Psychoanalysis, collective viewing and the “social photo matrix” in organizational research

<jats:sec><jats:title content-type="abstract-heading">Purpose</jats:title><jats:p>The purpose of this paper is to put forward an argument for the importance of social and situational dynamics present when groups of organizational members view images. This both enriches psychoanalytic theories of the visual previously brought to bear on this topic and adds a valuable psychoanalytical perspective to visual organization studies.</jats:p></jats:sec><jats:sec><jats:title content-type="abstract-heading">Design/methodology/approach</jats:title><jats:p>The paper extends Burkard Sievers’ concept of the “social photo matrix” (SPM) through an interdisciplinary review of literature in psychoanalysis, audiencing, media studies and social theory.</jats:p></jats:sec><jats:sec><jats:title content-type="abstract-heading">Findings</jats:title><jats:p>A socially nuanced variant of the SPM is put forward as a way to explore organizational members’ experiences of work and employment, as part of a nascent “visual methodological approach” to studying organization(s).</jats:p></jats:sec><jats:sec><jats:title content-type="abstract-heading">Research limitations/implications</jats:title><jats:p>The ideas within this conceptual paper would benefit from empirical investigation. This would be a fruitful and interesting possibility for future research.</jats:p></jats:sec><jats:sec><jats:title content-type="abstract-heading">Practical implications</jats:title><jats:p>The paper concludes with a discussion of the contemporary utility of the SPM as a psychoanalytically‐motivated method through which to understand visually‐mediated effects of organizational action, as collectively experienced by their members and stakeholders.</jats:p></jats:sec><jats:sec><jats:title content-type="abstract-heading">Originality/value</jats:title><jats:p>The paper makes a particular contribution to the poorly‐researched area of the collective reception of organizational images and opens up possibilities to work with the hidden anxieties and defences that arise in the course of organizational action.</jats:p></jats:sec>