Abstract
This chapter addresses a new approach to organizational learning, namely, artistic interventions, which encompass a variety of ways that people, products, and practices from the world of the arts enter the world of organizations. Although the field has grown rapidly, little empirical research has been conducted on what actually happens inside organizations during and after artistic interventions. The author argues that, to close gaps and correct for biases in existing work, future research will need to engage multiple stakeholders (employees, artists, managers, intermediaries, and policy-makers), address multiple ways of knowing, especially the neglected bodily senses, and draw on concepts and methods from diverse disciplines.
This is a preview of subscription content, log in via an institution to check access.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
Notes
- 1.
- 2.
Artistic interventions are not neutral, as my chapter demonstrates in many ways, but the term itself is used neutrally here, drawing on the Latin root, inter-venire, to come between, to involve someone or something in a situation so as to alter or hinder an action or development (American Heritage Dictionary of the English Language, 2000). I emphasize this reasoning because some British participants at an “artful research” workshop I conducted in 2009 were concerned that the term intervention is associated with military activities, and they suggested instead that we refer to artistic collaborations. However, I consider “collaboration” to be problematically loaded with associations (either very negative, as in “collaborating with the enemy,” or very positive, as in “working closely and well together”).
- 3.
As will be seen later in this chapter, an intervention sometimes involves just one of these three elements. But it often involves two or even all three, and in these cases the boundaries become somewhat blurred.
- 4.
I draw on examples from the literature as well as from my own research interviews, which have not been published. In some cases the organizations choose to remain anonymous.
- 5.
For example, a special issue of the Action Research journal (Brydon-Miller, Berthoin Antal, Friedman, & Gayá Wicks, 2011a), which explores the arts and action research, contains articles relating to unemployment, schools, and homelessness. An issue of the online journal Music and Arts in Action focused on artistic interventions in conflict transformation (Bergh & Sloboda, 2010).
- 6.
“Combining his educational concepts and his compassion for the working man with his burgeoning interest in the arts, Barnes initiated educational seminars and hung paintings by William Glackens, Ernest Lawson, and Maurice Prendergast in his Argyrol factory to be studied and discussed by his workers. His first formal classes in art appreciation were held at the factory for the benefit of his employees” (Barnes Foundation, 2010, retrieved from http://www.barnesfoundation.org/h_main.html).
- 7.
An early, but unfortunately unpublished, study in this direction is Nissley (1999).
- 8.
- 9.
The information provided here is drawn from interviews I conducted with diverse stakeholders in the project in 2009 and 2010.
- 10.
Barry and Meisiek (2010) point out quite logically that working without an artist can increase the sense of ownership for ideas generated through artistic experimentation. Artists I have interviewed, however, have often mentioned (with a mix of satisfaction and resentment) that employees quickly take such pride and ownership in a project that they seem to forget the artist’s contribution!
- 11.
Philanthropic and sponsoring relations with the arts may be at opposite ends of the spectrum, one being “disinterested, very arm’s length” and the other being very instrumental. However, philanthropic and sponsorship relations may be precursors, outgrowths, or complementary or parallel activities to the kind of artistic interventions described in this chapter. The boundaries between these kinds of activities are distinct but permeable. Learning-oriented activities may grow out of an interaction of a different kind, such as when an organization brings into a developmental workshop a musician from an orchestra that it has supported philanthropically.
- 12.
Little has been written to date about unwillingness to participate, but my interviews with artists show that they often have to start an intervention by getting people to overcome anxieties. My interviews with participants indicate that some of them held back and others regretted having had to reveal more of themselves via artistic expression than they felt was appropriate in the work context.
- 13.
Not only do we researchers know little about how the arts “work” in organizations, we know surprisingly little about how the arts work for individuals. Fine-grained research, such as that conducted by DeNora (2000) about music in everyday life, shows that the relationship between people and music is reflexive and contextual. It entails sense-making categories that differ significantly from those used by musicologists in traditional “music appreciation” mode.
- 14.
