Papers by Claudia Schnugg
Artists are often seen as innovators and producers of creative and extraordinary new ideas. Addit... more Artists are often seen as innovators and producers of creative and extraordinary new ideas. Additionally, experiencing art and artistic processes is an important opportunity for learning and exploration. Thus, corporations and scientific organizations have experimented with initiatives that generate artscience collaboration, such as fellowships, long-term collaborations with artists, and artist-in-residence programs. Looking at outcomes in the long-term, it is possible to identify important contributions to scientific, technological, and artistic fields that stem from artscience collaboration opportunities in organizations. On the other hand, it is often difficult to define immediate tangible outcomes of such processes as innovation as interdisciplinary interaction and learning processes are valuable experiences that do not always manifest directly in outcomes that can be measured. Drawing from cases of artscience programs and qualitative interviews with program managers, scientists, and artists, this article explores how artscience collaboration in an organization adds value and helps overcome organizational challenges regardless of such outcomes. By shifting the focus from the outcome to the process of artscience collaboration, it is possible to discover in more depth value-added contributions of artscience experiences on an individual level (e.g., new ways of knowing and thinking, understanding of materials and processes, and learning). Moreover, such contributions tell stories of connecting the process of artscience programs to the organizations' goals of developing a new generation of leaders and driving a more adaptive, innovative culture. These benefits of artscience opportunities need to be supported by managerial activities in the organization. Thus, it enables a more differentiated understanding of possible contributions of artscience collaboration to organizations and helps to define the best model to create such opportunities. The article also recommends future research directions to further advance artscience collaboaration, especially in light of pertinent movements such as STEAM and Open Innovation, and promising developments in related fields such as neuroaesthetics.
This paper introduces the project "Digital Sensemaking" (DIGI-Sense) that tackles human needs in ... more This paper introduces the project "Digital Sensemaking" (DIGI-Sense) that tackles human needs in the envisioned digital revolution (Industry4.0, humanoid robots, Internet of Behaviours, Cyber-Physical-Systems) to enable meaningful transformation processes. Psychologists of work argue that digitalization at the workplace can lead to an overflow of information which challenges decision-making and sensemaking at work. Studies in organizational research show that sensemaking is fundamental for meaningful work1 experience of individuals and organizations because it plays a central role to give meaning to processes, shared experiences and to rationalize decisions and established routines. In digital transformation processes, well-known work processes easily become alienated to workers, embodied knowledge and material cornerstones are likely to become obsolete. Therefore, DIGI-Sense explores sensemaking in digitalization processes that incorporate tangible elements, digital twins, and robotics. As embodiment, materialities, movements, and aesthetics are core to sensemaking, the methodological design of the empirical study incorporates methods in social sciences and juxtaposes these more traditional approaches 1 We consider meaningful work as immersive perception and practice of doing where cognitive, social, and bodily involvement is streamlined and thus, coherent for the actor(s) to perform activities according to their intention and purpose.
Art is brought into organizations in the shape of "artistic interventions" in order to achieve a ... more Art is brought into organizations in the shape of "artistic interventions" in order to achieve a variety of effects: creating new values, initiating learning processes, supporting restructuring processes, or fostering innovation. Several methods and practices have been developed for this purpose, in which art or artistic workshops create spaces promoting precisely these effects. Such learning spaces, experimental spaces and memory spaces pose great potential for personnel and organizational development, in that, e.g., new ideas can be developed and internalized. Based on the idea of spaces created by artistic interventions, this article analyses them from the theoretical perspective of "liminality". This theoretical angle helps to fathom the effects experienced in artistic interventions which are difficult to evaluate. This way, the situation in which employees find themselves in artistic interventions can be framed to better understand processes of change and the opening for exploration of ideas. In addition, liminality is linked to the anthropological view of "rites of passage" (transition rites), which facilitate times of change and mark-or even constitute-transitions.
Cahier ReMIX 9, 2018
Art on Prescription - En collaboration avec Elisabeth Schafzahl et Philipp Wegan, Precarium
Zeitschrift für Kulturmanagement, 2018
Art is brought into organizations in the shape of “artistic interventions” in order to achieve a ... more Art is brought into organizations in the shape of “artistic interventions” in order to achieve a variety of effects: creating new values, initiating learning processes, supporting restructuring processes, or fostering innovation. Several methods and practices have been developed for this purpose, in which art or artistic workshops create spaces promoting precisely these effects. Such learning spaces, experimental spaces and memory spaces pose great potential for personnel and organizational development, in that, e.g., new ideas can be developed and internalized. Based on the idea of spaces created by artistic interventions, this article analyses them from the theoretical perspective of "liminality". This theoretical angle helps to fathom the effects experienced in artistic interventions which are difficult to evaluate. This way, the situation in which employees find themselves in artistic interventions can be framed to better understand processes of change and the opening for exploration of ideas. In addition, liminality is linked to the anthropological view of “rites of passage” (transition rites), which facilitate times of change and mark – or even constitute – transitions.
