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In a time of flexible and mutable work arrangements, there is hardly a domain of organizing that has not been affected by liminality. Temporary workers who switch companies based on projects, consultants who operate at the boundaries between the consultant and the client companies, or 'hybrid entrepreneurs' who start new ventures, while still keeping their previous job, are examples of liminality in organizations. Liminality is also felt by managers who handle interorganizational relationships within customer-supplier networks or scientists who, albeit affiliated with R&D units, have strong ties with their scientific communities, acknowledging that they belong to neither setting thoroughly. Precious hints for enriching our comprehension of liminality in organizational settings can be conveyed by the reflection that has flourished in different fields.

This book advances knowledge of liminality management by elaborating on a model that puts together aspects of the liminal process that have been mostly described in a separate way so far, benefiting from the input provided by experience in sociology, medicine, and education. Through the articulation of a model that accounts for the antecedents, content, and consequences of liminality in organizations, the book intends to prompt quantitative research on this topic. It will be of value to those interested in organizational behavior, organization and management, marketing, sociology of work, and sociology of organizations.