The importation of the idea of Forum Theater, which Augosto Boal developed in the streets of Brazil to help poor people change their lot in life, into the corporate setting is an interesting phenomenon. It is telling that the name has been changed in the process: “Theater of the oppressed” is not a label that lends itself to adoption in the new setting. The “taming” of this form of theater to a management technique is troubling.
- 15.
Recent annual conferences of the Academy of Management have included well-attended tango sessions related to leadership, art exhibits by members of the Academy, and jazz sessions connected to team-working. Books and articles by members of the Academy include references to personal experiences with various art forms (e.g., Adler, 2006, 2010; Hatch, 1999; Shrivastava & Cooper, 2008).
- 16.
Geographers at the Ninth Symposium on Knowledge and Space (Heidelberg, June 2010) commented that their discipline has not yet paid much attention to the body in space, especially organizational space.
- 17.
My initial experiments in 2012 and 2013 with web-based survey instruments in France and the Basque country to collect the thoughts and feelings of employees, managers, and artists before and after participating in artistic interventions generated rich data. A preliminary analysis that includes the use of a software package for lexical analysis (Alceste) will be presented at EGOS 2013 in Montreal with Gervaise Debucquet.
References
Abel, G. (2008). Forms of knowledge: Problems, projects, perspectives. In P. Meusburger, M. Welker, & E. Wunder (Eds.), Clashes of knowledge: Orthodoxies and heterodoxies in science and religion (pp. 11–33). Knowledge and space: Vol. 1. Dordrecht, The Netherlands: Springer.
Adler, N. J. (2002). International dimensions of organizational behavior (4th ed.). Cincinnati, OH: South-Western College Publishing.
Adler, N. J. (2006). The arts and leadership: Now that we can do anything, what will we do? The Academy of Management Learning and Education, 5, 486–499.
Adler, N. J. (2010). Going beyond the dehydrated language of management: Leadership insight. Journal of Business Strategy, 31(4), 90–99.
Amabile, T. M. (1996). Creativity in context: Update to the social psychology of creativity. Boulder, CO: Westview Press.
Anderson, J., Reckhenrich, J., & Kupp, M. (2011). The fine art of success: How learning great art can create great business. New York: Wiley.
Argyris, C., & Schön, D. (1978). Organizational learning—A theory of action perspective. Reading, MA: Addison-Wesley.
Bamberger, P., & Pratt, M. (2010). From the editors—Moving forward by looking back: Reclaiming unconventional research contexts and samples in organizational scholarship. Academy of Management Journal, 53, 665–671.
Barnes Foundation, The. (2010). About Barnes. Retrieved from http://www.barnesfoundation.org/h_main.html
Barry, D. (1994). Making the invisible visible: Using analogically-based methods to surface unconscious processes in organizations. Organizational Development Journal, 12(4), 37–48.
Barry, D., & Hansen, H. (Eds.). (2008). The SAGE handbook of new approaches in management and organization. London: Sage.
Barry, D., & Meisiek, S. (2004, September 15). NyX innovation alliances evaluation report. Retrieved from http://www.dpb.dpu.dk/dokumentarkiv/Publications/20051215151928/CurrentVersion/rapport.pdf
Barry, D., & Meisiek, S. (2010). Sensemaking, mindfulness and the workarts: Seeing more and seeing differently. Organization Studies, 31, 1505–1530.
Bergh, A., & Sloboda, J. (2010). Music and art in conflict transformation: A review [Theme issue on music and arts in conflict transformation]. Music and Arts in Action, 2(2), 2–18. Retrieved from http://musicandartsinaction.net/index.php/maia
Berthoin Antal, A. (2008). “Artful conversations” at the WZB. Retrieved from http://www.wzb.eu/gwd/kneu/veranstaltungen.en.htm
Berthoin Antal, A. (2009). A research framework for evaluating the effects of artistic interventions in organizations (p. 45). Gothenburg, Sweden: TILLT Europe.
