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      When Time Falls Apart: Re-centring human time in organisations through the lived experience of waiting

      1 , 2
      Organization Studies
      SAGE Publications

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          Abstract

          Research on the lived experience of organisational temporalities has thus far overlooked the potential significance of what happens in the interstices that arise between temporal structures. To address this gap, we examined how individuals in three occupations experienced one such interstitial temporal form: waiting. Our analysis of waiting time uncovers two distinct and overarching temporal macro-structures that govern how workers use and experience time in organisations: intensified-organisational – the speeded-up, intensified temporality of modern forms of work organisation – and adaptive-organic, that represents natural and human temporalities. Waiting emerges as a paradoxical temporal experience which individuals simultaneously welcome yet seek to eliminate; one that stands outside temporal structures yet serves to reinforce them. From a human perspective, waiting furnishes moments during which time can be ‘undone’, affording us micro-moments to reclaim and re-centre time in organisations as human time.

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          Identity Ambiguity and Change in the Wake of a Corporate Spin-off

          We report on the findings of an inductive, interpretive case study of organizational identity change in the spin-off of a Fortune 100 company's top-performing organizational unit into an independent organization. We examined the processes by which the labels and meanings associated with the organization's identity underwent changes during and after the spin-off, as well as how the organization responded to these changes. The emergent model of identity change revolved around a collective state of identity ambiguity, the details of which provide insight into processes whereby organizational identity change can occur. Additionally, our findings revealed previously unreported aspects of organizational change, including organization members' collective experience of “change overload” and the presence of temporal identity discrepancies in the emergence of the identity ambiguity.
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            The ritual process: structure and anti-structure.

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              The Unmanaged Organization: Stories, Fantasies and Subjectivity

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                Author and article information

                Contributors
                (View ORCID Profile)
                (View ORCID Profile)
                Journal
                Organization Studies
                Organization Studies
                SAGE Publications
                0170-8406
                1741-3044
                July 2023
                May 02 2023
                July 2023
                : 44
                : 7
                : 1033-1053
                Affiliations
                [1 ]King’s College London, UK
                [2 ]University of Victoria, Canada and University of Liverpool, UK
                Article
                10.1177/01708406231166807
                6ee9f5ff-25a8-4b79-8370-0190d665dfd8
                © 2023

                https://creativecommons.org/licenses/by/4.0/

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