Work and play in management studies: a Kleinian analysis

This paper takes some of Melanie Klein’s ideas, which Bion (1961/1998) previously used to understand group dynamics, to analyse the discipline of management studies since its ‘birth’ in the United States in the late 19th century. Specifically, it focuses on the idealisation of work and play, and argues that at its inception, for idiosyncratic historical reasons, the discipline was rooted in a ‘paranoid-schizoid’ position in which work was idealised as good and play as bad. The paper maps out the peculiar set of factors and influences that brought this about. It then examines how and if, again following Klein, the discipline has evolved to the ‘depressive’ position, where the idealisations are replaced by a more ambiguous, holistic semantic frame. Seven different relationships between work and play are then described. The paper contends that the originary splitting and idealisation is foundational to the discipline, and provides an enduring basis for analysing management theory and practice. It concludes by using this splitting to map out five potential future trajectories for the discipline.

Theory games

This paper examines the remarkable and unexplored correspondence between games (and board games in particular) and what is commonly understood as theory in the social sciences. It argues that games exhibit many if not most of the attributes of theory, but that theory is missing some of the features of games. As such, game provide a way of rethinking what we mean by theory and theorizing. Specifically, games and their relationship with the ‘real’ world, provide a way of thinking about theory and theorizing that is consistent with recent calls to frame social inquiry around the concept of phrónēsis.

Sensemaking, safety, and situated communities in (con)temporary networks

This paper discusses the difficulties involved in managing knowledge-intensive, multinational, multiorganisational, and multifunctional project networks. The study is based on a 2-year quasi-ethnography of one such network engaged in the design and development of a complex new process control system for an existing pharmaceutical plant in Ireland. The case describes how, drawing upon the organisational heritage of the corporations involved and the logic implicit within their global partnership arrangements, the project was initially structured in an aspatial manner that underestimated the complexity of the development process and the social relations required to support it. Following dissatisfaction with initial progress, a number of critical management interventions were made, which appeared to contribute to a recasting of the network ontology that facilitated the cultivation and protection of more appropriate communicative spaces. The case emphasises the need to move away from rationalistic assumptions about communication processes within projects of this nature, towards a richer conceptualisation of such enterprises as involving collective sensemaking activities within and between situated ‘communities’ of actors. Contrary to much contemporary writing, the paper argues that space and location are of crucial importance to our understanding of network forms of organising.

The lost experiment in exploration and exploitation

This paper focuses on James March’s 1991 article on ‘Exploration and Exploitation in Organizational Learning’, which is now the seventh most highly cited paper in management and organisation studies. March’s paper is based on a computer program that simulates the collective and individual learning of a group of fifty individuals. The largely forgotten story that this paper re-calls is the real-life experiment that March, in large part, designed and conducted when he was the new ‘boy Dean’ of the School of Social Sciences in the University of California at Irvine between 1964 and 1969. Taken together, both stories illuminate important moments in the history of organisation studies. The comparison suggests that March’s model, which was probably the first simulation of an organisation learning, also worked to constitute rather than model the phenomenon.