Resumo

The common belief that there is no alternative to market managerialism (Parker et al., 2007) is ubiquitous in organizational studies' theoretical tradition. This renders alternative organizational experiences unseen and disregards historical and organizations' social contexts (Misoczky & Vecchio, 2006; Motta, 1990).

The question that guides this theoretical essay is: What typology may we adopt in order to create a conceptual basis to post-development research? To substantiate this issue, the work was structured in three sections, in addition to the introduction and final thoughts. The first presents the main criticisms of development from the perspective of post-development. Then a historical rescue of the emergence of the predominant model of organizing is made. In the third section we discuss how the perspective of organizing extends the vision of possibilities beyond management.

Concepts of conviviality, degrowth, post-development.

The transition to a post-development paradigm allows us to break with the idea that there is only one ideal way of organizing social practices, and to restore to individuals the possibility of choosing autonomously as they organize themselves to solve their needs, determined intrinsically, not by specialists. Organizing is demanded to satisfy basic needs, and less focused on the accumulation of wealth. Thus, multiple possibilities are opened to organizing, rooted in different geographical and cultural contexts, based on traditions or innovations, according to the communities.

In this essay, we tried to offer both critique and conceptual alternatives to hegemonic ways of organizing. The greater autonomy of the means of production implies greater freedom of organization. By eliminating the obligation to produce for the market, other forms of exchange, not necessarily currency-mediated, also become possible, reducing dependence on external factors to provide livelihoods and enabling the establishment of solidarity relationships between people and communities.

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