One ongoing theme in management theory focuses on mitigating the dehumanizing effects of organizational systems and related forms power over employees. Perhaps paradoxically, the alienating tendencies of neoliberalism resulted in various humanist and emancipatory theories intended to mitigate that alienation, which operate in a way that almost exclusively benefits the organization and subtly yet profoundly subjugates the worker. Critiques of contemporary management theory and practice, most notably by critical management studies and psychoanalytic theory, made important contributions in revealing many of the pernicious mechanisms and resulting effects of human relations approaches. However, in our assessment these critiques still struggle to respond to the emergent socioeconomic and political structures of neoliberalism. As an alternative, this article considers Deleuze and Guattari’s (1987) work on faciality in order to re-examine the form and function of those structures in a way that explains their perniciousness and suggests that there is a space within those structures for a more liberated form of subjectivity.

Robert Cooper has developed a discourse of organizing, centered on relationality. It is a discourse grounded in third generation phenomenology and pointing to fourth generation phenomenology. Phenomenology in its first (Husserl) and second (Merleau-Ponty) generations developed the epoché (procedure of investigation) whereby research transcended the natural attitude and forged contact between the researched and the researcher. Progressively logocentric 're-presenting' was transcended in (third generation) phenomenology via empathy and intersubjective awareness. Phenomenological 'research' has become the creation of dialogic and empatic identity. Despite the potential richness of such research, the ethics of shared awareness and involvement continues to pose major problems of consequentiality. If research is based on empathy and relationship, how does the researcher do justice to relationality? Without a clear link between awareness and action, it is very difficult for phenomenology to develop as a dialogic form of organizational studies. Ontological insight into the pre-structures of the life-world, however philosophically fundamental, will not suffice. Phenomenological research understood as a complex adaptive system (CAS), is (potentially) an alternative that respects relationality and honors the ethics of empathy. But truly radical relationality - for instance, embodied in the (very) flesh of life --- (in fourth generation phenomenology), challenges the very possibility of organizational studies.

The evaluation of organizational change is a thorny issue. Firstly, accurate data depicting the organization's response to a change process are very difficult to collect, and the process can be corrupted by the Macnamara Fallacy. Secondly, the evaluative conclusions derived from the data are complex high-inference chains of reasoning based on implicit, taken-for-granted beliefs and values. Specifically, ontological and epistemological paradigms broadly determine the context for the conclusions of the evaluative inference, even though they are rarely made explicit. This paper presents two sets of ontological and epistemological paradigms; one set is modernist, and the other is postmodernist. It then applies them to organizational change data to demonstrate the divergent evaluations that can be constructed.

The central aim of this study is to provide a critical analysis of oppositional practices in the workplace by exploring the role of worker subjectivity in shaping and articulating contemporary strategies of resistance. First, a theoretical analysis will be presented which seeks to challenge many of the dualistic assumptions that have underpinned traditional studies of resistance. It is argued that the re-entry of subjectivity into the analysis of resistance provides a means for escaping these dualisms and retrieving the analytical and empirical significance of oppositional practices. The argument suggests that although subjectivities are indeed effects of power, and that individuals are positioned in relation to dominant discourses - and therefore constituted as having certain interests - power is not fixed and thus cannot completely or permanently determine identity. This instability of power makes apparent certain fragilities within these dominant discourses and makes them liable to threats and seductions from subject positions within different or competing discourses, it is suggested that these fractures and competing subject positions afford small but important spaces for resistance. The second half of this essay presents a detailed case study of the Acme School. Semi-structured interviews were conducted and analysed to explore the subjective experiences of resistant members of Acme toward recent government reform initiatives. Two dominant strategies were identified: 'resistance through distance' and 'resistance through persistence' and it was demonstrated that an understanding of different subjectivities is vital to appreciating how these distinct strategies emerged.

