Organizational Rare Events: Theory and Research Practice
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Organizational Rare Events: Theory and Research Practice André Luis Silva1,2
· Márcia de Freitas Duarte1,3 · Flávia Plutarco1,4
Received: 24 October 2019 / Accepted: 27 July 2020 © Schmalenbach-Gesellschaft für Betriebswirtschaft e.V. 2020
Abstract This paper conceptualizes organizational rare events and proposes a research methodology to explore them. To achieve this endeavour, we use case of the closure of CBA as an empirical field which allowed us to explore and discuss the theme. Existing literature suggests an organization rare event as an occurrence which presents a historical character and generates propagation in media and social mobilization. Our research contribution adds to this definition the emotional dimension of the organizational rare event. It means the relevance of the feelings and experiences of people involved in this particular situation. As a result, we enrich the definition and comprehension of rareness of an organizational event. In addition to this, we argue that organizational rare events demand a mix of qualitative research methods using interviews, observation, photographs, drawings and documental research in social media and newspapers. Keywords rare events · qualitative research · cinema · business administration · organizational theory
A. L. Silva
[email protected] M. de Freitas Duarte [email protected] F. Plutarco [email protected] 1
Fundação Getulio Vargas, EAESP/FGV, São Paulo, SP, Brazil
2
University of Birmingham, Birmingham, UK
3
Universidade de Fortaleza, UNIFOR, Fortaleza, CE, Brazil
4
Instituto Federal de Educação, Ciência e Tecnologia, IFCE, Fortaleza, CE, Brazil
K
Schmalenbach Bus Rev
JEL Classification M19
1 Introduction In general, rare events are comprehended as extreme situations (Starbuck and Farjoun 2005; Freitas 2012) that presents a small probability of happening again (Uppuluri 1980). In the organizational context, these events can be all kind of irregular situation, an unpredictable occurrence, an exception crisis (Roux-Dufort 2007) that occur outside the everyday experience of an organization and are often portrayed as unique, unprecedented (Christianson et al. 2009). In theoretical and empirical discussions related to this kind of events, some issues or dimensions tend to be emphasized such as the chronological time and historical character (Meneses 2010; Ricoeur 1997), the spread of the news by the media (Harding et al. 2002; Lampel et al. 2009) and social mobilization (Lampel et al. 2009). But organizational rare events have been a relatively neglected stream of research, either by conceptual and/or methodological reasons (Christianson et al. 2009; Harding et al. 2002; Lampel et al. 2009). This lack of studies can be explained by the fact the term ‘rare event’ presents uncertain concepts, leading people to understand them such as merely accidental events (Beck and Plowman 2009; Reason 1997). Inspired by the fact that the field of organizational studies still does not present a concise and strongly discussed defi
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