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The purpose of this paper is to add to current discussions on the use of Lacanian psychoanalysis in organizational change. Specifically, It argues that critiques of Lacan's work must be acknowledged and incorporated into these discussions. To date, there remains a silence surrounding these critiques within organization studies.

The paper presents the existing studies that draw upon Lacan's work in the context of organizational change initiatives. It highlights the value of this theory. Next, it outlines critiques of Lacan's concepts of phallus and incest taboo, and show how these concepts can be exclusionary.

The paper finds that there remains little debate within organization studies around such critiques. Lacan tends to be employed in ways that risk reproducing particular, exclusionary aspects of his theory. A homophobic and patriarchal legacy persists in appropriations of his writing. It outlines alternative ways of reading Lacan, which aim to avoid such exclusions. It shows how introducing such alternatives is a difficult project, first, given the silence surrounding critiques of Lacan in the organizational change literature. Second, following Foucault, It argues that language has power: a patriarchal schema is self‐reinforcing in its persistence within a particular discipline, and thus difficult to dislodge.

Given these findings, the paper concludes that organization theorists and practitioners ought to engage with critiques of Lacan's work, when employing it in their own. The silence surrounding such legacies is dangerous. It argues that the first step in engaging with Lacan's work should be to give voice to such critiques, if his writing is to be employed in the practice and study of organizational change.

This paper provides a unique engagement with Lacan's work in the context of the study and practice of organizational change interventions. It presents an evaluation of well‐known critiques and useful recommendations for theorists and practitioners considering a Lacanian approach to this area of management studies.

The purpose of this paper is to provide an introductory overview of this special issue highlighting some of the distinctive features of Žižek's Lacan‐inspired thought relevant to the role of ideologies in organizational change management.

The approach used aims to show how ideological and ethical ramifications of Žižek's recent analysis of a “Jacobin” change paradigm can affect thought on everyday change practices in business and management.

Some parallels are drawn between current change practices and narrative tactics employed by Robespierre during the Jacobin reign of terror to “extort” the commitment of participants in the change process.

This paper/special issue invites reconsideration of our late capitalist intellectual/practical “reflexes” in change management, i.e. to reassess their ideological mechanism.

Žižekian/Lacanian approaches to organizations and change are especially suitable for this purpose but have only recently begun to emerge.

The purpose of this paper is to introduce the concept of performative struggle through the use of an interpretative case story focussed on a strategic decision-making process concerning infrastructural development. Performativity is about “world-making” (Carter et al., 2010), based on the assumption that conceptual schemes are not only prescriptions of the world, for the practices flowing from these abstract ideas bring into being the world they are describing. The focus on agency and multiplicity in the academic debate on performativity in organizational settings are combined, resulting in the conceptualization of a multitude of performative agents struggling to make the world.

The methodological approach of this paper is based on an interpretative analysis of contrasting narratives that are told by political-executives in a strategic decision-making process. These narratives are based on in-depth interviews and participant observation. The interpretative case story, exhibiting the strategic decision-making practices of Aldermen, Delegates and Ministers – focusses on the moments of performative struggle based on strategic narrative practices.

The interpretative case story will exhibit the way in which a multiplicity of agents reflects on the performative dimension of the decision-making process, anticipates on its performative effects and attempts to manipulate the strategic vision that is actualized into reality. Moreover, the agents are not primarily concerned with the actualization of a specific infrastructural project; they are more concerned with the consequences of decision making for their more comprehensive strategic visions on reality.

The notion of performative struggle has not yet been explicitly studied by scholars focussing on performativity. However, the concept can be used as an appropriate lens for studying meaning making within ethnographic studies on organizational processes such as for instance culture change intervention and strategy formation. The concept of performative struggle is especially useful for understanding the political dimension of meaning making when studying an organizational life-world through the use of ethnographic research.

The originality of this paper lies in the innovative conceptualization of struggle between a multiplicity of reflexive agents in the debate on performative world-making. Moreover, the incorporation of the perspective of performative struggle within organizational ethnographic research is valuable for the development of organizational ethnographic methodology.

Goal 16 of the SDGs concerns ‘Peace, Justice and Strong Institutions’. Specifically, Goal 16 states ‘Promote peaceful and inclusive societies for sustainable development, provide access to justice for all and build effective, accountable and inclusive institutions at all levels’. Among the targets of this goal (Target 16.5) is to ‘Substantially reduce corruption and bribery in all their forms’. Undoubtedly, the recognition and inclusion of corruption and bribery among other relevant governance aspects is laudable and necessary. This chapter examines and analyses the relationship between corruption and sustainable development, assesses regional performance through the indicators for achieving Target 16.5 of the Sustainable Development Goals and proposes other indicators and policy frameworks for improved performance toward substantially reducing corruption and bribery in all their forms.

The 2006 General Assembly adoption of the United Nations (UN) Global Counter-terrorism strategy marked the first time all member states ratified a collective counter-terrorism (CT) agenda. Building on the 2000 Millennium Development Goals, the strategy incorporated Amartya Sen's capability-based approach to development. This promised human-oriented and holistic methods for countering terrorism and violent extremism, in contrast to the post-2001 ‘hard security’ context of the United States–led Global War on Terror (GWOT). Although the first pillar of the strategy emphasised human rights and social progress over isolated economic growth, poverty, violence and retrogression in conflict zones since 2006 have led to the deaths of millions. Combined with resource scarcity and environmental devastation, insurgency-related conflicts have resulted in 70 million people displaced worldwide in 2019, while the politically violent phenomena of extreme right-wing nationalism and neo-jihadism remain prevalent. Reflecting on the social and economic outcomes of the GWOT, this chapter evaluates development-related discourses and activity in UN-led initiatives to counter and prevent violent extremism and terrorism. In doing so, it accounts for the impacts of UN CT measures on contemporary patterns ‘in phenomena described in policy arenas as ‘violent extremism’ and ‘terrorism’, including ‘neo-jihadism’ and right-wing extremism, in Global North and Global South contexts.

This paper aims to examine whether the strength of positive brand relationship can either mediate between trust, satisfaction, attitude towards the brand and loyalty or moderate the link between these variables. Existing research has established that trust, satisfaction and the attitude towards the brand contribute to the development of brand loyalty. However, recently, there is a growing stream of research indicating that the brands are not only facilitating transaction but companies can also use them to develop and maintain links with their customers. The exploration of the role of brands in the development of bonds with the customers is still very limited.

Data were collected from 189 women who are using lipstick in Glasgow, Scotland. Respondents were asked to answer a questionnaire keeping in mind their preferred brand.

The findings revealed that the strength of the consumer brand relationship is a very strong predictor of brand loyalty. They also suggested that brand relationship does not moderate the relationship between brand trust, satisfaction and brand loyalty, but it mediates the link amongst these constructs.

One product category was examined. The data were collected from females in a big city with non-probabilistic sampling. Most of the respondents were younger consumers, who may have different behavior compared to older consumers.

Managers are constantly looking for ways to increase brand loyalty. They need to appreciate the importance of consumer engagement with their brand through positive brand relationships. Therefore, they need to try to develop brand identities and project brand images that will make the brands look as appealing to the consumers as relationship partners.

This paper supports the view that brands are not only facilitating transactions but can also develop and maintain links with their customers, especially engaged customers, and the exploration of these bonds is still limited. This paper is adding to the literature on brand engagement and brand relationships from a quantitative perspective and is contributing to theory building, as there is no clear theoretical view on whether the brand relationship has a direct effect, i.e. either mediates or moderates the link between these variables.