Traditional structural-functional approaches to organizational change, as well as critics of those approaches, often offer overly structured and rationalised views of how change occurs. This paper attempts to build upon processual studies of change and critiques of overly hegemonic views of managerial control by seeking to capture the complex, emotive and fluid character of organisational 'changing'. In pursuit of this aim, the paper documents these characteristics of change through a personalised ethnography of a micro-incident -- a critical change meeting -- in an Australian steel making plant undergoing cultural change. In conclusion, it is argued that even the more sophisticated studies of the emergent process-like character of organisational change fail to fully capture the ambiguous, ironic, emotional, and uncertain character of events in the 'blender' of change.

Time has become increasingly utilized as a tool for organizations to increase productivity and control workers. Since the advent of the mechanical clock in the fourteenth century, time has structured organizational experience. This increased precision has lead to the standardization of efficiency. The struggle for greater efficiency creates an organizational environment where the worker is dissociated and dehumanized-subsumed by the machine. Time and technology work in concert to improve efficiency In addition to the mechanical clock, computers and the Internet have also contnbuted to the conquering of time in the organizational sense. It is the instantaneousness of communication that has lead to the initial feeling of time being conquered. Social interaction is one of the fundamental drives of humanity, and this interaction is threatened by the standardization of efficiency. Implications for organizations are discussed, followed by an exemplar involving the changing nature of investing. Finally, ideas for reclaiming the pre-modern conceptualization of organizing are suggested.

This paper takes up the themes of organization as dreamscape, the psychodynamics of everyday organizational performance and organizational rituals and the enactment of death and desire in the context of a longitudinal case study of an academic institution. This case study focuses on the various ways in which the organization has developed and continues to develop neurotic and dysfunctional tendencies. It looks at the ways in which those tendencies are expressed in the culture and structure of the organization and the ways in which the various constituencies of the college are complicit in the enactment of the neurosis of its leadership, as reflected in various dependent and counterdependent dynamics and performances. Of specific interest in this paper are the changes in neurotic patterns over time and the ways in which these changes relate to the changes in leadership. Using Kets de Vries' concepts related to organizational neurosis, we will discuss how the college moved from a compulsive organization to a dramatic organization.

This article is about why organizations should take time to understand and care for employees and why they probably do not. The discussion is set against the backdrop of stories from 28 people separated from the job in August 2000 during a downsizing event at TREBCO (pseudonym), a manufacturing automotive firm based in a large midwestern U.S. city. A total of 1,100 white-collar workers were sent away at that time. The first author presents findings from a qualitative study she conducted in 2001 to explore these workers' experiences of the same downsizing event and their perceptions about whether or not TREBCO knew that its decision might adversely affect some lives. She ends her section by suggesting that because of the varied experiences that emerged from the study and because of the unique relevancy structures from which each emerged, TREBCO should have taken time to know these employees as persons and found alternative means of achieving corporate profitability ends. The second author then presents a counter-argument based on some of the organizational literature that questions why TREBCO should care, from an organization's perspective. He also presents a position from a labor point of view, which argues that the proposed action may actually be detrimental to those same employees. The purpose of this paper is not to resolve this perspectival dilemma; rather, it is to promote dialog toward possible transformation.

Organizational evolution is presented in lieu of the concept of change, revolution, revitalization, etc. in that one can assert that organizations can only evolve, they cannot develop a new structure and paradigm from nonexistent precursors, elements, structures, etc. One year is action science based with the executives diving off of logs into the arms of their vice presidents, the next is playing games and doing puzzles to determine the company's cognitive centre, more recently its not been about expressing feelings and defenses, or understanding perception, but about being appreciated. In short, all of these evangelically based approaches which view an organization through a single lens fail

When organizations do not attend to social justice issues in a meaningful way, a pattern of covert practices and behavior distorts the concern for fairness, equity and inclusion to one of indifference, power and control. Ineffective leadership results in wounded staff and organizational dysfunction. Social justice in organizational life is a function of how well leaders and managers master six domains that influence and sustain institutional balance and self-regulation: safety and trust; boundaries and differences; accountability; communication; hierarchical power; and task and role clarity. Ultimately, leaders must do their own inner work by taking responsibility for their part in institutionalizing oppression in their organizations, and well as the outer work of creating processes and structures that implement solutions to social justice issues within their organizations

Organizational evolution is presented in lieu of the concept of change, revolution, revitalization, etc. in that one can assert that organizations can only evolve, they cannot develop a new structure and paradigm from nonexistent precursors, elements, structures, etc. One year is action science based with the executives diving off of logs into the arms of their vice presidents, the next is playing games and doing puzzles to determine the company's cognitive centre, more recently its not been about expressing feelings and defenses, or understanding perception, but about being appreciated. In short, all of these evangelically based approaches which view an organization through a single lens fail.

