Maintaining satisfying work relations in organisations raises a 'relational dilemma' where individuals may feel torn between conforming to corporate culture and prioritising their own identity. Offering a way out of this dilemma, we explore the notion of courage in mundane work activities by combining both organisational and virtue ethics literature. Thanks to an abductive analysis of an holacratic firm, this research identifies three forms of courage in organisations: individual (being authentic, expressing convictions and emotions, taking on responsibilities), collective (reflexivity, slow down decision-making, emotional consideration), and organisational (facilitating structures and processes). These results clarify the definition and expression of courage in organisations and enable us to identify tensions and regulation mechanisms between individual and collective forms of courage.