Following the art-body-ethics turn in management studies we use dance as an analogy in order to e... more Following the art-body-ethics turn in management studies we use dance as an analogy in order to explore how
the body can resist organisational control in office work contexts. We argue that in office work gestures can be a
site of post-recognition resistance. Drawing on two art videos and on dance studies, we explain that this is
operated either through arrest or through flow. In fact aesthetic experiments in gesturing disrupt the work
rhythm needed for organisational efficiency and enforced by organisational control. This allows us to contribute
primarily to the literature on resistance in organisation studies and relatedly to the growing literature on dance
in organisation studies through demonstrating how dance can be a source of resistance.
Journal of Business Strategy, 2014
Purpose – This paper focuses on arts-based interventions as a management tool for personal, team,... more Purpose – This paper focuses on arts-based interventions as a management tool for personal, team, and organizational development. How have management teams implemented art in their organizations, and toward what end? The literature has focused predominantly on single case. creating many possibilities of constructing for arts-based interventions. Yet, a typology is still missing. This paper examines various of arts-based interventions and their underlying principles from a business perspective.
Design/methodology/approach – The paper is based on a systematic review of the literature in English and German, with special consideration for articles and books within the field of business.
Findings – The typology presented in this paper, based on a mapping of the field, should contribute to a more coherent understanding of arts-based interventions. My goal is to provide researchers with a more structured perspective for approaching this academic area. Furthermore, the findings suggest that over and above the various types of arts that can be introduced to organizations, there are three basic principles for the achievement of this goal.
Research limitations/implications: This paper presents a mapping of the cases in the literature on arts-based interventions and presents a coherent understanding of ways of bringing art into organizations.
Practical implications: The three underlying principles presented in this paper should assist practitioners in designing arts-based interventions for specific problems.
Originality/value – This paper provides assistance to consultants, business executives, leaders, managers, researchers, and students for understanding the basics of arts-based interventions. Furthermore, it provides a structure for the body of literature on cases of arts-based interventions.
FAAR, 2020
Interview for FAAR with Claudia Schnugg, interviewed by Lee Anderson
International Journal of Arts Management, 2016
Today, art works appear to be part of the standard furnishings of executive offices. This quantit... more Today, art works appear to be part of the standard furnishings of executive offices. This quantitative study of business magazines in Germany, Austria and the United States found that in approximately 6% of all photographic portraits of executives, the subjects were pictured in front of an art work in their office or boardroom. The authors explore the functions of art surrounding executives in their offices, beyond its decorative component. The literature indicates that corporate art serves to communicate personal or organizational identity. The authors contrast this interpretation with art as a means for executives to present
themselves and promote their social status, art being a form of conspicuous consumption or habitus. The art works are found to have both an identity function and a status function, depending on the type of industry the executive’s organization operates in (production vs. finance) and to a lesser extent depending on the type of organization (single business vs. multi-divisional corporation).
Challenging Organizations and Society, 2020
Artists explore new territories in their work by exploring new media, imagining new futures, cont... more Artists explore new territories in their work by exploring new media, imagining new futures, contextualizing ideas, creating aesthetic investigations into new environments, or posing questions and leading theoretical discussions. Interaction among art, science and technology can contribute to the creation of future societies – of future realities – on many levels, e.g., it can contribute to communication, create experience, enrich discussions, feed into scientific processes and support personal learning. Especially when it comes to something influential like current developments in Artificial Intelligence, contributions of artscience collaboration can be essential for designing a positive future reality for our society. Supporting collaborations in organizations through well-structured formats in the organization supports the realization of elaborate art on the topic that contributes to important developments in the organization as well as to an informed discussion with broad audiences and shareholder groups.
