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Organizational Becoming as Dialogic Imagination of Practice: The Case of the Indomitable Gauls

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  • Arne Carlsen

    (SINTEF Technology and Society, Forskningsveien 1, Gaustad, 0314 Oslo, Norway)

Abstract

This paper explores the relationship between authoring of identities and organizational development through a case study of the 18-year history of a professional service firm. Drawing from process theory, narrative psychology, and practice approaches to identity, I outline a perspective on organizational becoming as dialogic imagination of practice. Conceived as such, authoring takes place as a continuous stream of suggestions of what practice is, has been, and could be, simultaneously addressing life enrichment and organizational development. Three forms of imagination of practice are identified as central in the development of the case organization: (1) the instantiating of project experiences as identity exemplars; (2) a powerful dramatizing of trajectories of practice, exemplified by use of the metaphor of the “Indomitable Gauls;” and (3) a subsequent reframing instigated by discontinuous changes in dominant activity sets. The three authoring forms are discussed in relation to organizational development and adaptation. Implications include increased attention to forward-looking authoring motives and hope , a reformulation of the identity question from “who are we?” to “what are we doing ?” and a possible location of practices as belonging to stories beyond that of the organization.

Suggested Citation

  • Arne Carlsen, 2006. "Organizational Becoming as Dialogic Imagination of Practice: The Case of the Indomitable Gauls," Organization Science, INFORMS, vol. 17(1), pages 132-149, February.
    • Handle: RePEc:inm:ororsc:v:17:y:2006:i:1:p:132-149
    DOI: 10.1287/orsc.1050.0176
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    References listed on IDEAS

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    1. Haridimos Tsoukas & Robert Chia, 2002. "On Organizational Becoming: Rethinking Organizational Change," Organization Science, INFORMS, vol. 13(5), pages 567-582, October.
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    Cited by:

    1. Robyn Thomas & Leisa D. Sargent & Cynthia Hardy, 2011. "Managing Organizational Change: Negotiating Meaning and Power-Resistance Relations," Organization Science, INFORMS, vol. 22(1), pages 22-41, February.
    2. Antonio SANDU, 2017. "Some Considerations on the Social Construction of Multiple Intelligence. Appreciative Intelligence," Postmodern Openings, Editura Lumen, Department of Economics, vol. 8(2), pages 22-39, September.
    3. Mary Ann Glynn & Chad Navis, 2013. "Categories, Identities, and Cultural Classification: Moving Beyond a Model of Categorical Constraint," Journal of Management Studies, Wiley Blackwell, vol. 50(6), pages 1124-1137, September.
    4. repec:dau:papers:123456789/8068 is not listed on IDEAS
    5. Kreutzer, Karin & Rueede, Dominik, 2019. "Organizational identity consistency in a discontinuous corporate volunteering program," European Management Journal, Elsevier, vol. 37(4), pages 455-467.
    6. Betty Feng, Jing & Liu, Steven Y.H. & Anne Liu, Leigh, 2023. "Cognitive antecedents of EMNEs’ dynamic capabilities: A case study of global identity at Lenovo," Journal of Business Research, Elsevier, vol. 154(C).
    7. Scott Sonenshein & Jane E. Dutton & Adam M. Grant & Gretchen M. Spreitzer & Kathleen M. Sutcliffe, 2013. "Growing at Work: Employees' Interpretations of Progressive Self-Change in Organizations," Organization Science, INFORMS, vol. 24(2), pages 552-570, April.
    8. Thomas, Robyn & Hardy, Cynthia, 2011. "Reframing resistance to organizational change," Scandinavian Journal of Management, Elsevier, vol. 27(3), pages 322-331, September.
    9. Liebhart, Margrit & Garcia-Lorenzo, Lucia, 2010. "Between planned and emergent change: decision maker’s perceptions of managing change in organisations," LSE Research Online Documents on Economics 29866, London School of Economics and Political Science, LSE Library.

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