This article explores whether artistic interventions in organizations offer employees the possibility of fulfilling the human need to give meaning to work. It draws on several distinct bodies of theories relating to the non-instrumental management of work to identify dimensions of meaningful...

pt. 1. Framing the field -- pt. 2. Assessment and evidence -- pt. 3. Learning from success and failure -- pt. 4. Experiences with different art forms -- pt. 5. Responsibility for making it happen -- pt. 6. Reflections.

The paper modifies theories on the nature of visions and the role of topmanagers in creating visions, and it breaks some new ground in the exploration of the role of organizational politics in organizational learning processes.