How Communicative Performances Can Constitute an Organization’s Self

Abstract

The creation of an organization’s self is the attribution of a collective will and agency to a group of individuals, thereby constituting them into an organization able to interact with its peers. As such, the organization’s self represents a central issue for collective action, as studied through the prism of the “communicative constitution of organizing” (CCO). Performances, as communicative and spectacular events during which a collectivity presents its self and displays a given message, represent a little-studied opportunity to understand the constitution of the organization’s self, and to explore the links between the organization’s self and the selves of its members. The empirical part of this study analyses the French feminist activist group, La Barbe, which uses innovative performances to denounce the absence of women at the top of organizations. The paper’s contribution is twofold: the analysis presents how visual and symbolic performances can help to constitute an organization’s self, notably through what performances produce for the organization: visibility, coordination and mobilization. Second, it shows the impact of performances on those who execute them, which retroactively has important organizational effects by ensuring their engagement in the organization.

How the ‘Lejabys’ Came into Being: Artists and Workers in Struggle. A Spatio-Temporal Odyssey between ‘Mobilising’ and ‘Organising’

“…This process rests on the interweaving of the actors' personal analyses with the political analyses generated by participation in the movement (Gordon, 2002, p. 105). It is also these mobilising and organising properties which Hildwein (2020) emphasises when he analyses, in the feminist social movement La Barbe, the role of 'performances', concurrently considered a 'symbolic visual shock', a 'call to action' and a 'personal experience'.…”

“…The organising of social movements rehabilitates the place of agency, emphasising the importance of interactions (De Bakker et al, 2017;Gordon, 2002;Haug, 2013) in the ongoing production of an emergent social order. Hildwein (2020) shows, for example, how performances within a social movement are akin to an organising process based on reciprocal interactions between the organisation (the social movement) and individuals (the activists).…”

La difficile intégration des individus liminaires

“…The CCO approach, outlined by Canadian researcher James R. Taylor (1988), is essentially about conceiving communication in its performative and organizing dimensions (Boivin et al, 2017;Brummans et al, 2014;Cooren, 2000;Hildwein, 2020). Although communication is typically approached as a phenomenon taking place in organizations, with Taylor's work, the perspective is reversed, leading us to study the organization as a phenomenon taking place and embodied in communication (Taylor & Van Every, 2000).…”

“…Thus, Emilian makes his task definition speak, which positions him as an actor and a passer. Ventriloquation places humans not only in the comforting position of the ventriloquist but also as puppets, animated by what they express (Hildwein, 2020). Ventriloquation, thus, involves delegation as a spokesperson.…”

Peran Gaya Komunikasi Terhadap Motivasi Pada Industri Manufaktur Otomotif Di Kota Tangerang

“…Kedua adalah model hubungan manusiawi (human relation model) dimana model ini lebih menekankan dan mengaggap penting terhadap faltor sosial yang dialami oleh seorang karyawan dalam bekerja dibandingkan dengan factor imbalan. Yang ketiga adalah model sumber daya manusia (human resources model) yang merupakan model akibat kritik terhadap model hubungan manusiawi dimana model sumber daya manusia lebih menekankan terhadap tanggung jawab bersama untuk mencapai tujuan organisasi dimana setiap karyawan berkontribusi kepada organisasi sesuai dengan tugas dan tanggung jawabnya masing-masing (Samsudin, 2010).Penelitian ini menggunakan tiga dimensi anatar lain waktu penyampaian yang memiliki satu indikator yaitu apakah informasi disampaikan tepat waktu (GK1), dimensi metode dengan tiga indicator yaitu bahasa yang mudah dipahami (GK2), cara penyampaian yang sesuai (GK3) dan informasi yang disampaikan jelas dan singkat, serta dimensi yang ketiga yaitu respon yang terdiri dari indicator adanya timbal balik dari komunikan (GK4), adanya evaluasi setelah informasi disampaikan (GK5) dan bis amengutarakan dan menjelaskan informasi yang diterima (GK6)(Febrianita & Hardjati, 2019;Hildwein, 2020;Kundu et al 2019). Sedangkan untuk motivasi kerja menggunakan dua dimensi, yang pertama adalah dimensi intrinsic yang memiliki indicator; terdapat peningkatan kualitas kerja karyawan (M1).…”