Organizational decoration: A new metaphor for organization development

Journal of Applied Behavioral Science

Volumn 42, Issue 2, 2006, Pages 227-243

  Cox, Julie Wolfram ^a   Minahan, Stella ^b  

^a RMIT UNIVERSITY   (Australia)

^b DEAKIN UNIVERSITY   (Australia)

Author keywords

Aesthetics; Craft; Design; Modernism; Organizational consultation; Professions

Indexed keywords

EID: 33646495550     PISSN: 00218863     EISSN: 15526879     Source Type: Journal    
DOI: 10.1177/0021886306286444     Document Type: Article

References (104)

1. Aguinis, H. (1993). Action research and scientific method. Journal of Applied Behavioral Science, 29, 416-431.
2. Alberti, L. B. (1957). On architecture. In E. G. Holt (Ed.), A documentary history of art (Vol. 1, Rev. ed., pp. 218-243). New York: Doubleday Anchor.
3. Alvesson, M., & Deetz, S. (1996). Critical theory and postmodernism approaches to organization studies. In S. R. Clegg, C. Hardy, & W. R. Nord (Eds.), Handbook of organization studies (pp. 191-217). London: Sage.
4. Alvesson, M., & Johansson, A. W. (2002). Professionalism and politics in management consultancy work. In T. Clark & R. Fincham (Eds.), Critical consulting: New perspectives on the management advice industry (pp. 228-246). Cambridge, MA: Blackwell.
5. Armstrong, P. (2004, September). Designing profession: A journey into the interior. Paper presented at Work, Employment and Society Conference, UMIST, UK.
6. Auther, E. (2004). The decorative, abstraction, and the hierarchy of art and craft in the art criticism of Clement Greenberg. Oxford Art Journal, 27, 339-364.
7. Beech, N. (1996). Organisational change interventions: A new set of beliefs? In C. Oswick & D. Grant (Eds.), Organisation development: Metaphorical explorations (pp. 175-190). London: Pitman.
8. Bruni, A. (2005). Shadowing software and clinical records: On the ethnography of non-humans and heterogeneous contexts. Organization, 12, 357-376.
9. Bunker, B. B., Alban, B. T., & Lewicki, R. J. (2004). Ideas in currency and OD practice: Has the well gone dry? Journal of Applied Behavioral Science, 40, 403-422.
10. Burrell, G. (1988). Modernism, post modernism and organizational analysis 2: The contribution of Michel Foucault. Organization Studies, 9, 221-235.
11. Burrell, G. (1997). Pandemonium: Towards a retro-organisation theory. London: Sage.
12. Burrell, G. (2003). The future of organization theory: Prospects and limitations. In H. Tsoukas & C. Knudsen (Eds.), The Oxford handbook of organization theory (pp. 525-535). Oxford, UK: Oxford University Press.
13. Chia, R., & King, I. W. (1998). The organizational structuring of novelty. Organization, 5, 461-478.
14. Clegg, S. R., & Hardy, C. (1996). Conclusion: Representations. In S. R. Clegg, C. Hardy, & W. R. Nord (Eds.), Handbook of organization studies (pp. 676-708). London: Sage.
15. Cummings, T. G., & Worley, C. G. (2005). Organization development (8th ed.). Cincinnati, OH: South-Western College Publishing.
16. Dale, K. (2005). Building a social materiality: Spatial and embedded politics in organizational control. Organization, 12, 649-678.
17. Doolin, B. (2003). Narratives of change: Discourse, technology and organization. Organization, 10, 751-770.
18. Fincham, R. (2002). Charisma versus technique: Differentiating the expertise of management gurus and management consultants. In T. Clark & R. Fincham (Eds.), Critical consulting: New perspectives on the management advice industry (pp. 191-205). Cambridge, MA: Blackwell.
19. Fincham, R., & Clark, T. (2002). Introduction: The emergence of critical perspectives on consulting. In T. Clark & R. Fincham (Eds.), Critical consulting: New perspectives on the management advice industry (pp. 1-18). Cambridge, MA: Blackwell.
20. French, W. L., & Bell, C. H., Jr. (1999). Organization development: Behavioral science interventions for organization improvement (6th ed.). Englewood Cliffs, NJ: Prentice Hall.
21. Fuller, P. (1989). Aesthetics after modernism. In P. Abbs (Ed.), The symbolic order: A contemporary reader on the arts debate (pp. 126-142). London: Falmer.
