Organizing the performativity of a creative vision: A longitudinal study (1987-2013) of the rationalization of game design at Ubisoft

Résumé 0

When a leader has a singular vision for his or her organization, this vision must find an operational translation to perform, i.e. transform and shape, the organization. Succeeding in operationalizing this vision raises complex issues and leaders often fail to concretely impact practices in their organizations. In this paper, we analyze leadership in creative industries both as a combination of micro-processes and influential acts and as human and nonhuman agency, that shape organizations and bridge individual and collective dimensions of creation. Based on a longitudinal case study of the video game developer Ubisoft, the article explores the emergence of a singular leader’s vision of creation and the challenges it faces when the organization grows internationally. We reveal the operational translation and necessary deployment of this vision in the organization through socio-material devices and processes. We discuss leadership by showing the role of translators and trainers in coupling the leader’s vision to its socio-material presence, as well as the importance of devices density to enact this vision. Ultimately, we provide a finer understanding of organizational practices in the creative industries and the challenges of leadership.