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dc.contributor.authorBrown, Mary Louise
dc.contributor.authorMcDonald, Seonaidh
dc.contributor.authorSmith, Fiona
dc.date.accessioned2014-08-12T09:33:01Z
dc.date.available2014-08-12T09:33:01Z
dc.date.issued2013
dc.identifier.citationBROWN, M. L., MCDONALD, S. and SMITH, F., 2013. Jungian archetypes and dreams of social enterprise. Journal of Organizational Change Management, 26 (4), pp. 670-688.en
dc.identifier.issn0953-4814en
dc.identifier.urihttp://hdl.handle.net/10059/1018
dc.description.abstractThis paper considers organizational identity and the way in which cultural change involves repercussions at an unconscious, psychodynamic level. It considers, in Jungian terms, the nature of the relationship between individuals and their organization, and archetypal themes influencing both. Social enterprises in Britain face many challenges in retaining their aims to address issues of social deprivation, whilst at the same time being urged to become more commercially oriented, thus experiencing tension between the need for both philanthropy and commercial pragmatism. We investigated a purposive sample of social enterprises and their leaders, to discover the archetypal themes influencing their strategies for change. Respondents appeared driven either by the archetype of entrepreneur or social reformer. Only one individual had apparently succeeded in balancing both roles through the process called by Jung ‘individuation’, that is, through understanding and acknowledging the less developed or preferred areas of the self, and refusing to project the less desired areas of his, and his organisation’s unconscious. In psychodynamic terms only this individual had been able to reconcile ego-ideal and organizational ideal. It is suggested that engaging with the individuation process may assist organizations and their leaders to make better sense of the ambiguities of the change process.en
dc.language.isoenen
dc.publisherEmerald.en
dc.relation.ispartofJournal of Organizational Change Management, Volume 26 Number 4en
dc.rightsCopyright : Emerald Group Publishing Limited."This article is (c) Emerald Group Publishing and permission has been granted for this version to appear here https://openair.rgu.ac.uk/ Emerald does not grant permission for this article to be further copied/distributed or hosted elsewhere without the express permission from Emerald Group Publishing Limited."en
dc.subjectChange managementen
dc.subjectCultural changeen
dc.subjectEntrepreneurialismen
dc.subjectJungian archetypesen
dc.subjectJungian psychologyen
dc.subjectNon-profit organizationsen
dc.subjectOrganizational cultureen
dc.subjectScotlanden
dc.subjectSocial enterpriseen
dc.subjectEgo-idealen
dc.subjectIndividuationen
dc.subjectShadowingen
dc.titleJungian archetypes and dreams of social enterprise.en
dc.typeJournal articlesen
dc.publisher.urihttp://dx.doi.org/10.1108/JOCM-Sep-2012-0146en


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