New Article: “Dis/organising visibilities: Governmentalisation and counter-transparency”

I have published an article in the journal Organization entitled “Dis/organising visibilities: Governmentalisation and counter-transparency”. The article uses the case of Edward Snowden for developing a critical concept of organizational transparency. Here is abstract and link to the article:

This paper situates organisational transparency in an agonistic space that is shaped by the interplay of ‘mechanisms of power that adhere to a truth’ and critical practices that come from below in a movement of ‘not being governed like that and at that cost’ (Foucault, 2003: 265). This positioning involves an understanding of transparency as a practice that is historically contingent and multiple, and thus negotiable and contested. By illustrating the entanglement of ‘power through transparency’ and ‘counter-transparency’ with reference to the example of Edward Snowden’s whistleblowing, the paper contributes to the critique of transparency and to debates on the use of Foucauldian concepts in post-panoptic contexts of organising. By introducing the notion of ‘counter-transparency’, the paper expands the conceptual vocabulary for understanding the politics and ethics of managing and organising visibility.

Please check out the open access article here.

New Article in Organization Theory: Transparency and Accountability: Causal, Critical and Constructive Perspectives

Earlier this year, the journal Organization Theory launched as the sister journal to Organization Studies, similar to the distinction between AMJ (empirical) and AMR (theoretical) at the Academy of Management. Part of Organization Theory is a “Conversations and Controversies section”, where Maximilian Heimstädt and I managed to publish an article entitled “Transparency and Accountability: Causal, Critical and Constructive Perspectives”. The abstract of reads as follows:

Given the excessive power of Google and other large technology firms, transparency and accountability have turned into matters of great concern for organization scholars. So far, most studies adopt either a causal or critical perspective on the relationship between the two concepts. These perspectives are pitted against each other but share some basic assumptions – a fact which limits organization theory’s ability to fully grasp the management of (digital) visibilities. To address these limitations, we therefore propose a third, constructive perspective on these concepts. A constructive perspective turns transparency and accountability from analytic resources into topics of inquiry, allowing organization scholars to study how people in and around organizations put them to work and with what consequences. We introduce sites of ethical contestation as a new methodological strategy to conduct surprising and unintuitive empirical research from a constructive perspective.

The other article of the controversy has been authored by Richard Whittington and Basak Yakis-Douglas, who wrote about “The Grand Challenge of Corporate Control: Opening strategy to the normative pressures of networked professionals”. Both articles are available open access.

New Publication: »Politics of Disclosure: Organizational Transparency as Multiactor Negotiation«

Creating transparency is oftentimes imagined as something that can easily be turned on or off. Zooming in, transparency is hard work. In a new paper published in Public Administration Review, Leonhard Dobusch and I have traced the multiactor negotiations that led to the creation of an overarching Open Data program in the city administration of Berlin. The abstract reads: Continue reading “New Publication: »Politics of Disclosure: Organizational Transparency as Multiactor Negotiation«”