Institutional Work in High-Altitude Mountaineering: Rope-Fixing, The ‘Everest Brawl’ and Changes in Sherpa Actorhood

Abstract

This chapter bridges two theoretical concerns: making sense of emancipatory processes within institutional work on the one hand and providing a more nuanced understanding of actorhood on the other hand. The authors develop the notion of ‘institutional co-appropriation work’ to characterise an emancipatory process whereby an institutionalised actor in a subaltern position manages to emancipate by appropriating some founding features of the elites position. The authors build on a case study focussing on the ‘Everest brawl’, an altercation high up on the mountain that revealed a critical evolution of sherpa actorhood. The authors analyse the struggles in the Nepalese mountaineering industry and show how sherpa actorhood is currently being reconfigured by the action of a few individuals willing to be recognised for their climbing abilities, and not their role as porters. This case epitomises the emergence of two distinct phenomena, explaining the magnitude of the event: the emergence of an empowered ‘new sherpa’ revealing heterogeneity of sherpa actorhood, in contrast to the accepted representations and the institutional work blurring the underlying rules and institutionalised roles of the mountaineering industry in Nepal. The implications for institutional work literature are twofold. First, the study of emancipatory processes benefits from more nuanced cases, where the actor in the subaltern position does not simply try to remove the dominant actor. Second, the notion of ‘actor’ within this stream of literature should not be taken-for-granted as is often the case.

Citation

Lenglet, M. and Rozin, P. (2019), "Institutional Work in High-Altitude Mountaineering: Rope-Fixing, The ‘Everest Brawl’ and Changes in Sherpa Actorhood", Hwang, H., Colyvas, J.A. and Drori, G.S. (Ed.) Agents, Actors, Actorhood: Institutional Perspectives on the Nature of Agency, Action, and Authority (Research in the Sociology of Organizations, Vol. 58), Emerald Publishing Limited, Leeds, pp. 229-249. https://doi.org/10.1108/S0733-558X20190000058013