Susana C Esper, Laure Cabantous, Luciano Barin-Cruz & Jean-Pascal Gond (2017)
Organization 24(5), pp. 671-699
Abstract. This article analyses the role of academics in the production and maintenance of alternative organizations within the capitalist system. Empirically, we focus on academics from the University of Buenos Aires who, through the extension programme Facultad Abierta, have supported worker-recuperated enterprises since their emergence in Argentina in the early 2000s. Conceptually, we build on prior studies on worker-recuperated enterprises as well as the ‘critical performativity’ concept that we define as scholars’ subversive interventions that can involve the production of new subjectivities, the constitution of new organizational models and/or the bridging of these models to current social movements. Our results uncover the multiple roles of academics in relation to these three facets and highlight the key interactions of these roles. In so doing, our analysis advances prior studies of worker-recuperated enterprises by clarifying how academics can support alternative organizations while offering a renewed conceptualization of critical performativity as a multifaceted process through which academics and workers interact.
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Rouslan Koumakhov & Adel Daoud (2017)
Industrial and Corporate Change, 26(4), p. 727–743
Abstract. The proponents of practice approaches to organizational routines claim that Herbert Simon’s conceptualization of routines overlooks issues of mindfulness, agency, and interpretation. We show that this criticism of Simon’s account of rule-based behavior in organizations is unsound. More importantly, Simon’s account overcomes some serious limitations of practice approaches with regard to understanding reflexivity, subjectivity, and improvisation. We reconstruct Simon’s view of organizational rules and cognition as part of his decision-making theory. In this view, rules are not rigid repetitive patterns of action, but mental structures allowing for various degrees of subjective interpretation, behavioral flexibility, and strategic action. We emphasize the central place that Simon assigns to the concept of a shared cognitive model governing representations of reality, and the importance of this concept in understanding the issue of rule-based behavior. Simon’s analysis is contemporary and powerful, insofar as it offers a valuable and comprehensive alternative to current understandings of routine and cognition in organizations.
Link to the review