Challenging Organizations and Society, 2020
This contribution intends to raise awareness of connectedness in the continuous digitalization of... more This contribution intends to raise awareness of connectedness in the continuous digitalization of society and organizations. It suggests points of reflection when being tracked by Internet-of-Things systems, which in turn encourage or discourage behavior. The question arises: How much digital facilitation is necessary and when does algorithmic overdependence dominate? Concerns related to the invasive expansion of digital technologies and their ‘smartness’ (through algorithms and artificial decision-making) to direct behaviors of all kinds can be represented and experienced by art installations. We suggest
promoting constructive awareness by offering a scenario in such an installation. It allows subjects to experience algorithmic influence and subsequently encourages regaining control through individual capacity building for individually coherent (and transparent) design. The proposed installation enables new forms of governance based on experiential learning and digital artefacts for personal mastery of collective intelligence.
Challenging Organizations and Society, 2020
Interview with Sougwen Chung
Journal of Open Innovation: Technology, Market, and Complexity, 2020
Artists are often seen as innovators and producers of creative and extraordinary new ideas. Addit... more Artists are often seen as innovators and producers of creative and extraordinary new ideas. Additionally, experiencing art and artistic processes is an important opportunity for learning and exploration. Thus, corporations and scientific organizations have experimented with initiatives that generate artscience collaboration, such as fellowships, long‐term collaborations with artists, and
artist‐in‐residence programs. Looking at outcomes in the long‐term, it is possible to identify
important contributions to scientific, technological, and artistic fields that stem from artscience collaboration opportunities in organizations. On the other hand, it is often difficult to define immediate tangible outcomes of such processes as innovation as interdisciplinary interaction and learning processes are valuable experiences that do not always manifest directly in outcomes that can be measured. Drawing from cases of artscience programs and qualitative interviews with
program managers, scientists, and artists, this article explores how artscience collaboration in an organization adds value and helps overcome organizational challenges regardless of such outcomes. By shifting the focus from the outcome to the process of artscience collaboration, it is possible to discover in more depth value‐added contributions of artscience experiences on an individual level (e.g., new ways of knowing and thinking, understanding of materials and
processes, and learning). Moreover, such contributions tell stories of connecting the process of artscience programs to the organizations’ goals of developing a new generation of leaders and driving a more adaptive, innovative culture. These benefits of artscience opportunities need to be supported by managerial activities in the organization. Thus, it enables a more differentiated understanding of possible contributions of artscience collaboration to organizations and helps to define the best model to create such opportunities.
Contemporanea, 2021
The Traveling Plant project is a collaborative project that unfolds over a network globally to be... more The Traveling Plant project is a collaborative project that unfolds over a network globally to be shared locally. It is dealing with the duality of global and local actions and diversity of perspectives and ways of doing; it is dealing with the duality of sharing practices and exchange across a distributed network virtually and physically/non-virtually; it deals with approaches of going beyond purely human perspectives, including the non-human; it tries to avoid colonialist and anthropocentric strategies. This article presents the curatorial approach and challenging questions the team of curators is starting from, the organizational structure of the project in development, and gives insights in how the project is intended to unfold practically.
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Papers by Claudia Schnugg
the body can resist organisational control in office work contexts. We argue that in office work gestures can be a
site of post-recognition resistance. Drawing on two art videos and on dance studies, we explain that this is
operated either through arrest or through flow. In fact aesthetic experiments in gesturing disrupt the work
rhythm needed for organisational efficiency and enforced by organisational control. This allows us to contribute
primarily to the literature on resistance in organisation studies and relatedly to the growing literature on dance
in organisation studies through demonstrating how dance can be a source of resistance.
Design/methodology/approach – The paper is based on a systematic review of the literature in English and German, with special consideration for articles and books within the field of business.
Findings – The typology presented in this paper, based on a mapping of the field, should contribute to a more coherent understanding of arts-based interventions. My goal is to provide researchers with a more structured perspective for approaching this academic area. Furthermore, the findings suggest that over and above the various types of arts that can be introduced to organizations, there are three basic principles for the achievement of this goal.
Research limitations/implications: This paper presents a mapping of the cases in the literature on arts-based interventions and presents a coherent understanding of ways of bringing art into organizations.
Practical implications: The three underlying principles presented in this paper should assist practitioners in designing arts-based interventions for specific problems.
