Search

We explore the role of affect in fuelling and sustaining political organizing in the case of an online type-1 diabetes community. Analysing this community’s interactions, we show that the drive towards political transformation is triggered by affective dissonance, but that this dissonance needs to be recurrently enacted through the balanced circulation of objects of pain and hope. We propose the notion of affective resonance to illuminate the dynamic interplay that collectively moderates and fosters this circulation and that keeps bodies invested and reverberating together around shared political goals. Affective resonance points researchers toward the fragile and complex accomplishment that affective politics represents. Focusing particularly on the community’s interactions on Twitter, we also reflect on the role of (digital) resonance spaces in how affects circulate. By adopting and transposing concepts from affect theories into the context of patient communities, we further add important insights into the unique embodied challenges that patients with chronic illness face. Highlighting the hope induced by techno-bodily emancipation that intertwine into a particular form of political organizing in such healthcare movements, we give emphasis to patient communities’ deeply embodied affects as important engines for political, social and economic change.

Lateral collaboration across subsidiaries is beneficial for innovation in multinational corporations (MNCs), such as the creation of new organizational practices, because it helps working towards shared, rather than subsidiary-centric, objectives and creates new knowledge. To instill lateral collaboration, prior research has mainly focused on coordination mechanisms that rely on interpersonal exchanges among dispersed individuals across subsidiaries. However, due to rising concerns over coordination cost and sustainability of international travel, MNCs are increasingly challenged to search for other approaches that require less direct interpersonal interaction across subsidiaries. We, therefore, ask: How can MNCs elicit lateral collaboration during practice creation in a less space-time sensitive way? Drawing on a longitudinal case study, we develop a model of practice creation in MNCs. Our model offers two main insights. First, it details a novel approach for unleashing the benefits of lateral collaboration in globally-linked innovation processes in MNCs. In contrast to emphasizing coordination mechanisms that focus on interpersonal interactions across subsidiaries, our study contributes by detailing the emergence of lateral knowledge through a shared technological artefact as key enabler. Second, our model illuminates how MNCs can innovate new organizational practices that reflect both MNC and local subsidiary needs by adopting an improvisational approach.