How art works may afect organizational life has been debated now for long time (e.g. Strati 1992 and 1999). Scholars in this feld have adopted diferent theoretical perspectives to underscore the meaning of art in organizations, ranging from sense-making and mindfulness (Barry and Meisiek, 2010) to individual learning (Taylor and Ladkin, 2009; Friedman and Antal, 2009) and organizational learning (Antal et al., 2014; Sköldberg et al., 2016), to name just a few. In this paper, we focus on a specifc typology of art work in organizations: corporate collections. We discuss the multiple logics and practices that emerge around a corporate collection. Moreover, we investigate how these logics may frame a corporate collection as an organizational artefact that either creates interspaces for collaboration across organizational domains, or divides and prevents knowledge sharing and exchange.
|Title of host publication||Organizing in the shadow of power|
|Editors||Stefano Consiglio, Gianluigi Mangia, Marcello Martinez, Riccardo Mercurio, Luigi Moschera Paolo Canonico|
|Number of pages||24|
|Publication status||Published - 2018|
- corporate art collections
- practices configuration