Berthoin Antal, A. (2011a). Manifeste, corporel et imprévisible: l’apprentissage organisationnel de la Résidence d’artistes [Manifest, corporal, unpredictable: Organizational learning and artists in residence]. In Eurogroup Consulting (Ed.), La Résidence d’artistes Eurogroup Consulting (pp. 10–19). Catalogue No. 5. Puteaux, France: Eurogroup Consulting.
Berthoin Antal, A. (with Gómez de la Iglesia, R., & Vives Almandóz, M.). (2011b). Managing artistic interventions in organisations. A comparative study of programmes in Europe (2nd updated and expanded ed.). Gothenburg, Sweden: TILLT Europe.
Berthoin Antal, A. (2013a). Seeking values: Artistic interventions in organizations as potential cultural sources of values-added. In D. Baecker & B. P. Priddat (Eds.), Ökonomie der Werte/Economics of values (pp. 97–128). Marburg, Germany: Metropolis-Verlag.
Berthoin Antal, A. (2013b). Art-based research for engaging not-knowing in organizations. Journal of Applied Arts & Health, 4, 67–76.
Berthoin Antal, A., Dierkes, M., Child, J., & Nonaka, I. (2001). Organizational learning and knowledge: Reflections on the dynamics of the field and challenges for the future. In M. Dierkes, A. Berthoin Antal, J. Child, & I. Nonaka (Eds.), Handbook of organizational learning and knowledge (pp. 921–939). Oxford, UK: Oxford University Press.
Berthoin Antal, A., Lenhardt, U., & Rosenbrock, R. (2001). Barriers to organizational learning. In M. Dierkes, A. Berthoin Antal, J. Child, & I. Nonaka (Eds.), Handbook of organizational learning and knowledge (pp. 865–885). Oxford, UK: Oxford University Press.
Berthoin Antal, A., & Strauß, A. (2013). Evaluating artistic interventions in organizations: Finding evidence of values-added. Berlin, Germany: Wissenschaftszentrum Berlin für Sozialforschung. Retrieved from http://www.wzb.eu/sites/default/files/u30/effects_of_artistic_interventions_final_report.pdf
Berthoin Antal, A., Taylor, S., & Ladkin, D. (2013). Arts-based interventions and organizational development: It’s what you don’t see. In E. Bell, J. Schroeder, & S. Warren (Eds.), Routledge companion to visual organization (pp. 263–274). London: Routledge.
Biehl-Missal, B. (2010). Hero takes a fall: A lesson from theatre for leadership. Leadership, 6, 279–294.
Biehl-Missal, B. (2011a). Business is show business: Management presentations as performance. Journal of Management Studies, 48, 619–645.
Biehl-Missal, B. (2011b). Wirtschaftsästhetik. Wie Unternehmen Kunst als Instrument und Inspiration nutzen [Business aesthetics. How companies use art as an instrument and inspiration]. Wiesbaden, Germany: Gabler.
Boltanski, L., & Chiapello, E. (1999). Le nouvel esprit du capitalisme [The new spirit of capitalism]. Paris: Gallimard.
Boltanski, L., & Thévenot, L. (2006). On justification: Economies of worth (C. Porter, Trans.). Princeton, NJ: Princeton University Press.
Bovens, M., Schillemans, T., & ’T Hart, P. (2008). Does public accountability work? Public Administration, 86, 225–242.
Boyle, M.-E., & Ottensmeyer, E. (2005). Solving business problems through the creative power of the arts: Catalyzing change at Unilever. Journal of Business Strategy, 26(5), 14–21.
Brattström, V. (2012, May). Artistic knowledge and its application in organizational change: Reflections on using my artistic knowledge in the KIA project. Paper presented at the Cumulus Helsinki 2012 conference, Helsinki, Finland.
Brellochs, M., & Schrat, H. (Eds.). (2005). Raffinierter Überleben. Strategien in Kunst und Wirtschaft [Sophisticated survival techniques: Strategies in art and economy]. Berlin, Germany: Kadmos.
Brydon-Miller, M., Berthoin Antal, A., Friedman, V., & Gayá Wicks, P. (Eds.). (2011a). Arts and action research [Special issue]. Action Research, 9(1).