22. Gabriel, Y. (2002). Essai: On paragrammatic uses of organizational theory - A provocation. Organization Studies, 23, 133-151.
23. Gagliardi, P. (1996). Exploring the aesthetic side of organizational life. In S. R. Clegg, C. Hardy, & W. R. Nord (Eds.), Handbook of organization studies (pp. 565-580). London: Sage.
24. Gemmill, G., & Smith, C. (1985). A dissipative structure model of organizational transformation. Human Relations, 38, 751-766.
25. Gergen, K. J. (1987). Toward self as relationship. In K. Yardley & T. Honess (Eds.), Self and identity: Psychosocial perspectives (pp. 53-62). New York: John Wiley.
26. Gergen, K. J. (1991). The saturated self: Dilemmas of identity in contemporary life. New York: Basic Books.
27. Gergen, K. J. (1992). Organization theory in the postmodern era. In M. Reed & M. Hughes (Eds.), Rethinking organization: New directions in organization theory and analysis (pp. 207-226). London: Sage.
28. Gilligan, C. (1982). In a different voice. Cambridge, MA: Harvard University Press.
29. Grant, D., Hardy, C., Oswick, C., & Putnam, L. (Eds.). (2004). The Sage handbook of organizational discourse. London: Sage.
30. Greenberg, C. (1996, October). Bauhaus: A look back at the future. Art & Antiques, 66-73.
31. Greiner, L. E., & Cummings, T. G. (2004). Wanted: OD more alive than dead! Journal of Applied Behavioral Science, 40, 374-391.
32. Guisinger, S., & Blatt, S. J. (1994). Individuality and relatedness: Evolution of a fundamental dialectic. American Psychologist, 49, 104-111.
33. Hammer, M. (2004). Deep change. Harvard Business Review, 82 (4). 84-93.
34. Harré, R. (1992). The discursive creation of human psychology. Symbolic Interaction, 15, 515-527.
35. Harrison, R. (1970). Choosing the depth of organizational intervention. Journal of Applied Behavioral Science, 6, 181-202
36. Harrison, R. (1995). Choosing the depth of organizational intervention. In R. Harrison (Ed.), The collected papers of Roger Harrison (pp. 13-32). New York: McGraw-Hill.
37. Harvey, D., & Brown, D. R. (1996). An experiential approach to organization development (5th ed.). Englewood Cliffs, NJ: Prentice Hall.
38. Hatch, M. J. (1993). The dynamics of organizational culture. Academy of Management Review, 18, 657-693.
39. Havenhand, L. K. (2004). A view from the margin: Interior design. Design Issues, 20 (4). 32-42.
40. Hermans, H., & Kempen, H. (1993). The dialogical self: Meaning as movement. San Diego, CA: Academic Press.
41. Hermans, H. J. M. (1996). Voicing the self: From information processing to dialogical interchange. Psychological Bulletin, 119, 31-50.
42. Hermans, H. J. M., Kempen, H. J. G., & van Loon, R. J. P. (1992). The dialogical self: Beyond individualism and rationalism. American Psychologist, 47, 23-33.
43. Holloway, B. (1994). The great divide (Unpublished catalogue essay). Canberra: Australian National University.
44. Inns, D. (1996). Organisation development as a journey. In C. Oswick & D. Grant (Eds.), Organisation development: Metaphorical explorations (pp. 20-34). London: Pitman.
45. Jensen, C. S. (2001, September). Design versus decoration: Just what is the difference between interior design and decoration? Interiors and Sources, 90-93.
46. Kahn, W. A., Cross, R., & Parker, A. (2003). Layers of diagnosis for planned relational change in organizations. Journal of Applied Behavioral Science, 39, 259-280.
47. Kaplan, R. E. (1993). Stimulating deep change in executives: Lessons from action-research. Human Resource Management Review, 3, 231-241.
48. Kieser, A. (1997). Rhetoric and myth in management fashion. Organization, 4, 49-74.
49. Kleinert, S. (1992). Deconstructing "the decorative": The impact of Euro-American artistic traditions on the reception of aboriginal art and craft. In N. Ioannou (Ed.), Craft in society (pp. 115-130). South Fremantle, Western Australia: Freemantle Arts Centre Press.
50. Knights, D., & McCabe, D. (1998). "When life is but a dream": Obliterating politics through business process reengineering. Human Relations, 51, 761-798.
