An apprenticeship to pleasure: aesthetics dynamics in organizational learning

Jean-Luc Moriceau () and Isabela dos Santos Paes ()
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Jean-Luc Moriceau: IMT-BS - DEFI - Département Droit, Économie et Finances - TEM - Télécom Ecole de Management - IMT - Institut Mines-Télécom [Paris] - IMT-BS - Institut Mines-Télécom Business School - IMT - Institut Mines-Télécom [Paris], LITEM - Laboratoire en Innovation, Technologies, Economie et Management (EA 7363) - UEVE - Université d'Évry-Val-d'Essonne - TEM - Télécom Ecole de Management
Isabela dos Santos Paes: IMT-BS - DEFI - Département Droit, Économie et Finances - TEM - Télécom Ecole de Management - IMT - Institut Mines-Télécom [Paris] - IMT-BS - Institut Mines-Télécom Business School - IMT - Institut Mines-Télécom [Paris], Luna Lunera (.)

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Abstract: Purpose - The purpose of this paper is to show what we can learn from an aesthetics perspective on organizational learning, and especially about some power dynamics unseeable with other perspectives.Design/methodology/approach - An exploratory ethnographic study based on the turn-to-affect on the case of a theatre play in which many of the bearings that usually guide theatrical creation were removed.Findings - Analysis highlights that an a priori distribution of the sensible that locks routines, representations and roles is seldom questioned in organizational learning programs; the motion enabling organizational learning is less likely to be brought about by a change in power distribution than with the removal of some elements of power that freeze situations; organizational learning diffusion does not only go through norms, rules, values and repositories, but also through affects; and learning runs through a fragile communication of movements, always under the threat of becoming major knowledge and power distribution.Research limitations/implications - This paper is based on a single case.Practical implications - A too tight and close management of organizational learning is likely to thwart and limit its very learning possibilities.Originality/value - Several findings are in contradiction to technological or too managerial approaches to organizational learning. The study hopes to contribute by providing a supplement of complexity in our analysis of organizational learning, notably advocating for taking into account the role of affects, sensibility and the politics of aesthetics.

Keywords: Aesthetics; Distribution of the sensible; Affects; Organizational Learning; Theatre play (search for similar items in EconPapers)
Date: 2016-02
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Published in Society and Business Review, 2016, 11 (1), pp.80 - 92. ⟨10.1108/SBR-10-2015-0059⟩

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-01272031

DOI: 10.1108/SBR-10-2015-0059

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