General Conclusion: Between Ordinary and Extraordinary Events—Reconceptualizing Historical Events and Historicity in Organization Studies

This edited volume emphasizes many methodological issues for OS historiography and the need for methodological renewal. New ways of writing history, new methods of data collection and data treatment for archives, more specifically, AI-based paleography or methods to analyze archives, are already deeply renewing our views of historicity and eventfulness in organizing. Through this volume, we invite to pay more attention to non-events and incompleteness of past and future events. What did not happen, what has not happened yet, what is anticipated as possible non-happening, matters as much as what did happen, what has fully happened (e.g. as expected), or what is anticipated as happening. Organizational learning is largely fed by failures. Entrepreneurship needs unanticipated events, surprises, to feed its vitality as an entrepreneurial process (and not a programmatic one). Strategy is nurtured by path finding processes that are pushed by missed opportunities and numerous deceived expectations or joyful moments of unexpected accomplishment. Non-events are part of the eventfulness of organizations, and they keep becoming, as much as events also keep becoming, in the same movement. Both events and non-events are propositional.