The long march of modernization of the Western societies tends to be presented as following a regular sequence: societies and institutions were pre-modern, and then they were modernized, eventually becoming post-modern. Such teleology may provide an incomplete or distorted narrative of societal...

The long march of modernization of the Western societies tends to be presented as following a regular sequence: societies and institutions were pre-modern, and then they were modernized, eventually becoming post-modern. Such teleology may provide an incomplete or distorted narrative of societal...

F. W. Taylor is often celebrated as a founding father of organization and management theory, one whose commitment to efficiency is legendary. If we define efficiency in terms of maximizing output from a given - or lesser - number of workers it can be considered that, in some cases, Taylor's...

Management researchers and practitioners have developed a marked interest for the notion of “good companies to work for”, “exemplary workplaces”, “meaningful work”, “virtuous organization”, “truly healthy organizations” or “authentizotic organizations”. We complement the...

This paper advances a theory about the way patterns of positive and negative organizing unfold. It is grounded in data collected from 58 individuals. We followed an inductive logic and used critical incidents to collect information on positive and negative processes and outcomes. From this we...

We discuss how six dimensions of the authentizotic psychological climate explain stress and affective well-being at work, and how stress and affective well-being explain self-reported individual performance. The sample comprises 199 employees from 118 organizations. The findings indicate the...

Globalization and localization seem to be opposite concepts – a thesis and its antithesis. Nonetheless, managers seem to be able to handle the paradox posed by these two contradicting tensions by enacting, via action, a synthesis that allows for the co-presence of a high level of global...

Increasingly, managers live in a world of paradox. For instance, they are told that they must manage by surrendering control and that they must stay on top by continuing to learn, thus admitting that they do not fully know what they do. Paradox is becoming increasingly pervasive in and around...

We discuss why surprises, defined as events that happen unexpectedly or expected events that take unexpected shapes, are important to organizations and should be considered in the organizational literature. The concept of organizational surprises is unpacked on the basis of a typology built...

Organizations have, in the past, often been discussed as if they were Cartesian mentalities, planning agendas, learning from doing, processing information, reducing equivocality, mimicking and copying, floating disembodiedly apart from the actors who work in these organizations. We are offered...