The legitimate and shadow in organizations: An HRM-perspective on old, abandoned, and new spaces

Forskningsoutput: TidskriftsbidragArtikelPeer review

Sammanfattning

We argue in line with a constructivist view, that social reality is constructed, and organizations are shaped through interpersonal dynamics. This perspective regards language and communication as fundamental components of the organizing processes. The interpersonal dynamics of language and communication develop within specific physical locations in organizations, transforming places into lived spaces imbued with significance, both when it comes to the legitimate theme and the shadow theme within workplaces. Two concepts in approaching the construction of organizations thus becomes intriguing: the meeting and space. This paper focuses on what happens to the organization if space and meetings undergo radical changes. Does the old form of organizing and structuring the organization through meetings remain? If not, how is this process of organization re-shaped, and what kind of new organization emerges? Empirically, we draw on HR managers and their experiences during the pandemic and how various radical changes affected interpersonal processes. The most significant change was the adoption of digital meeting formats, which constructed an entirely different geographical structure of the organization.We observed a shift in organizational dynamics; the trajectory of interpersonal interactions diverging, giving rise to new spatial configurations while closing off and overlooking others. For example, organizations’ significant spaces in-between were rationalized away – the necessary tension between the legitimate theme and shadow theme within organizations changed in a way that enhanced the legitimate spaces and diminished the shadow spaces. This resulted in increased standardization and fewer opportunities to go beyond assumptions, rules, and routines in conjunction with others. The HR-managers reported dilemmas that can be seen as an emerging paradox: While management recognizes the importance of the organization’s shadow theme, they also see how new spaces and forms of meetings produce organizations that lack it. Attempts to preserve this informal side of the organization (e.g., the unexpected, narratives, gossip, inspirational accounts) and create conditions for it were made using available digital resources, such as coffee-breaks over Teams. However, instead of fostering the shadow theme, these efforts further stimulated the legitimate theme of the organization and risked making it more ridged, and less open to change and innovation.

OriginalspråkEngelska
Antal sidor39
TidskriftArbetsliv i Omvandling
Volym2
Nummer2024
StatusPublicerad - 2024-aug.-15

Fingeravtryck

Fördjupa i forskningsämnen för ”The legitimate and shadow in organizations: An HRM-perspective on old, abandoned, and new spaces”. Tillsammans bildar de ett unikt fingeravtryck.

Citera det här