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The purpose of this paper is to put forward an argument for the importance of social and situational dynamics present when groups of organizational members view images. This both enriches psychoanalytic theories of the visual previously brought to bear on this topic and adds a valuable psychoanalytical perspective to visual organization studies.

The paper extends Burkard Sievers’ concept of the “social photo matrix” (SPM) through an interdisciplinary review of literature in psychoanalysis, audiencing, media studies and social theory.

A socially nuanced variant of the SPM is put forward as a way to explore organizational members’ experiences of work and employment, as part of a nascent “visual methodological approach” to studying organization(s).

The ideas within this conceptual paper would benefit from empirical investigation. This would be a fruitful and interesting possibility for future research.

The paper concludes with a discussion of the contemporary utility of the SPM as a psychoanalytically‐motivated method through which to understand visually‐mediated effects of organizational action, as collectively experienced by their members and stakeholders.

The paper makes a particular contribution to the poorly‐researched area of the collective reception of organizational images and opens up possibilities to work with the hidden anxieties and defences that arise in the course of organizational action.

In the post‐industrial society traditional universities will not be insulated against change. No longer can they serve exclusively as degree‐granting bodies sheltering 18–22 year olds between allowances and salaries. They have to meet the needs of the Information Age or go the way of the dinosaur.

Organizations, in their structuring and administrative practices, stimulate and promote certain personality traits and attitudes in the individuals who work in them. Focuses on the contention that a “psychostructure” is developed which can be identified but may also be the source of anxiety, depression and other psychopathologies. Discusses the results of a recent study of anxiety and depression among principals in public schools within the context of the development of a psychostructure which is reflectant of a particular doctrine of public administration.

This paper aims to demonstrate the value of combining the strategic planning process with psychoanalytically informed interpretation through an exploratory case study.

The authors present their experiences and findings from a consulting engagement that began as a strategic planning assignment and soon evolved into an opportunity to explore unconscious forces inhibiting organizational change. The authors, trained in both areas, chose to infuse the two into a combined process that ultimately benefited the organization and suggested novel ways to think about the common process of strategic planning going forward.

The organization's strategic planning process was considerably enhanced, and its outcomes sustained, by illuminating the unconscious forces at work, particularly as they pertain to issues of power and authority in a male organizational culture found to have a profound negative influence upon the quality of the work environment and employee morale. Findings suggest that without a psychoanalytically informed approach, strategic planning would have failed to produce sustainable change.

While the findings reported are from a single case study, the themes explored are likely shared across multiple organizations. There is, therefore, significant potential in combining strategic planning with a psychoanalytic approach to improve organizational effectiveness and employee morale.

Although common in organizations, strategic planning is rarely augmented with psychoanalytic insights. This case study is the first of its kind to show how the two interventions may complement each other.

Historically, professionals did not consider that people with learning disabilities could make use of psychoanalytic psychotherapy because of limitations of intelligence (Symington, 1981; Symington, 1993; Sternlicht, 1965). Additionally, many believed that people with learning disabilities enjoyed immunity from emotional stress and psychiatric disturbances (Fletcher, 1993). Maladaptive behaviours were perceived as a manifestation of the condition of learning disability and not as a possible sign of psychiatric disorder or emotional problems. However, over the last decade there has been a growing realisation that people with learning disabilities have emotional problems in the same way as others, but are in some ways more vulnerable to developing psychiatric and psychological disturbances. Psychoanalytic practitioners wishing to undertake outcome research have experienced difficulties in finding a measuring device that understands the subtleties of change in the internal psychological structure over time. PORT and DMT (the Percept‐genetic Object Relation Test and the Defence Mechanism Test) are two projective tests that have been extensively validated in Sweden. This paper explores the use of the PORT and DMT outcome measures in the context of Anglo‐Swedish psychotherapy research.

This paper aims to reflect on how Lacanian psychoanalysis might inform management studies, and discuss limitations and consequences of adopting this particular framework for doing research in organizations.

The authors integrate existing literature on the topic, and try to articulate what Lacanian psychoanalysis contributes to the study of organizations and management; what its conceptual premises are; and which methodological consequences these premises have. Special attention is paid to the epistemological position of Lacanian psychoanalysis, and to potential pitfalls in using Lacanian theory.

The authors highlight the danger of Lacanian theory functioning as a dogmatic interpretative frame, and suggest countering this tendency by accentuating both the spirit of investigation fostered by Lacan and the ethical stakes of psychoanalytic intervention. The authors equally contend that Lacanian psychoanalysis problematizes the underpinnings of scientific discourse in general, with the epistemological foundations of the social sciences being called into question. Finally, they note that the scientific character of Lacanian psychoanalysis is itself open to contestation if approached from a positivistic point of view. Addressing these objections, the authors argue for the possibility of a promising epistemological convergence between psychoanalysis and management studies.

Overall, the authors' point is that Lacanian theory is unique in its systematic study of the dimension of the excluded and that it is in the study of this dimension that the benefit for organization and management research is to be found.

Since the Jellinekian Foundation of modern alcohol studies 75 years ago, no one has yet systematically studied the role of his ethnographic studies, his university attendance and engagement in psychoanalytic work leading to the birth of his first book (published in 1917), which applied an ethnographic approach. The purpose of this paper is to uncover and show the ethnographic, experimental psychological and psychoanalytic roots in Jellinek’s different models of alcohol problems, from the conventional medical one, though the Alcoholics Anonymous-inspired concept, to the species of alcoholism theory.

Using the data from their research in the archives of Budapest, Berlin, Leipzig and Grenoble, the authors examine Jellinek’s scientific output in alcohol studies. They focus on data related to Jellinek’s activity in statistics, ethnography including field work and the business model of psychoanalysis.

Drawing from various traditions of science, Jellinek acquired considerable sources of knowledge with the help of his friends and teachers during his formative years, which later led him to renew and transform his models of alcohol problems. New data on Jellinek’s personal history, a by-product of the archival research, is also presented.

The Jellinekian heritage, including his cross-fertilisation approach, represents a vast reserve for addiction science.

This paper not only adds to the understanding of the history of addiction, but might also lead to a rearranging of our knowledge about the founder of the field.

In recent years much research attention has focused on managers and entrepreneurs, but very few studies have compared the two. In the current exploratory study, 20 Israeli entrepreneurs (that are the focus of great curiosity but little research) were compared to 47 managers and to a control group of 33 aspiring entrepreneurs. They were interviewed regarding traits of their father, mother, and self. Findings revealed a number of similarities (a similar commitment) as well as differences (entrepreneurs' greater love of challenge) between the managers and the entrepreneurs. Entrepreneurs also described themselves as having a greater sense of significance in their work. The question why managers and entrepreneurs are who they are is answered within a psychoanalytic‐existential framework that focuses on the managers' positive identification with their father and better relationship with both parents as compared to the entrepreneurs' negative identification with father and greater identification with work. Implications for treatment are suggested.

Following Lakatos' strategy of a rational reconstruction of science, I present a concrete example of the rise and decline of a research program from the history of the social sciences: the authoritarian character studies of the Frankfurt School. The first version of the authoritarian character studies of the Frankfurt Institute of Social Research was based on a Marxist social and psychoanalytic theory, and included an initial empirical survey. The preliminary results of this survey motivated the Institute's just-in-time emigration from Germany in 1932, and at the same time do not fit into the later theory of the authoritarian character (1936). The second version of the authoritarian character studies (1950) gained the status of a social psychological paradigm, but soon turned into a declining research program, which came to a complete stop around 1968 as far as the Institute of Social Research was concerned. Internal and external factors combined to bring about the sudden end of the authoritarian character studies.