Brydon-Miller, M., Berthoin Antal, A., Friedman, V., & Gayá Wicks, P. (2011b). The changing landscape of arts and action research. Action Research, 9, 3–11.
Buswick, T., Creamer, A., & Pinard, M. (2004). (Re)educating for leadership: How the arts can improve business: Arts & business. Retrieved from http://www.aacorn.net/members_all/buswick_ted/ReEducating_for_Leadership.pdf
Chiapello, E. (1998). Artistes versus managers. Le management culturel face à la critique artiste [Artists versus managers: Cultural management and artist critique]. Paris: Editions Métailié.
Chodzinski, A. (2007). Kunst und Wirtschaft. Peter Behrens, Emil Rathenau und der dm-drogerie markt [Art and business: Peter Behrens, Emil Rathenau, and the dm-drogerie markt]. Berlin, Germany: Kulturverlag Kadmos.
Clark, T. (2008). Performing the organization: Organization theater and imaginative life as physical presence. In D. Barry & H. Hansen (Eds.), The SAGE handbook of new approaches in management and organization (pp. 401–411). Los Angeles: Sage.
Clark, T., & Mangham, I. (2004). Stripping to the undercoat: A review and reflections on a piece of organization theatre. Organization Studies, 25, 841–851.
Cook, T. (2009). The purpose of mess in action research: Building rigour though a messy turn. Educational Action Research, 17, 277–291.
Darsø, L. (2004). Artful creation: Learning-tales of arts-in-business. Frederiksberg, Denmark: Samfundslitteratur.
DeNora, T. (2000). Music in everyday life. Cambridge, UK: Cambridge University Press.
Dewey, J. (2005). Art as experience. New York: Penguin Group. (Original work published 1934)
Dierkes, M., Berthoin Antal, A., Child, J., & Nonaka, I. (Eds.). (2001). Handbook of organizational learning and knowledge. Oxford, UK: Oxford University Press.
Economist. (2011, February 17). Schumpeter: The art of management—Business has much to learn from the arts. Retrieved from http://www.economist.com/node/18175675
Ferro-Thomsen, M. (2005). Organisational art: A study of art at work in organisations. Unpublished master’s thesis, University of Copenhagen, Copenhagen. Retrieved from http://www.ferro.dk/academic/orgart.htm
Friedman, V. (2001). The individual as agent of organizational learning. In M. Dierkes, A. Berthoin Antal, J. Child, & I. Nonaka (Eds.), Handbook of organizational learning and knowledge (pp. 398–414). Oxford, UK: Oxford University Press.
Friedman, V., & Berthoin Antal, A. (2005). Negotiating reality: A theory of action approach to intercultural competence. Management Learning, 36, 69–86.
Friedman, V., Lipshitz, R., & Overmeer, W. (2001). Creating conditions for organizational learning. In M. Dierkes, A. Berthoin Antal, J. Child, & I. Nonaka (Eds.), Handbook of organizational learning and knowledge (pp. 757–774). Oxford, UK: Oxford University Press.
Friedman, V., & Rogers, T. (2009). There’s nothing so theoretical as good action research. Action Research, 7, 31–47. doi:10.1177/1476750308099596.
Funke, J. (2009). On the psychology of creativity. In P. Meusburger, J. Funke, & E. Wunder (Eds.), Milieus of creativity: An interdisciplinary approach to spatiality of creativity (pp. 11–23). Knowledge and space: Vol. 2. Dordrecht, The Netherlands: Springer.
Gagliardi, P. (2006). Exploring the aesthetic side of organizational life. In S. R. Clegg, C. Hardy, T. B. Lawrence, & W. R. Nord (Eds.), The SAGE handbook of organization studies (2nd ed., pp. 701–724). London: Sage.
Gayá Wicks, P., & Rippin, A. (2010). Art as experience: An inquiry into art and leadership using dolls and doll-making. Leadership, 6, 259–278.
