Organization Studies

Organization Studies, Ahead of Print. <br/>

Organization Studies, Ahead of Print. <br/>Experimentation is key in wicked situations; it provides small wins while keeping several options open for the future. The literature is, however, scarce on how experimentation is framed, a crucial aspect to the understanding of how actors identify and pursue experiments in situations that are constantly changing and lack a clear resolution. We address this gap by drawing on the concept of ‘action frames’ and deploying a comparative case study of nine cases in diverse contexts in which activists experimented with wicked problems. We find that activists pragmatically shy away from pursuing a permanent solution to focus instead on achieving small wins, diagnosing ‘symptoms’ rather than ‘root causes’ of problems, and ‘working around’ institutional constraints instead of directly ‘confronting’ them. This pragmatic action frame prompts them to initiate pilot experiments that involve trial-and-error and collective learning, and that sometimes scaffold into cumulative small wins. Reflecting on our findings, we build a model of how pragmatic action frames fuel distributed possibilities to experiment in wicked situations. Our model contributes to the literature on wicked problems by revealing how activists ‘welcome’ complexity instead of ‘taming’ it. We contribute to the literature on action frames by demonstrating how multiple viable pragmatic action frames are constructed iteratively without threatening an alternative, dominant frame. Lastly, we contribute to the literature on robust action by demonstrating how pragmatic action frames pave the way for distributed experimentation and by unpacking the core attributes that make ‘robust actors’ accepting of open-ended wayfinding journeys.

Organization Studies, Ahead of Print. <br/>This article contributes to critical theory building in relation to political corporate social responsibility (PCSR) by conceptualizing the underlying processes and practices through which corporations seek to counter threats posed by activist groups. We argue that the problematic nature of PCSR is entangled not only in its state-like aims, but also in its covert deployment of military tactics towards the maintenance of corporate hegemony. We illuminate how corporations use counterinsurgency tactics to undermine the ability of activists to hold them accountable for their wrongdoing. Building on the work of Gramsci, we propose that counterinsurgency tactics combine elements of force and persuasion that enable corporations to maintain hegemony (i.e., secure consent over time). We ask: How are counterinsurgency tactics used by corporations to neutralize activist pressures and maintain corporate hegemony? We draw upon historical sources regarding the Nestlé infant milk boycott case to undertake a genealogical analysis that exposes counterinsurgency tactics enabling corporations to counter activists and sustain their hegemony. We find that Nestlé deployed four key counterinsurgency tactics to nullify activist pressures (suppressing external support, isolating the activist(s), capturing the dialogue, and covert intelligence gathering). From our analysis, we propose the term corporate counterinsurgency and theorize the historic use of corporate counterinsurgency tactics as an example of a hegemonic strategy that enables corporations to covertly undermine activist pressures. We conclude by calling for further reflexivity in organizational studies research on the military origins of PCSR, and by outlining how activist organizations might mobilize against corporate counterinsurgency tactics.

Organization Studies, Ahead of Print. <br/>Informal advice relations across units in an organization are beneficial for knowledge sharing and problem solving. Prior research suggests that despite their benefits, there are costs to informal advice relations across units. However, the mechanisms by which these costs are mitigated remain unclear. We theorize that this lack of clarity is because work factors have not been sufficiently considered. We examine one such work factor, specifically time pressure, and develop a cost-based explanation for how time pressure influences cross-unit advice relationships. We investigate two time-pressure levels. In the first, work is conducted under lower time pressure, and there is less likelihood of a negative outcome. In the second, work is conducted under higher time-pressure conditions, and there is a greater likelihood of a negative outcome. We theorize that under lower time-pressure conditions, the costs of advice relations across units are mitigated by reciprocal advice relationships. However, under higher time pressure, the cost of informal advice relations across units is higher owing to the need for quick coordination of advice, and these costs are mitigated by reciprocal advice relationships in conjunction with cross-unit formal workflow relationships. To test our hypotheses, we examine the informal advice network and formal workflow network in lower and higher time-pressure conditions among 118 members of the Information Technology and Systems division of a Formula One racing team. Our results indicate that under lower time-pressure conditions, reciprocal advice ties are sufficient to overcome costs. However, under higher time-pressure conditions, cross-unit advice ties are facilitated by reciprocal advice ties embedded in the workflow ties between units. Thus, our findings have implications for how knowledge is managed and how problems are solved in organizations.

Organization Studies, Ahead of Print. <br/>As a symptom of the current global climate emergency, rising temperatures pervade organizational lives. Yet organization studies have hardly investigated the everyday organizing necessary to cope and adapt, here and now, to life in a world approaching and even surpassing 50°C. This article seeks to open spaces of collective inquiry to grapple with practices of organizational co-evolution with heat. I apply Barad’s post-humanist notion of diffraction—patterns of interference in entangled agency—through warming organizations, as rising temperatures intra-act with the matter, materials, bodies, and discourses that co-constitute them. Diffractive inquiry helps organization studies understand how rising heat alters and amplifies bodily differences across families, communities, firms, societies, and ecologies. This post-humanist view forces us to rethink theories of organizational resilience, inequality, and identity in co-evolution with heat and other ecological phenomena as part of a relational whole.