Social movements and global governance

Maeckelbergh, Marianne

doi:10.4324/9780203725351.ch23

Cited by 7 publications

(20 citation statements)

References 1 publication

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“…They were also generally the least active in the cooperative's monthly planning and budgeting meetings, often limiting their participation to expressions of worries and/or apathy. Reedy et al (2016) and Maeckelbergh (2011Maeckelbergh ( , 2014 similarly observe a tendency for imbalances of influence to persist, paradoxically compelling some members to 'lead', or to compel others to 'participate'. To develop these points, the following vignettes allow us to trace the reflexive abilities that could help the members to work through these problems, and experience the positive emotional effects of belonging.…”

Section: Discussionmentioning

confidence: 99%

“…Researchers have recently stressed the need for organization studies to attend to alternative organizations, such as cooperatives and social movements (e.g., Haug, 2013; King and Land, 2018;Maeckelbergh, 2011Maeckelbergh, , 2014Reedy et al 2016;Parker et al 2014;Yates, 2015). By engaging with these social actors, Reedy et al (2016Reedy et al ( : 1553 and others suggest, researchers could "extend their understanding of organization and identity in the contemporary world", which may require new approaches (see also, for example, King and Land, 2018;Parker et al, 2014).…”

Section: The Work Of Belongingmentioning

confidence: 99%

“…From a Latourian perspective, reflexivity means that the organizational actors actively recognize their wider social and environmental context, understanding that "protection and identity actually comes from resources that exist beyond the apparent limits defining any given body" (Latour, 2016c: 1-2). Such reflexivity may be common amongst the members of alternative organizations, who often seek to address broad social and environmental issues (Maeckelbergh, 2014;Reedy et al 2016).…”

Section: Planning and Budgeting Meetings: Reflexive Workmentioning

confidence: 99%

“…Instead of feeling helpless, they might plan collective responses with other organizations and groups, potentially gaining energy and enthusiasm through their belonging. Not everyone is willing or able to assert themselves in discussions (Haug, 2013; King and Land, 2018;Maeckelbergh, 2014;Reedy et al 2016). Paradoxically, some members may have to 'lead', or else compel others to 'participate' (Maeckelbergh, 2014;Reedy et al 2016).…”

Section: Planning and Budgeting Meetings: Reflexive Workmentioning

confidence: 99%

“…Developing them may be necessary to avoid the competitive tendencies that can resurface and lead to fragmentation in social movements, as observed by Maeckelbergh (2014) and Yates (2015). Budgeting may often articulate aggressive 'politicking' behaviours.…”

Section: Open Meetings: Sensitive Workmentioning

confidence: 99%

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Making Organizations More Inclusive: The Work of Belonging

Bryer

2019

Organization Studies

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As corporate discourses of ‘openness’ and ‘inclusion’ become increasingly ubiquitous, an important task for organization studies today is identifying how actors might make their organizations more inclusive. The paper aims to understand why and how practices that often embody the exclusionary aspects of organizations could develop to foster a sense of belonging. Studying alternative organizations, such as cooperatives and social movements, where the members may often be more willing and able to develop such practices, could offer lessons about the possibilities and pitfalls of organizational belonging and inclusion more generally. The paper focuses on discussions of financial targets and budgets, practices that confront the members with tensions between their social aims and the need to survive in a competitive market, and that may enact capacities to work through these and other related difficulties. A case of a Spanish cooperative, analysed using a Latourian anthropological approach, demonstrates two main contributions. First, it builds positively on critical assessments of the pitfalls of corporate constructions of belonging, which seek employee commitment despite persistently exclusionary practices. The case demonstrates how the practical work of belonging can enable organizations to become more inclusive and ‘liveable’. Second, it shows that organizational practices are neither inherently exclusionary, nor intrinsically inclusive. Their role depends on the context and specific socially orientated abilities among the members, which can develop through their interactions with budgets.

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Section: Discussionmentioning

confidence: 99%

Section: The Work Of Belongingmentioning

confidence: 99%

Section: Planning and Budgeting Meetings: Reflexive Workmentioning

confidence: 99%

Section: Planning and Budgeting Meetings: Reflexive Workmentioning

confidence: 99%

Section: Open Meetings: Sensitive Workmentioning

confidence: 99%

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Making Organizations More Inclusive: The Work of Belonging

Bryer

2019

Organization Studies

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Leaderlessness in social movements: Advancing space, symbols, and spectacle as modes of “Leadership”

Keshtiban

Callahan

Harris

2021

Human Resource Dev Quarterly

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The emergence of the Occupy movements along with other social movements in 2011 elevated the idea of radically decentralized 'leaderless' social movement organizations. We argue that looking at such an alternative, horizontalist form of organizing presents an opportunity to reframe how we understand leadership. This paper illustrates how the coordination of the Occupy London movement was accomplished horizontally in the absence of formal organization, leadership or authority structures. Using an ethnographic approach, we show how this movement generated a 'multimodal' repertoire of protest that included: i) the politically effective occupation of urban space; ii) the ability to deploy symbols as compelling forms of aesthetic questioning; and iii) the creation of politically-charged spectacles that allowed the movement to appropriate the news agendas of established broadcast media. The findings of this paper challenge the language of leadership and contribute to understandings of feminist forms of leadership and leaderless organizing by explaining one way that 'leadership' occurs in horizontal organizational structures such as social movements. Namely, we demonstrate how the modes of space, symbols, and spectacles effectively replace the role of 'leader' in the absence of formal organizational structures.

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Organizational practices of social movements and popular struggles: understanding the power of organizing from below

Misoczky

Camara

Böhm

2017

QROM

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.

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Social movements and global governance

Cited by 7 publications

References 1 publication

Making Organizations More Inclusive: The Work of Belonging

Making Organizations More Inclusive: The Work of Belonging

Leaderlessness in social movements: Advancing space, symbols, and spectacle as modes of “Leadership”

Organizational practices of social movements and popular struggles: understanding the power of organizing from below

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