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How to break the mold

Re-imagining multimodal organization and management studies

Bibliographic Data

ID20500466
AuthorsMaria Laura Toraldo (0000-0002-6362-860X, University of Milan, corresponding author), Dennis Jancsary (0000-0002-7836-4133, University of Liverpool), Markus A Höllerer (0000-0003-2509-2696, UNSW Sydney), R E Meyer (0000-0003-1033-5560, WU Vienna University of Economics and Business, Austria), Gianluigi Mangia (0000-0002-8723-3661, University of Naples Federico II)
Year2025
Publication date2025-12-21
Open AccessYes
TypeARTICLE
VenueOrganization (JOURNAL)
Journal identifiersISSN: 1350-5084 • E-ISSN: 1461-7323
PublisherSAGE Publications (PUBLISHER • US)
DOI10.1177/13505084251396788
OpenAlexW7116688840
LanguageEN
Citations received1
References cited74

In this essay, we take the burgeoning scholarship on multimodal approaches to the study of organization and management as our point of departure to explore substantial limitations hindering a genuinely multimodal understanding within our discipline. We problematize how existing academic conventions : (a) limit our research agenda and the choice of relevant phenomena, topics, research questions, and empirical designs; (b) restrict the conceptual and empirical toolbox within the research process , restricting researchers’ ability to explore and exploit opportunities afforded by multimodality; and (c) narrow down the channels for scholarly communication , including the distribution of findings and knowledge transfer. Subsequently, we outline three promising “shifts”—toward research as a creative endeavor , toward research as an encounter , and toward research as a material practice —that we believe may successfully pave the way to fully harness the potential of multimodality in our field

Empirical research · Exploit · Multimodality · Organization studies · Scholarship · Toolbox · Information Systems Theories and Implementation · Management and Organizational Studies · Participatory Visual Research Methods

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Citations per year1
Citation span2026 - 2026 (1)
Highly citedNo

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