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Where do new organizations come from, and how do they persist? Based on an ethnographic study of two creative hubs in Amsterdam, in which creative independent workers rented studio space, we show how space plays a role in constituting new organizations and making them last. Focusing on challenging moments in the development of these two creative hubs, we propose that space, understood as a material assemblage, participates in providing endurance to organizing practices. It does so because space and practice reflexively account for each other. In other words, space may constrain or enable practices, and provide them with meaning, as the literature abundantly illustrates, but practices also define and shape space. Rather than emphasizing either of these two options, we argue that they should be understood as integral to each other. Furthermore, it is precisely their reflexive relation that contributes to the emergence of new organizations. Our study contributes to the literature on the communicative constitution of organizations, and more broadly to the knowledge of organizing in the creative industries.

How does an organization act? Can it be considered an actor on its own or does it need organizational members who act on its behalf? We would like to suggest our own take on the issue by suggesting a genuinely communicative approach to the issue of organizational action. Using the narratology of AJ Greimas to make apparent in talk some of process philosophy's tenets, we show how organizations act by being attributed actions. The detailed study of meetings from a community organization serves as our empirical grounding. We suggest that through the imbrication of mandates and programs of action in a logic of appropriation/attribution, the organization can effectively act while always relying on others to do so. Far from 'just talk,' we contend that in doing so, participants reconfigure their organization and make it do things. There is no need to resort to an essentialist ontology of organization to state that it acts 'itself.' We therefore reconcile the two most common views of organizational action – that of an organization acting by itself and that of agents acting on its behalf.

Abstract
ABSTRACTCommunity health workers (CHWs) occupy a liminal position in two senses: they are situated between the communities they come from and serve, and the health and social service professionals with whom they connect patients; and also between two forms of knowledge. In interacting with health and social service institutions, they draw on the 'technical knowledge' that dominates these settings. However, they must also draw on 'communicative knowledge', which is the situated and embodied knowledge needed to gain the trust of their community peers and to carry their voice, but which is often relegated to a secondary position. In this US-based study, we analyze interviews with CHWs, their supervisors, and advocates of their work, to better understand how CHWs mobilize discursive resources to combine these two forms of knowledge and, in doing so, constitute their liminal position as an essential asset. Our findings support valuing CHWs' incorporation within healthcare teams, so that health and social service professionals can directly interact with CHWs' situated and embodied knowledge of patients.

On 24 January 2017, the Trump administration tried to censor various science-related federal agencies, most notably the National Park Service. This case study presents the emergence of "alternative" National Park Service Twitter accounts that subverted the ban and explores how "rogue rangers" share in and resist organizational authority through communication practices we interpret as dis/attributing communicative action to various figures to do so. Through qualitative analysis of textual and non-textual data pertaining to the accounts, we demonstrate that organizational members create ambiguity through communicative dis/attribution to do and say more things than authorized, while maintaining a link to their organization, for it is as members that their actions and words are authoritative. The study concludes by theorizing three contributions to the literature on authority and resistance, in particular in the context of social media: (1) it shows that authority and resistance are at play even outside of conventional organizations, which conversely means that social media activity can display a level of organizationality; (2) it demonstrates that the communicative performance of authority and resistance rests on membership ambiguity; and (3) it extends current conversations on the communicative performance of authority by showing that the same practices can also perform resistance.

Different perspectives on organizations have alternatively sorted them on the side of the social / human / linguistic or that of the material / non-human / technical, reducing the question of what an organization may be to attempts to (re)connect these two realms. Literature adopting a relational view, however, has offered a way out of this opposition, by embracing the multiplicity of beings that may make up organizations. We extend this approach by engaging with French philosopher Étienne Souriau's discussion of modes of existence to suggest that organizations are "synaptic," which means they exist in the passages between modes, as they articulate the actions of entities existing under different modalities. By analyzing the case of a hospital merger in Denmark, we show that this work of articulation amounts to organizing, and that viewing organizations as synaptic recognizes not only their ontic pluralism, but also their existential pluralism. By doing so, our study contributes to relational understandings of what organizing means and provides a sensitivity to the politics involved in deciding who or what may exist within organizations.

Authority and Power in Social Interaction explores methods of analyzing authority and power in the minutiae of interaction. Drawing on the expertise of a diverse international team of organizational communication and language and social interaction scholars, this book suggests reverting the perspective that notions of authority and power constrain human activity, to determine how people (re)create them through conversation and other joint action. Confronting several perspectives within each chapter, the book offers a broad range of approaches to each theme: how and when to bring "context" into the analysis, formal authority, institutions, bodies and materiality, immateriality, and third parties. A core belief of this volume is that authority and power are not looming over human activity; rather, we weave together the constraints that we mutually impose on each other. Observing the details of how this joint process takes place may at once better account for how authority and power emerge and impact our actions, and provide guidelines on how to resist them. This book will be an important reference for students and scholars in language and social interaction, organizational communication, as well as those interested in an alternative take on issues of authority and power. It will also find resonance among those interested in managements studies, public administration and other disciplines interested in situations where authority is a crucial issue