Originality/value – This paper provides assistance to consultants, business executives, leaders, managers, researchers, and students for understanding the basics of arts-based interventions. Furthermore, it provides a structure for the body of literature on cases of arts-based interventions.
themselves and promote their social status, art being a form of conspicuous consumption or habitus. The art works are found to have both an identity function and a status function, depending on the type of industry the executive’s organization operates in (production vs. finance) and to a lesser extent depending on the type of organization (single business vs. multi-divisional corporation).
promoting constructive awareness by offering a scenario in such an installation. It allows subjects to experience algorithmic influence and subsequently encourages regaining control through individual capacity building for individually coherent (and transparent) design. The proposed installation enables new forms of governance based on experiential learning and digital artefacts for personal mastery of collective intelligence.
artist‐in‐residence programs. Looking at outcomes in the long‐term, it is possible to identify
important contributions to scientific, technological, and artistic fields that stem from artscience collaboration opportunities in organizations. On the other hand, it is often difficult to define immediate tangible outcomes of such processes as innovation as interdisciplinary interaction and learning processes are valuable experiences that do not always manifest directly in outcomes that can be measured. Drawing from cases of artscience programs and qualitative interviews with
program managers, scientists, and artists, this article explores how artscience collaboration in an organization adds value and helps overcome organizational challenges regardless of such outcomes. By shifting the focus from the outcome to the process of artscience collaboration, it is possible to discover in more depth value‐added contributions of artscience experiences on an individual level (e.g., new ways of knowing and thinking, understanding of materials and
processes, and learning). Moreover, such contributions tell stories of connecting the process of artscience programs to the organizations’ goals of developing a new generation of leaders and driving a more adaptive, innovative culture. These benefits of artscience opportunities need to be supported by managerial activities in the organization. Thus, it enables a more differentiated understanding of possible contributions of artscience collaboration to organizations and helps to define the best model to create such opportunities.
the body can resist organisational control in office work contexts. We argue that in office work gestures can be a
site of post-recognition resistance. Drawing on two art videos and on dance studies, we explain that this is
operated either through arrest or through flow. In fact aesthetic experiments in gesturing disrupt the work
rhythm needed for organisational efficiency and enforced by organisational control. This allows us to contribute
primarily to the literature on resistance in organisation studies and relatedly to the growing literature on dance
in organisation studies through demonstrating how dance can be a source of resistance.
Design/methodology/approach – The paper is based on a systematic review of the literature in English and German, with special consideration for articles and books within the field of business.
Findings – The typology presented in this paper, based on a mapping of the field, should contribute to a more coherent understanding of arts-based interventions. My goal is to provide researchers with a more structured perspective for approaching this academic area. Furthermore, the findings suggest that over and above the various types of arts that can be introduced to organizations, there are three basic principles for the achievement of this goal.
Research limitations/implications: This paper presents a mapping of the cases in the literature on arts-based interventions and presents a coherent understanding of ways of bringing art into organizations.
Practical implications: The three underlying principles presented in this paper should assist practitioners in designing arts-based interventions for specific problems.
Originality/value – This paper provides assistance to consultants, business executives, leaders, managers, researchers, and students for understanding the basics of arts-based interventions. Furthermore, it provides a structure for the body of literature on cases of arts-based interventions.
themselves and promote their social status, art being a form of conspicuous consumption or habitus. The art works are found to have both an identity function and a status function, depending on the type of industry the executive’s organization operates in (production vs. finance) and to a lesser extent depending on the type of organization (single business vs. multi-divisional corporation).
promoting constructive awareness by offering a scenario in such an installation. It allows subjects to experience algorithmic influence and subsequently encourages regaining control through individual capacity building for individually coherent (and transparent) design. The proposed installation enables new forms of governance based on experiential learning and digital artefacts for personal mastery of collective intelligence.
artist‐in‐residence programs. Looking at outcomes in the long‐term, it is possible to identify
important contributions to scientific, technological, and artistic fields that stem from artscience collaboration opportunities in organizations. On the other hand, it is often difficult to define immediate tangible outcomes of such processes as innovation as interdisciplinary interaction and learning processes are valuable experiences that do not always manifest directly in outcomes that can be measured. Drawing from cases of artscience programs and qualitative interviews with
program managers, scientists, and artists, this article explores how artscience collaboration in an organization adds value and helps overcome organizational challenges regardless of such outcomes. By shifting the focus from the outcome to the process of artscience collaboration, it is possible to discover in more depth value‐added contributions of artscience experiences on an individual level (e.g., new ways of knowing and thinking, understanding of materials and
processes, and learning). Moreover, such contributions tell stories of connecting the process of artscience programs to the organizations’ goals of developing a new generation of leaders and driving a more adaptive, innovative culture. These benefits of artscience opportunities need to be supported by managerial activities in the organization. Thus, it enables a more differentiated understanding of possible contributions of artscience collaboration to organizations and helps to define the best model to create such opportunities.