Gibb, S. (2004). Arts-based training in management development: The use of improvisational theatre. The Journal of Management Development, 23, 741–750.
Göbel, H. (2012). Practicing urban atmospheres: The re-use of ruins in the culturalized city. Unpublished doctoral thesis, University of Konstanz, Konstanz, Germany.
Grefe, G. (2010). Les systèmes d’incitation à l’échange de connaissances au sein de communautés métiers de l’aluminium: essai d’explication d’un modèle [Incentive systems for knowledge sharing in communities of metalworking: Attempt to explain a model]. Unpublished doctoral thesis, Université Paris-Sud 11, Paris.
Grzelec, A., & Prata, T. (2013). Artists in organizations. Mapping of producers of artistic interventions in Europe. Creative Clash report. Gothenburg, Sweden: TILLT. http://www.creativeclash.eu/wp-content/uploads/2013/03/Creative_Clash_Mapping
Guillet de Monthoux, P. (2004). The art firm: Aesthetic management and metaphysical marketing. Stanford, CA: Stanford University Press.
Guillet de Monthoux, P., Gustafsson, C., & Sjöstrand, S.-E. (2007). Aesthetic leadership: Managing fields of flow in art and business. Basingstoke, Hampshire, UK: Palgrave Macmillan.
Hansen, K. (2005). Positionists’ productions: The scope of a correlative art practice in contexts of organizing. In M. Brellochs & H. Schrat (Eds.), Produkt und Vision—Reader—Sophisticated survival techniques—Strategies in art and economy (pp. 171–181). Berlin, Germany: Kadmos.
Harvey, D. (2005). Space as a key word. In D. Harvey (Ed.), Spaces of neoliberalization: Towards a theory of uneven geographical development (pp. 93–115). Hettner-Lecture, Vol. 8. Stuttgart, Germany: Franz Steiner.
Hatch, M. J. (1999). Exploring the empty spaces of organizing: How improvisational jazz helps redescribe organizational structure. Organization Studies, 20, 75–100.
Huber, G. P. (1991). Organizational learning: The contributing process and the literature. Organization Science, 2, 88–115.
Hüttler, M. (2005). Unternehmenstheater—vom Theater der Unterdrückten zum Theater der Unternehmer? [Corporate theater: From the theater of the oppressed to the theater of management?]. Stuttgart, Germany: Ibidem Verlag.
Jennings, M., & Baldwin, A. (2010). Filling out the forms was a nightmare: Project evaluation and the reflective practitioner in community theatre in contemporary Northern Ireland. Music and Arts in Action, 2(2), 72–89. Retrieved from http://musicandartsinaction.net/index.php/maia
KEA European Affairs. (2009). The impact of culture on creativity. A study prepared for the European Commission (Directorate-General for Education and Culture). Brussels. Retrieved from http://www.keanet.eu/docs/impactculturecreativityfull.pdf
Kim, D. H. (1993). The link between individual and organizational learning. Sloan Management Review, 35(1), 37–50.
Kivinen, N. (2006). Entering organisations: Essays on image, space and difference. Abo, Finland: Oy Nord Print.
Knowles, J. G., & Cole, A. L. (Eds.). (2008). Handbook of the arts in qualitative research: Perspectives, methodologies, examples, and issues. Los Angeles: Sage.
Ladkin, D. (2008). Leading beautifully: How mastery, congruence and purpose create the aesthetic of embodied leadership practice. The Leadership Quarterly, 19, 31–41.
Lehrer, J. (2007). Proust was a neuroscientist. New York: Houghton-Mifflin.
March, J. G., & Olsen, P. (1975). The uncertainty of the past: Organizational learning under ambiguity. European Journal of Political Research, 3, 147–171.
Massey, D. (1985). New directions in space. In D. Gregory & J. Urry (Eds.), Social relations and spatial structures (pp. 9–19). New York: St. Martin’s Press.
Massey, D. (1999). Philosophy and politics of spatiality: Some considerations. In D. Massey (Ed.), Power-geometries and the politics of space time (pp. 27–42). Hettner-Lecture: Vol. 2. Heidelberg, Germany: University Department of Geography.