Organizational spirituality is a widespread phenomenon and as such deserves the attention of academics. Of particular interest – and the focus of the paper are the internal dynamics which often drive spiritually imbued organizations (the term ‘spiritual organization’ will be purposefully avoided throughout the paper as burdened with troublesome implications) towards stagnated, immutable world view. I will suggest that these mechanisms may be elucidated – to a certain extent - by referring to Karl Weick’s theory of sensemaking. I will also argue that this approach contributes to the explanation of certain phenomena which can be observed in such organizations, many of which are very conservative, immutable structures. Accepting the heritage of conclusions drawn by Michael Pratt in his seminal article (Pratt, 2000), I supplement his approach by adding the results from my own empirical study. I will further use them to demonstrate the inadequacy of introducing a spiritual world view into the organizational environment from a theoretical and practical perspective. Finally, it will be argued that modern organizations are not securing conditions for the successful introduction of widely understood spiritual concepts.

The growing role of the Internet social networking sites (SNS) has served as a flash point for debate about the democratization of information, particularly in light of their perceived roles in the 2008 presidential election. This horizontal sharing of information undoubtedly facilitated the revival of the youth vote and volunteerism in many ways mimicking traditional grassroots approaches. While the role of the Internet SNS in mobilization efforts and information-sharing cannot be overstated, its effectiveness in creating a new ―public sphere,‖ or transforming traditional electoral campaign strategies and communicative practices must be closely examined before generalizations about the democratization of media can be confirmed. In the aftermath of the election, theorists were quick to simplistically identify the use of social networking sites as key to this electoral shift. In this paper we attempt to advance contemporary theorizing of new media and institutional politics by examining specifically how and if ICTs (information communication technologies) and new media platforms are shifting the balance of power in terms of organization and mobilization away from the professional model and toward more democratic and bottom-up efforts. Reconceptualizing some of the basic theories of social movements and collective behavior this paper seeks to address questions such as: how are digitally enabled forms of mobilization affecting who becomes a participant; how do they affect organizational structure and leadership; how do they impact the dynamics of collective action; how do we address the powerful yet ephemeral effect of e-tactics established for short-term gains; can mobilizations succeed without collective identity and/or do we need new categorizations for collective identity; and whether e-tactics serve as a gateway for future participation.

In the form of hip hop lyrics, this research-creation tells the story a grant application writing process as a feature of neoliberal, academic capitalism. The lyrics draw attention to institutional and organizational features of the modern academic workplace, including the effects of performance evaluation structures and the financialization (Billig, 2013; Giroux, 2015) of academic work. It also highlights the intensification of work caused by bureaucratization – not only by the workplace, but by external granting agencies who exert varying degrees of control over academic labour.

This article is based on an empirical study of employees’ experience of downsizing at a US air carrier called Vimanas Airline (a pseudonym) and includes forty two semi-structured interviews with captains and co-pilots who worked at that airline. The product of a fruitful collaboration between an experienced researcher and former Vimanas co-pilot, the paper explores how a new regime of corporeal power and panoptic organizational discourses produced commercial pilots’ subjectivity by first creating loyal company employees who actively participated in their own acculturation. Later, after airline restructuring, pilots modified their thinking and behaviour in an effort to maintain some sense of power, dignity, agency, and identity, resisting managerial efforts at further colonization. It became clear that complex and partly competing reality construction processes were at play. Contrary to previous research finding employees to often be complicit rather than resistant to managerial control efforts, particularly during times of corporate crisis, this study reports airline employees both participated in, yet later resisted managerial control efforts. Prompted by one of our respondents we refer to this colonization process as ‘bodysnatching’ with reference to the 1956 film Invasion of the Body Snatchers.