A collaborative autoethnographic journey of collective storying: Transitioning between the ‘I’, the ‘We’ and the ‘They’

IF 2.8 3区管理学 Q2 MANAGEMENT

Management Learning Pub Date : 2024-03-22 DOI:10.1177/13505076241236319

Suzette Dyer, Fiona Hurd, Amy Kenworthy, Peggy Hedges, Tony Wall, Shankar Shankaran, David Raymond Jones

引用次数: 0

Abstract

The story we share here is about lessons learned during a three-year, collaborative autoethnographic journey beginning in January 2020. Our story is one of conducting a meaningful inquiry into our shared lived experience amid the changes brought about by COVID-19 lockdowns. Our insights speak to how we collaboratively reflected and researched across institutions, countries, disciplines, and career stages. More importantly, in making our process explicit, we highlight the way storying was experienced within our collective space. In doing so, we explore insights about how stories are adapted and transformed through a process of navigating the development of, and transitions between, pre-public and public spaces. Using an Arendtian lens, we explore the question, How are autoethnographic collaborative stories crafted for research in an academic context? Our insights present a cyclical and developmental frame within which to process collaborative storying and indeed collaborative academic work.

查看原文本刊更多论文

集体讲述故事的合作式自述之旅：在 "我"、"我们 "和 "他们 "之间转换

我们在此分享的故事是关于从 2020 年 1 月开始的为期三年的合作自述旅程中吸取的经验教训。我们的故事是在 COVID-19 封锁带来的变化中，对我们共同的生活经历进行有意义的探究。我们的见解说明了我们是如何跨机构、跨国家、跨学科和跨职业阶段进行合作反思和研究的。更重要的是，通过明确我们的过程，我们强调了在我们的集体空间中体验故事讲述的方式。在此过程中，我们探索了故事如何在前公共空间和公共空间的发展和过渡过程中得到调整和转变。利用阿伦特视角，我们探讨了这样一个问题：在学术研究背景下，自述式协作故事是如何创作出来的？我们的见解提出了一个循环和发展的框架，在此框架内，我们可以处理合作故事，甚至是合作学术工作。

本文章由计算机程序翻译，如有差异，请以英文原文为准。

求助全文

约1分钟内获得全文求助全文

来源期刊

Management Learning MANAGEMENT-

CiteScore

6.10

自引率

29.20%

发文量

期刊介绍： The nature of management learning - the nature of individual and organizational learning, and the relationships between them; "learning" organizations; learning from the past and for the future; the changing nature of management, of organizations, and of learning The process of learning - learning methods and techniques; processes of thinking; experience and learning; perception and reasoning; agendas of management learning Learning and outcomes - the nature of managerial knowledge, thinking, learning and action; ethics values and skills; expertise; competence; personal and organizational change