The temporal-enduring paradox: the case of umeÅ capital of culture 2014

Stewart Clegg, Miguel Pina e Cunha, Medhanie Gaim, Nils Wåhlin

Research output: Chapter in Book/Report/Conference proceedingChapterpeer-review

1 Citation (Scopus)


In the long term, all organisations may be temporary. Some, however, are more temporary than others. Temporary organisations are designed not so much with an eye on enduring as on accomplishing a specific task. In this chapter, the authors explore paradoxes, understood as persistent mutually defining oppositions that occur at the intersection of ‘the temporary’ and ‘the enduring’. To do so, the authors discuss the concept of memory, which we use to explore the process of preserving and reproducing memories of people and events as a bridge between the temporalities of organising that are past and were never intended to endure, and those that are ongoing. By reconstructing one case of the European Capital of Culture initiative, the authors discuss memory as critical to temporary organisations in the sense that temporary organisations always have a memory that affords continuity: hence are enduring. The authors argue that there is endurance in the temporary and temporariness in endurance: expressing the paradoxical essence of organising.

Original languageEnglish
Title of host publicationResearch in the Sociology of Organizations
PublisherEmerald Group Holdings Ltd.
Number of pages24
Publication statusPublished - 1 Jan 2020

Publication series

NameResearch in the Sociology of Organizations
ISSN (Print)0733-558X


  • Enduring organisations
  • Memory
  • Paradox
  • Paradox theory
  • Permanent organisations
  • Temporary organisations


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