51. Knights, D., & Morgan, G. (1991). Corporate strategy, organizations, and subjectivity: A critique. Organization Studies, 12, 251-273.
52. Lichtenstein, B. M. (1997). Grace, magic and miracles: A chaotic "logic" of organizational transformation. Journal of Organizational Change Management, 10, 393-411.
53. Lichtenstein, B. M. (2000). Emergence as a process of self-organizing: New assumptions and insights from the study of non-linear dynamic systems. Journal of Organizational Change Management, 13, 526-545.
54. Linstead, S. (2002). Organizational kitsch. Organization, 9, 657-682.
55. Linstead, S., & Grafton-Small, R. (1992). On reading organizational culture. Organization Studies, 13, 331-355.
56. Linstead, S., & Höpfl, H. (Eds.). (2000). The aesthetics of organization. London: Sage.
57. Markus, H. P., & Kitayama, S. (1991). Culture and the self: Implications for cognition, emotion, and motivation. Psychological Review, 98, 224-253.
58. Marshak, R. J. (1996). Metaphors, metaphoric fields and organizational change. In D. Grant & C. Oswick (Eds.), Metaphor and organizations (pp. 147-165). London: Sage.
59. Martin, J., & Frost, P. (1996). The organizational culture war games: A struggle for intellectual dominance. In S. R. Clegg, C. Hardy, & W. R. Nord (Eds.), Handbook of organization studies (pp. 599-621). London: Sage.
60. McCourt, W. (1997). Discussion note: Using metaphors to understand and to change organizations: A critique of Gareth Morgan's approach. Organization Studies, 18, 511-522.
61. McLean, C., & Hassard, J. (2004). Symmetrical absence/symmetrical absurdity: Critical notes on the production of actor-network accounts. Journal of Management Studies, 41, 493-519.
62. McNeil, P. (1994). Designing women: Gender, sexuality and the interior decorator, c. 1890-1940. Art History, 17, 631-657.
63. Mirchandani, K. (1999). Legitimizing work: Telework and the gendered reification of the work-nonwork dichotomy. Canadian Review of Sociology and Anthropology, 36, 87-107.
64. Mohr, J. W. (1998). Measuring meaning structures. Annual Review of Sociology, 24, 345-370.
65. Morgan, G. (1986). Images of organization. Beverly Hills, CA: Sage.
66. Morgan, G. (1993). Imaginization: The art of creative management. London: Sage.
67. Munir, K. A., & Jones, M. (2004). Discontinuity and after: The social dynamics of technology evolution and dominance. Organization Studies, 25, 561-581.
68. Munro, R. (1999). The cultural performance of control. Organization Studies, 20, 619-640.
69. Narayanan, V. K., & Nath, R. (1993). Organization theory: A strategic approach. Burr Ridge, IL: Irwin.
70. Nelson, R. (1993). Ornament: An essay concerning the meaning of decorative design. Fitzroy, Australia: Craft Victoria.
71. Nord, W. R., & Fox, S. (1996). The individual in organization studies: The great disappearing act? In S. Clegg, C. Hardy, & W. R. Nord (Eds.), Handbook of organization studies (pp. 148-174). London: Sage.
72. Ogilvie, D. M., & Ashmore, R. D. (1991). Self-with-other representation as a unit of analysis in self-concept research. In R. C. Curtis (Ed.), The relational self: Theoretical convergences in psychoanalysis and social psychology (pp. 282-314). New York: Guilford.
73. Oswick, C., & Grant, D. (Eds.). (1996a). Organisation development: Metaphorical explorations. London: Pitman.
74. Oswick, C., & Grant, D. (1996b). The organization of metaphors and the metaphors of organization: Where are we and where do we go from here? In D. Grant & C. Oswick (Eds.), Metaphor and organizations (pp. 213-226). London: Sage.
75. Oswick, C., Keenoy, T., & Grant, D. (2002). Metaphor and analogical reasoning in organization theory: Beyond orthodoxy. Academy of Management Review, 27, 294-303.
76. Palmer, I., & Dunford, R. (1996). Interrogating reframing: Evaluating metaphor-based analyses of organizations. In S. R. Clegg & G. Palmer (Eds.), The politics of management knowledge (pp. 141-154). London: Sage.