Massey, D. (2005). For space. London: Sage.
May, J., & Thrift, N. (Eds.). (2001). TimeSpace: Geographies of temporality. London: Routledge.
McNiff, S. (1998a). Art-based research. London: Jessica Kingsley.
McNiff, S. (1998b). Trust the process: An artist’s guide to letting go. Boston: Shambala.
Meusburger, P. (2009). Milieus of creativity: The role of places, environments, and spatial contexts. In P. Meusburger, J. Funke, & E. Wunder (Eds.), Milieus of creativity: An interdisciplinary approach to spatiality of creativity (pp. 97–153). Knowledge and space: Vol. 2. Dordrecht, The Netherlands: Springer.
Nissley, N. (1999). Viewing corporate art through the paradigmatic lens of organizational symbolism: An exploratory study. Unpublished doctoral dissertation, The George Washington University, Washington, DC.
Nissley, N., Taylor, S. S., & Houden, L. (2004). The politics of performance in organizational theatre-based training and interventions. Organization Studies, 25, 817–839.
Nonaka, I., & Konno, N. (1998). The concept of ba: Building a foundation for knowledge creation. California Management Review, 40(3), 40–54.
Nonaka, I., & Takeuchi, H. (1995). The knowledge creating company: How Japanese companies create the dynamics of innovation. New York: Oxford University Press.
Pelzer, P. (2006). Art for management’s sake? A doubt. Culture and Organization, 12, 65–77.
Pressman, J., & Wildavsky, A. (1984). Implementation: How great expectations in Washington are dashed in Oakland (3rd expanded ed.). Berkeley, CA: University of California Press.
Reason, P., & Bradbury, H. (Eds.). (2008). The SAGE handbook of action research: Participative inquiry and practice (2nd ed.). London: Sage.
Schein, E. H. (1993). How can organizations learn faster? The problem of entering the green room. Sloan Management Review, 34(2), 85–92.
Schiuma, G. (2009). The value of arts-based initiatives—Mapping arts-based initiatives: Arts & business. Retrieved from http://www.artsandbusiness.org.uk/Media%20library/Files/Research/Mapping%20ABIs%20-%20Prof%20SchiumaFINAL.pdf
Seifter, H., & Buswick, T. (Eds.). (2005). Arts-based learning for business [Special issue]. Journal of Business Strategy, 26(5).
Shrivastava, P., & Cooper, M. (2008). Leading with passion: Art of management conference proceedings. Banff, Alberta, Canada: Banff Center.
Stark, D. (2009). The sense of dissonance: Accounts of worth in economic life. Princeton, NJ: Princeton University Press.
Statler, M., Roos, J., & Victor, B. (2009). Ain’t misbehavin’: Taking play seriously in organizations. Journal of Change Management, 9, 87–107.
Strati, A. (1999). Organization and aesthetics. London: Sage.
Strati, A. (2000). The aesthetic approach in organization studies. In S. Linstead & H. Höpfl (Eds.), The aesthetics of organization (pp. 13–34). London: Sage.
Strauß, A. (2012). Researchers, models and dancing witches: Tracing dialogue between art and business. Unpublished doctoral thesis, University of Essex, Colchester, UK.
Styhre, A., & Eriksson, M. (2008). Bring in the arts and get the creativity for free: A study of the artists in residence project. Creativity and Innovation Management, 17, 47–57.
Swidler, A. (1986). Culture in action: Symbols and strategies. American Sociological Review, 51, 273–286.
Taylor, S. S. (2002). Overcoming aesthetic muteness: Researching organizational members’ aesthetic experience. Human Relations, 55, 821–840.
Taylor, S. S., & Ladkin, D. (2009). Understanding arts-based methods in managerial development. The Academy of Management Learning and Education, 8, 55–69.
Taylor, S. S., & Statler, M. (2009, August). Material matters: Designing arts-based learning processes in organizations. Paper presented at the Annual Conference of the Academy of Management, Chicago.
