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Towards a Political Philosophy of Management: Performativity & Visibility in management practices

Author

Listed:
  • François-Xavier de Vaujany

    (Université Paris Dauphine-PSL - PSL - Université Paris Sciences et Lettres)

  • Jeremy Aroles

    (Alliance MBS - Alliance Manchester Business School - University of Manchester [Manchester])

  • Pierre Laniray

    (IAE Poitiers - Institut d'Administration des Entreprises (IAE) - Poitiers - UP - Université de Poitiers = University of Poitiers)

Abstract

Phenomenological, process-based and post-Marxist approaches have stressed the immanent nature of the ontogenesis of our world. The concept of performativity epitomizes these temporal, spatial and material views. Reality is always in movement itself: it is constantly materially and socially ‘performed'. Other views lead to a pre-defined world that would be mostly revealed through sensations (i.e. ‘representational perspectives'). These transcendental stances assume that a subject, although pre-existing experience, is the absolute condition of possibility of it. In this paper, we develop another view of performativity (either complementary or interrelated to an immanent stance), one that re-introduces transcendence in the analysis but sees in it something dialogical to the process itself. We draw from the notions of visibility-invisibility and continuity-discontinuity (Merleau-Ponty 1945/2013, 1964) in order to show how everyday activity both performs and makes visible the world. From that perspective, modes of visibility appear as conditions of possibility of performativity itself. We draw some implications for the conceptualization of management practices.

Suggested Citation

  • François-Xavier de Vaujany & Jeremy Aroles & Pierre Laniray, 2019. "Towards a Political Philosophy of Management: Performativity & Visibility in management practices," Post-Print halshs-01868087, HAL.
    • Handle: RePEc:hal:journl:halshs-01868087
    DOI: 10.1007/s40926-018-0091-4
    Note: View the original document on HAL open archive server: https://shs.hal.science/halshs-01868087
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    References listed on IDEAS

    as
    1. François-Xavier de Vaujany & Vladislav V. Fomin & Stefan Haefliger & Kalle Lyytinen, 2018. "Rules, Practices, and Information Technology: A Trifecta of Organizational Regulation," Information Systems Research, INFORMS, vol. 29(3), pages 755-773, September.
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    3. Jeremy Aroles & Christine McLean, 2016. "Rethinking Stability and Change in the Study of Organizational Routines: Difference and Repetition in a Newspaper-Printing Factory," Organization Science, INFORMS, vol. 27(3), pages 535-550, June.
    4. Ricarda B. Bouncken & Andreas J. Reuschl, 2018. "Coworking-spaces: how a phenomenon of the sharing economy builds a novel trend for the workplace and for entrepreneurship," Review of Managerial Science, Springer, vol. 12(1), pages 317-334, January.
    5. Laure Cabantous & Jean-Pascal Gond, 2011. "Rational Decision Making as Performative Praxis: Explaining Rationality's Éternel Retour," Organization Science, INFORMS, vol. 22(3), pages 573-586, June.
    6. François-Xavier de Vaujany & Wlad Fomin & Stefan Haefliger & Kalle Lyytinen, 2018. "Rules, Practices and Information Technology: A Trifecta of Organizational Regulation," Post-Print hal-01925292, HAL.
    7. Wanda J. Orlikowski, 2002. "Knowing in Practice: Enacting a Collective Capability in Distributed Organizing," Organization Science, INFORMS, vol. 13(3), pages 249-273, June.
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