

About