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Abstract
This paper analyses the latest management assumptions and theories of playing at work, by examining how management strategies, especially relating to new media, invoke elements of play to create distinct and competing genres of discourse. After a brief overview of the latest management crisis of innovation, we will provide a few definitions of play, followed by a short summary of where play and other competing dialogues converge and overlap at worksites historically. This context will then enable us to present an ethnographic account of play at work at a non-profit forecast research firm known as the Institute for the Future, a site where notions of play are linked to a number of business and cultural discourses about the future of new media and presented in full relief. What we find is that while elements of play exist, the discourses that arise from it do not necessarily belong in the realm of play at all. Instead, notions of play at work are tied to wider historical frameworks acknowledging earlier 1960s American counter-cultural appeals for new values in management and worker self-actualization, and linked to a process for transforming that renewed impulse into the service of a networked economy in the 1990s.