Tuan, M. (2008). Measuring and/or estimating social value creation. Paper prepared for the Bill and Melinda Gates Foundation. Seattle, WA. Retrieved from http://www.gatesfoundation.org/learning/documents/wwl-report-measuring-estimating-social-value-creation.pdf
Velthuis, O. (Ed.). (2005). Imaginary economics: Contemporary artists and the world of big money. Rotterdam, The Netherlands: NAI Publisher.
Wechsler, L. (1982). Seeing is forgetting the name of the thing one sees: A life of contemporary artist Robert Irwin. Berkeley, CA: University of California Press.
Weichhart, P. (1996). Die Region—Chimäre, Artefakt oder Strukturprinzip sozialer Systeme? [The region—Chimera, artifact, or structural principle of social systems]. In G. Brunn (Ed.), Region und Regionsbildung in Europa: Konzeptionen der Forschung und empirische Befunde: Vol. 1. Schriftenreihe des Instituts für Europäische Regionalforschung (pp. 25–43). Baden-Baden, Germany: Nomos.
Weichhart, P. (1999). Die Räume zwischen den Welten und die Welt der Räume. Zur Konzeptioneines Schlüsselbegriffs der Geographie [The spaces between the worlds and the world of spaces: On the inception of a key concept of geography]. In P. Meusburger (Ed.), Handlungszentrierte Sozialgeographie: Benno Werlens Entwurf in kritischer Diskussion (pp. 67–94). Erkundliches Wissen: Vol. 130. Stuttgart, Germany: Franz Steiner.
Weichhart, P. (2003). Gesellschaftlicher Metabolismus und Action Settings. Die Verknüpfung von Sach- und Sozialstrukturen im alltagsweltlichen Handeln [Social metabolism and action settings: The link between technical and social structures in everyday action]. In P. Meusburger & T. Schwan (Eds.), Humanökologie: Ansätze zur Überwindung der Natur-Kultur-Dichotomie (pp. 15–44). Erdkundliches Wissen: Vol. 135. Stuttgart, Germany: Franz Steiner.
Weller, S. (2009). Kunst als Entwicklungskonzept im New Management. Das Beispiel dm-drogerie markt [Art as development concept in new management: The example of dm-drogerie markt]. Unpublished master thesis, Freie Universität Berlin, Berlin.
Werlen, B. (1993). Society, action and space: An alternative human geography (G. Walls, Trans.). London: Routledge.
Werlen, B. (1998). Political regionalism. In L. Embree (Ed.), Alfred Schutz’s theory of social sciences (pp. 1–22). Dordrecht, The Netherlands: Kluwer Academic.
Wood, C., & Leighton, D. (2010). Measuring social value: The gap between policy and practice. London: Demos.
Acknowledgment
This contribution was written during a fellowship in 2010 at the Institute for Advanced Study Konstanz, for which I am deeply grateful. I am also grateful to numerous colleagues around the world who commented on earlier drafts of this chapter, especially Arild Bergh, Victor Friedman, Friedrich Lenger, Stefan Meisiek, Peter Meusburger, André Sobczak, Anke Strauß, and Steve Taylor.
Author information
Authors and Affiliations
Corresponding author
Editor information
Editors and Affiliations
Rights and permissions
Copyright information
© 2014 Springer Science+Business Media Dordrecht.
About this chapter
Cite this chapter
Antal, A.B. (2014). When Arts Enter Organizational Spaces: Implications for Organizational Learning. In: Berthoin Antal, A., Meusburger, P., Suarsana, L. (eds) Learning Organizations. Knowledge and Space, vol 6. Springer, Dordrecht. https://doi.org/10.1007/978-94-007-7220-5_11
Download citation
DOI: https://doi.org/10.1007/978-94-007-7220-5_11
Published:
Publisher Name: Springer, Dordrecht
Print ISBN: 978-94-007-7219-9
Online ISBN: 978-94-007-7220-5
eBook Packages: Humanities, Social Sciences and LawSocial Sciences (R0)