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Myths in Transformation Processes

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  • Elke Weik

Abstract

Transformation processes are historical times that differ considerably from the normal course of events. As societal and group identities crumble or break down, it becomes difficult for the individual actor to retain a reference structure on which to base rational action. In consequence, actions in transformation phases often seem irrational and confused. The article argues that this perception is incorrect and should be substituted by the concept of mythical thinking as developed by Claude Levi-Strauss. Mythical thinking is a different, but not inferior, mode of thinking which moves to the fore when rational thinking is not an adequate or even possible reaction. Using empirical materials from East German enterprises, the article shows how the concept can improve the researcher’s understanding of managerial action in transformation times and explain hitherto “irrational” elements in people’s accounts.

Suggested Citation

  • Elke Weik, 2001. "Myths in Transformation Processes," International Studies of Management & Organization, Taylor & Francis Journals, vol. 31(2), pages 9-27, June.
    • Handle: RePEc:taf:mimoxx:v:31:y:2001:i:2:p:9-27
    DOI: 10.1080/00208825.2001.11656812
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    Cited by:

    1. Steger, Thomas & Lang, Rainhart, 2003. "Career paths of the elite of former GDR combinates during the postsocialist transformation process," Journal of World Business, Elsevier, vol. 38(3), pages 168-181, August.
    2. Clark, Ed & Geppert, Mike, 2006. "Socio-political processes in international management in post-socialist contexts: Knowledge, learning and transnational institution building," Journal of International Management, Elsevier, vol. 12(3), pages 340-357, September.

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