Re-Imagining Images of Organization: A Conversation With Gareth Morgan

In this article, we review the metaphors presented by Morgan in Images of Organization and highlight how they simultaneously act as “relatively static reflections” (i.e., they provide a history of organization theory) and “relatively dynamic projections” (i.e., stimulating the formulation of further organizational images). We also discuss the potential for new organizational metaphors and consider two specific metaphors (i.e., the “global brain” and “organization as media”). We also challenge the established punctuated metaphorical process (i.e., a transfer from a metaphorical source domain to an organizational target domain), propose a dynamic perspective of interchange (i.e., source domain to target domain to source domain and so on), and develop the notion of multidirectionality (i.e., two-way projections between target and source domains)

Organization theory and military metaphor: time for a reappraisal?

A ‘conventional’ use of military metaphor would use it to convey attributes such as hierarchical organization, vertical communication and limited autonomy. This is often used in contrast to a looser form of organization based on the metaphor of the network. However, this article argues that military practice is more complex, with examples of considerable autonomy within the constraints of central direction. It is suggested that not only might this be a more useful metaphor for many contemporary organizations, but also that simplistic uses of military metaphor divert our attention away from the functions that management hierarchies play. The discussion is embedded within a critical realist account of metaphor, arguing for both its value and the need for its further development

Metaphor in organizational research: Context, modalities and implications for research introduction

We provide a general overview of previous work which has explored the use of metaphors in organizational research. Differences in focus and form of research on metaphors are noted. Work in organization theory (OT) and organizational communication (OC) generally features prescriptive metaphors that aid the practice of theorizing and research; research in organizational development (OD) tends to use metaphors for intervention in individual and group decision-making; while studies of organizational behaviour (OB) emphasize the metaphors-in-use within individuals' sensemaking accounts of critical events within their organization. Alongside these differences in focus, the form of metaphor analysis also differs across these contexts, ranging from text- and discourse-based analysis to the analysis of non-linguistic modalities such as pictorial signs, gestures and artefacts. Based on our overview of previous work, we call for greater attention to methodological issues around metaphor identification and analysis and outline a number of directions for further research

Categories, Crossroads, Control, Connectedness, Continuity, and Change: A Metaphorical Exploration of COVID-19

Drawing on metaphors as deep cognitive devices, that prefigure important conceptual categories and form the basis for action, we suggest that we are at a crossroads in terms of the implications of Covid-19. One direction, characterized by the metaphor of ‘war’, is about establishing control to ensure continuity (i.e. a ‘normative-normal’). The other direction, based on the metaphor of ‘community’, is concerned with a heightened sense of connectedness, common interests, and shared purpose as a process of significant change (i.e. a ‘new-normal’). We conclude by briefly discussing the implications of these competing metaphor-based, post-crisis views of normality

Positive Perspectives on Organizing and Organizational Change: A Conversation with Gretchen Spreitzer

Professor Gretchen was the Distinguished Speaker for the Organization Development and Change (ODC) Division at the 2018 Academy of Management Meeting held in Chicago. In her address, she shared her latest thinking on co-working and thriving at work, and explored the implications for organization development and change. Following the presentation, we interviewed her about these topics and her broader contribution to the field of positive organizational scholarship. During our conversation, we discussed some of the formative influences on Professor Spreitzer's career direction and scholarship. Then, we explored her enduring commitment to researching and promoting a positive orientation towards organizations and organizational life. Finally, we concluded by eliciting her ideas on the future of work and the concomitant implications for organization development and change

Discourses of diversity, equality and inclusion: Trenchant formulations or transient fashions?

Using bibliometric analysis of published work, we examine the discursive trends, patterns and implications of three different anti-discrimination solutions (equality, diversity and inclusion) over a 40-year period from 1970 to 2010. The findings reveal that the anti-discrimination discourses are consistent with management fashions, in terms of both their trends and the rhetorical strategies used by proponents to establish the dominance of their favoured approach, particularly by denigrating previous approaches. Practitioner-facing academics play a key role in the process by giving shape, exposure and credibility to the anti-discrimination solutions, but not in creating them. Only by breaking free of the oppositional discursive patterns can the debate move on to anti-discrimination solutions that attempt to blend together equality, diversity and inclusion

Practitioners Corner: A Call to Action!

This article briefly discusses the nature of the relationship between scholars, practitioners, and practitioner-scholars in terms of the generation of behavioral science knowledge and the development of theory. It also discusses the scope for, and process by which, practitioners and scholar-practitioners can become more directly and actively involved in contributing to The Journal of Applied Behavioral Science via a new section called “Practitioner Corner.