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The main goal of the paper is to explore the origins and developments of the first community cellular network in Mexico.

Data were gathered in 2015 and 2016 through in-depth interviews, participant observation, workshops, photos, official documents, and informal interviews in the state of Oaxaca in southern Mexico. Data was also drawn from the work of two activists, P. Bloom and E. Huerta, working with the community assemblies of a number of Indígena communities: Villa Talea de Castro, Santa María Yaviche, San Juan Yaee, San Ildefonso Villa Alta, San Bernardo Mixetepec, Santa Ana Tlahuitoltepec, San Jerónimo Progreso, Santiago Ayuquililla, San Miguel Huautla, Santa Inés de Zaragoza, Santo Domingo Xagacia, San Pablo Yaganiza, San Pedro Cajonos, San Francisco Cajonos, San Miguel Cajonos, San Mateo Cajonos, Santa María Alotepec, and San Juan Tabaá. To analyze the data, using codes created in Atlas.TI and relying on an inductive approach, we analyzed the history of this network within a theoretical framework informed by Actor-Network Theory.

Participants in the enactment of this cellular network followed two programs of actions, one technical and one legal. Together, the community assemblies and activists took advantage of available devices, free software and ordinary computers, on the one hand, and communal rules, national laws, constitutional reforms and tacit knowledge, on the other hand. They brought about a new, non-profit, communitarian, and self-organized network that allows for inexpensive communication between members of small, marginalized Indígena communities in the state of Oaxaca in Mexico.

The arrangement of actants that the case illustrates is replicable in other parts of the country and outside of Mexico. The new community cellular network reduces the economic costs of communication, facilitates some jobs and family bonds, expands the range of community-owned projects, encourages self-organization and ways of situated conflict resolution, and empowers communities in relation to external powerful telecommunication corporations.

This is a novel account of a highly unusual set of community-led institutional innovations based on firsthand information drawn from the main actants of the new network.

Bureaucratic hierarchy, as the hallmark of the modern organization, has been remarkably resilient in the face of increasingly pervasive attacks on its fundamental value and usefulness. We investigate the reasons for this from a cultural, particularly psychoanalytic, perspective – one that sees hierarchy's perpetuation not in terms of the efficacy of its instrumental potential, but rather in the values that are culturally sedimented within it. We argue that hierarchy reflects longings for a pure heavenly order that can never be attained yet remains appealing as a cultural fantasy psychologically gripping individuals in its beatific vision. To tease out this cultural logic we examine two representations of it in popular culture – the U.S. television comedy The Office (2005–) and comedian Will Farrell's impersonation of George W. Bush (2009). These examples illustrate the strength of bureaucratic hierarchy as an affective cultural ideal that retains its appeal even whilst being continually the subject of derision. We suggest that this cultural ideal is structured through a ‘fantasmatic narrative’ revolving around the desire for a spiritualized sense of sovereignty; a desire that is always undermined yet reinforced by its failures to manifest itself concretely in practice. Our central contribution is in relating hierarchy to sovereignty, suggesting that hierarchy persists because of an unquenched and unquenchable desire for spiritual perfection not only amongst leaders, but also amongst those they lead.

This paper has three purposes. The first is to introduce the concept of fantasy, based on Lacanian pyschoanlysis, in order to link theoretically the role of narrative and affect in organizational strategies of control. The second is to use this concept to illuminate the fantasmatic as well as ideological character of so‐called “market rationality.” The third is to reveal three dominant fantasies organizations draw on in an age of market rationality.

This paper is primarily a conceptual investigation into the ways Lacanian psychoanalytic theories can help link the phenomena of narrative and affect within strategies of organizational control and second, how this relates to current trends of market rationalism.

Drawing on a psychoanalytic register, the paper argues that organizational control strategies revolve around the presence of a fantasy which is comprised of a symbiotic stable fantasy promising psychological wholeness and an unstable fantasy threatening to prevent this achievement. Further, it reflects on how emergent notions of market rationality, analogous to themes of a “boundaryless” or “protean” career, draw on a particular anti‐organizational fantasies to affectively grip subjects within their values and practices. Three fantasies employed by organizations in an age of market rationalism were then identified.

In broader terms future research can turn to the concept of fantasy to better explain organizational control and ideological interpellation of employees, particularly in regard to concepts of narrative and emotion for this process. Specifically, this paper offers an innovative way to understand and investigate market rationality and changing cultures of organizations within the globalizing economy.

This paper offers the category of Lacanian fantasy for linking narrative and affect in managerial ideologies. Additionally it draws on Lacanian theory to provide a more coherent and theoretically sophisticated account of market rationality and organizational strategies countering this trend.

The purpose of this paper is to investigate how Marxist accounts of capitalism and capitalists as “vampiric” and “cannibalistic” can challenge the exploitation underlying “monstrosity” of the diverse “liberal organization”.

To bear out this argument, it will critically turn to Marx's original description of capitalism as “vampire” like. It will do so by examining a range of theoretical and existing empirical research related themes of contemporary diversity.

The paper argues that in order to avoid becoming capitalist monsters it is imperative to adopt an explicitly anti-capitalist Marxist perspective centring on themes of a “monstrous” capitalism. Capitalist organizations, not only “suck the blood of workers” but turns them into exploiting vampires, feeding on others for own profit and promotion. Yet it also expands on such readings by emphasizing the liberating possibilities that a more contemporary view of “monsters” stressing radical diversity and difference can make to this Marxist critique.

To this end, it illuminates how a perspective uniting these ideals, termed here as a “revolutionary monstrous humanism”, can effectively challenge the dehumanization of managerial control and market ideologies while also fighting for the right of individuals to express their heterogeneous and always evolving unique cultural identities.

Hierarchy and bureaucracy have been more or less welcomed companions of human civilisation from the very beginning. In almost every culture and epoch, ruling elites and followers, superiors and subordinates can be identified. Hierarchy and bureaucracy are quite flexible, adaptable and they are fairly persistent – but why could, or even should we see this as a problem?

This introduction will first provide a brief history of no change, followed by the second section where the advantages and disadvantages and the contested terrain of hierarchy are elaborated in some length. The discussion focuses on three areas: the functional, social and ethical qualities of hierarchy. In the final section, the chapters of this volume will be briefly introduced. The chapters are grouped into three sections: (I) Fundamentals and historical accounts of bureaucracy, (II) Organisational, cultural and socio-psychological aspects of hierarchy and (III) Alternative views on, and alternatives to hierarchy.

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.