Collective Effervescence: An Ignored Organizational Behaviour?

Émile Durkheim's [1912] (2001) concept of collective effervescence represents a powerful and vivid metaphor for interpreting organizational behaviour. Durkheim uses the term to describe the feelings of warmth and lucidity that are aroused when individuals become part of a group during gatherings, ceremonies or rituals. For Durkheim, it was these ecstatic feelings  - rendered by the close interaction and intersubjective experience with others - which were (mis)interpreted by participants as confirmation of transcendental or sacred intervention. Although some of Durkheim's work has fallen out of favour in recent times, it is perhaps surprising that this particular branch of his studies has had scant application in religious studies since, and none whatsoever in the field of organization and management studies.

By way of empirical data, this presentation explores the relevance of collective effervescence for interpreting and theorizing organizational behaviour, particularly in terms of belonging, identity and identity work. It further speculates on whether the erosion of co-presence in the contemporary workplace (in which employment is increasingly temporary, part-time, project-based and/or contracted) is cause for concern? In this way, might Durkheim-inspired analytics assist in conceptualising wider objectives for organizational change?