The power of play and community: Managing exercise at work by combining institutional logics

Purpose
Play and exercise at the workplace have been promoted as ways to counter the development of lacking physical activity and improve workplace health. Through a reappraisal of the critical literature on workplace exercise, the analysis seeks to answer two questions: How do managers perceive employee health in the intersection between individual responsibility and collective community? How can the performative potentials of workplace exercise be critically understood?

Design/methodology/approach
We use an institutional approach along with critical theories on management in which we argue that specific logics guide certain practices, values and beliefs within organizations. This qualitative study relies on insights from three diverse Danish workplaces that have implemented exercise during workhours.

Findings
Adopting exercise and play as elements inspired by community sports becomes a powerful managerial technique. Managers combine practices such as play and voluntarism with the logics of profession and corporation. This gives rise to practices known from community sport that can lead to micro-emancipations during work as well as to subtle forms of managerial power by hiding explicit references to employee health.

Originality/value
By combining an institutional logics perspective with critical views, the study contributes to the growing body of research on workplace exercise by pointing to the potentials and constraints of adopting a community logic into practices. The study adds nuances to the view on workplace exercise in the critical management literature as well as illustrating the conditions necessary to make exercise and health promotion reconcilable with existing managerial practices.