Organizations and death: A view from death studies

Research output: Contribution to journalArticle

3 Citations (Scopus)

Abstract

This article reflects on two indirect ways in which death arguably intersects with organizations. Some analysts use the term ‘organizational death’ as a metaphor that, unlike euphemism, serves to highlight rather than hide the human suffering entailed in organizational change. Some analysts have applied to organizations Becker's idea that repression of death awareness/anxiety drives human – and thus organizational – behaviour; whether or not one accepts the Freudian concept of repression, it is certainly possible to argue that a desire for personal immortality can influence behaviour in organizations, while in certain circumstances employees may assume the organization is immortal.
LanguageEnglish
Pages68-76
Number of pages9
JournalCulture and Organization
Volume20
Issue number1
Early online date17 Dec 2013
DOIs
StatusPublished - 2014

Fingerprint

repression
death
organizational behavior
organizational change
metaphor
employee
anxiety
organization
Analysts
Organizational change
Organizational behaviour
Anxiety
Employees

Cite this

Organizations and death : A view from death studies. / Walter, Tony.

In: Culture and Organization, Vol. 20, No. 1, 2014, p. 68-76.

Research output: Contribution to journalArticle

@article{d6573e23150640ec93ed7f7a01c409f1,
title = "Organizations and death: A view from death studies",
abstract = "This article reflects on two indirect ways in which death arguably intersects with organizations. Some analysts use the term ‘organizational death’ as a metaphor that, unlike euphemism, serves to highlight rather than hide the human suffering entailed in organizational change. Some analysts have applied to organizations Becker's idea that repression of death awareness/anxiety drives human – and thus organizational – behaviour; whether or not one accepts the Freudian concept of repression, it is certainly possible to argue that a desire for personal immortality can influence behaviour in organizations, while in certain circumstances employees may assume the organization is immortal.",
author = "Tony Walter",
year = "2014",
doi = "10.1080/14759551.2013.866731",
language = "English",
volume = "20",
pages = "68--76",
journal = "Culture and Organization",
issn = "1475-9551",
publisher = "Routledge",
number = "1",

}

TY - JOUR

T1 - Organizations and death

T2 - Culture and Organization

AU - Walter, Tony

PY - 2014

Y1 - 2014

N2 - This article reflects on two indirect ways in which death arguably intersects with organizations. Some analysts use the term ‘organizational death’ as a metaphor that, unlike euphemism, serves to highlight rather than hide the human suffering entailed in organizational change. Some analysts have applied to organizations Becker's idea that repression of death awareness/anxiety drives human – and thus organizational – behaviour; whether or not one accepts the Freudian concept of repression, it is certainly possible to argue that a desire for personal immortality can influence behaviour in organizations, while in certain circumstances employees may assume the organization is immortal.

AB - This article reflects on two indirect ways in which death arguably intersects with organizations. Some analysts use the term ‘organizational death’ as a metaphor that, unlike euphemism, serves to highlight rather than hide the human suffering entailed in organizational change. Some analysts have applied to organizations Becker's idea that repression of death awareness/anxiety drives human – and thus organizational – behaviour; whether or not one accepts the Freudian concept of repression, it is certainly possible to argue that a desire for personal immortality can influence behaviour in organizations, while in certain circumstances employees may assume the organization is immortal.

UR - http://www.scopus.com/inward/record.url?scp=84891111395&partnerID=8YFLogxK

UR - http://dx.doi.org/10.1080/14759551.2013.866731

U2 - 10.1080/14759551.2013.866731

DO - 10.1080/14759551.2013.866731

M3 - Article

VL - 20

SP - 68

EP - 76

JO - Culture and Organization

JF - Culture and Organization

SN - 1475-9551

IS - 1

ER -