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Liminality as Cultural Process for Cultural Change

Author

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  • Jennifer Howard-Grenville

    (Lundquist College of Business, University of Oregon, Eugene, Oregon 97403)

  • Karen Golden-Biddle

    (School of Management, Boston University, Boston, Massachusetts 02215)

  • Jennifer Irwin

    (Lundquist College of Business, University of Oregon, Eugene, Oregon 97403)

  • Jina Mao

    (School of Management, Boston University, Boston, Massachusetts 02215)

Abstract

This paper offers a revised understanding of intentional cultural change. In contrast to prevailing accounts, we suggest that such change can take place in the absence of initiating jolts, may be infused in everyday organizational life, and led by insiders who need not hold hierarchical power. Drawing on data from field studies and in-depth interviews, we develop a model of cultural change in which everyday occurrences such as meetings or workshops are constructed symbolically as “liminal” phenomena, bracketed from yet connected to everyday action in the organization. The construction of these occurrences as liminal illuminates the symbolic realm, creating possibilities for people to experiment with new cultural resources and invite different interpretations that hold potential for altering the cultural order. Our analyses contribute to the literature on culture by developing liminality, a process that brings forward the symbolic and invites recombination, as a cultural explanation of cultural change, to complement prevailing political or social structural explanations. We discuss implications and boundary conditions for this type of intentional cultural change.

Suggested Citation

  • Jennifer Howard-Grenville & Karen Golden-Biddle & Jennifer Irwin & Jina Mao, 2011. "Liminality as Cultural Process for Cultural Change," Organization Science, INFORMS, vol. 22(2), pages 522-539, April.
    • Handle: RePEc:inm:ororsc:v:22:y:2011:i:2:p:522-539
    DOI: 10.1287/orsc.1100.0554
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    12. François Bousquet & Valérie Barbat, 2021. "Capital social collectif et rites de passage," Post-Print hal-03277481, HAL.
    13. Martha S. Feldman & Wanda J. Orlikowski, 2011. "Theorizing Practice and Practicing Theory," Organization Science, INFORMS, vol. 22(5), pages 1240-1253, October.
    14. Raghu Garud & Arun Kumaraswamy & Anna Roberts & Le Xu, 2022. "Liminal movement by digital platform‐based sharing economy ventures: The case of Uber Technologies," Strategic Management Journal, Wiley Blackwell, vol. 43(3), pages 447-475, March.
    15. Aldona Podgórniak-Krzykacz, 2021. "The relationship between the professional, social, and political experience and leadership style of mayors and organisational culture in local government. Empirical evidence from Poland," PLOS ONE, Public Library of Science, vol. 16(12), pages 1-23, December.
    16. Liisa Välikangas & Marijane Luistro-Jonsson & Sirkka L. Jarvenpaa, 2022. "Health crisis and the EU’s HERA: amplifying partial organizing with resourcing for stability, agility, and evolvability," Journal of Organization Design, Springer;Organizational Design Community, vol. 11(4), pages 169-187, December.
    17. Neva Bojovic & Valérie Sabatier & Emmanuel Coblence, 2019. "Becoming Through Doing: How Experimental Spaces Enable Organizational Identity Work," Grenoble Ecole de Management (Post-Print) halshs-02376220, HAL.
    18. Vijayta Doshi, 2022. "Experiencing liminality: At the crossroads of neoliberal and gendered experiences," Gender, Work and Organization, Wiley Blackwell, vol. 29(4), pages 1132-1148, July.
    19. Klaus Weber & M. Tina Dacin, 2011. "The Cultural Construction of Organizational Life: Introduction to the Special Issue," Organization Science, INFORMS, vol. 22(2), pages 287-298, April.
    20. Markus Perkmann & Maureen McKelvey & Nelson Phillips, 2019. "Protecting Scientists from Gordon Gekko: How Organizations Use Hybrid Spaces to Engage with Multiple Institutional Logics," Organization Science, INFORMS, vol. 30(2), pages 298-318, March.
    21. Xi Zhao & Yuming Liu & Wenchao Jiang & Dongri Wei, 2023. "Study on the Factors Influencing and Mechanisms Shaping the Institutional Resilience of Mega Railway Construction Projects," Sustainability, MDPI, vol. 15(10), pages 1-17, May.
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    23. Moshe Farjoun & Peer C. Fiss, 2022. "Thriving on contradiction: Toward a dialectical alternative to fit‐based models in strategy (and beyond)," Strategic Management Journal, Wiley Blackwell, vol. 43(2), pages 340-369, February.
    24. Orlikowski, Wanda J. & Scott, Susan V., 2021. "Liminal innovation in practice: understanding the reconfiguration of digital work in crisis," LSE Research Online Documents on Economics 108858, London School of Economics and Political Science, LSE Library.
    25. Sebastian Brenk & Dirk Lüttgens & Kathleen Diener & Frank Piller, 2019. "Learning from failures in business model innovation: solving decision-making logic conflicts through intrapreneurial effectuation," Journal of Business Economics, Springer, vol. 89(8), pages 1097-1147, December.

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