Ingesting the organization: The embodiment of organizational food rituals

Abstract

This exploratory paper asks: ‘how do organizational food and drink rituals shape, reflect or create organizational culture?’ Adopting an embodied approach based on Merleau-Ponty's [1945. Phenomenology of Perception. Translated by C. Smith, 2003. London: Penguin. New York: Routledge] phenomenological work, this paper explores the significance of food-based rituals. Data were collected from different organizations using mixed methods and an embodied, reflexive approach – which is relatively novel in organizational research. Embodied experiences are potent, and this paper proposes that workplace food and drink rituals can powerfully influence perceptions of organizational culture. The unique contribution is in showing how embodied organizational rituals create and sustain organizational culture by using the pre-reflective moment of food ingestion to shape cognitive reconstructions of organizational culture. However, food rituals can be controlled and shaped by the organization to specifically influence employee perceptions of organizational culture. Control of food rituals can be perceived as a deliberate effort to create a constructive culture and encourage reciprocity through employee loyalty and effort.