77. Rashford, N. S., & Coghlan, D. (1994). The dynamics of organizational levels: A change framework for managers and consultants. Reading, MA: Addison-Wesley.
78. Reed, M. (1990). From paradigms to images: The paradigm warrior turns post-modernist guru. Personnel Review, 19 (3). 35-40.
79. Sampson, E. E. (1993). Identity politics: Challenges to psychology's understanding. American Psychologist, 48, 1219-1230.
80. Schein, E. (1985). Organizational culture and leadership. San Francisco: Jossey-Bass.
81. Schein, E. H. (1987). Process consultation: Lessons for managers and consultants (Vol. 2). Reading, MA: Addison-Wesley.
82. Schein, E. H. (1988). Process consultation: Lessons for managers and consultants (Vol. 1). Reading, MA: Addison-Wesley.
83. Schein. E. H. (1999). Process consultation revisited: Building the helping relationship. Reading, MA: Addison-Wesley.
84. Schultz, M., & Hatch, M. J. (1996). Living with multiple paradigms: The case of paradigm interplay in organizational culture studies. Academy of Management Review, 21, 529-557.
85. Selsky, J. W., Spicer, A., & Teicher, J. (2003). "Totally un-Australian!": Discursive and institutional interplay in the Melbourne Port dispute of 1997-98. Journal of Management Studies, 40, 1729-1760.
86. Seo, M.-G., & Hill, N. S. (2005). Understanding the human side of merger and acquisition: An integrative framework. Journal of Applied Behavioral Science, 41, 422-443.
87. Seo, M.-G., Putnam, L. L., & Bartunek, J. (2004). Dualities and tensions of planned organizational change. In M. S. Poole & A. H. Van de Ven (Eds.), Handbook of organizational change and innovation (pp. 73-107). Oxford, UK: Oxford University Press.
88. Shepard, H. A. (1995). Rules of thumb for change agents. In D. A. Kolb, J. Osland, & I. M. Rubin (Eds.), The organizational behavior reader (6th ed., pp. 683-688). Englewood Cliffs, NJ: Prentice Hall.
89. Shotter, J. (1993). Conversational realities: Constructing life through language. London: Sage.
90. Strati, A. (1999). Organization and aesthetics. London: Sage.
91. Strati, A. (2000a). The aesthetic approach in organization studies. In S. Linstead & H. Höpfl (Eds.), The aesthetics of organization (pp. 13-34). London: Sage.
92. Strati, A. (2000b). Putting people in the picture: Art and aesthetics in photography and in understanding organizational life. Organization Studies, 21, 53-69.
93. Taylor, C. (1991). The dialogical self. In D. R. Hiley, J. F. Bohman, & R. Shusterman (Eds.), The interpretive turn: Philosophy, science, culture (pp. 304-314). Ithaca, NY: Cornell University Press.
94. Tietze, S., & Musson, G. (2003). The times and temporalities of home-based telework. Personnel Review, 32, 438-457.
95. Tinker, T. (1986). Metaphors or reification: Are radical humanists really libertarian anarchists? Journal of Management Studies, 23, 363-384.
96. Watkins, K. E. (2000). Learning by changing: Action science and virtual organization. Adult Learning, 11 (3). 20-23.
97. Weick, K. E. (1979). The social psychology of organizing (2nd ed.). Reading, MA: Addison-Wesley.
98. Witz, A., Warhurst, C., & Nickson, D. (2003). The labour of aesthetics and the aesthetics of organization. Organization, 10, 33-54.
99. Wilson, M., & Greenhill, A. (2004). Gender and teleworking identities in the risk society: A research agenda. New Technology, Work, and Employment, 19, 207-221.
100. Wirtenberg, J., Abrams, L., & Ott, C. (2004). Assessing the field of organization development. Journal of Applied Behavioral Science, 40, 465-479.
101. Wolfram Cox, J., & Minahan, S. (2002). Crafting organization. Culture and Organization, 8, 209-224.
102. Wolfram Cox, J., & Minahan, S. (2005). Organization, decoration. Organization, 12, 529-548.
103. Woodman, R., & Dewett, T. (2004). Organizationally relevant journeys in individual change. In M. S. Poole & A. H. Van de Ven (Eds.), Handbook of organizational change and innovation (pp. 32-49). Oxford, UK: Oxford University Press.
104. Worley, C. G., & Feyerherm, A. E. (2003). Reflections on the future of organization development. Journal of Applied Behavioral Science, 39, 97-115.